When does coaching work and when doesn't it?
leadership coaching with coaching institute works. A variety of research shows this. In this respect, in today's operational practice, the question is less whether leadership coaching is a useful tool for personnel development than how it can be used effectively and make an optimal contribution to value. However, many companies use the full potential of Leadership Coaching as personnel development is not sufficient. Consequences are disappointment and cynicism in terms of failures, unnecessary expenses and staff development that doesn't work. Rapid change, uncertainty, complexity and ambiguity characterize the framework conditions today. The increasing dynamism of the work situation demands more self-control and personal responsibility from employees at all levels. The downside is excessive demands, stress and burnout. Whoever manages the best in uncertain and complex contexts wins. This applies to international corporations as well as to SMEs, social and government organizations. This is exactly where coaching comes in and is becoming an increasingly important tool Career– and personnel development.
When advice does not work or works worse than possible, if:
- The strategic link is missing. Leadership coaching is not linked to the company's strategy. Stake and results are random.
- There is no cultural fit. Anyone who announces leadership coaching and only wants to direct employees and is not prepared to hand over responsibility to the employees will not be successful with coaching. The introduction of coaching is linked to the development of characteristics of a coaching culture: performance, appreciation, personal responsibility.
- Incorrect selection and allocation of coaches and clients. "Who" coaches and whether the coach suits the respective client is a decisive success factor. Executives in particular are disappointed when coaches are not able to work at eye level, psychologize instead of developing value contributions.
- Lack of context of HR development. Management coaching is not part of a differentiated personnel development strategy, but is misused as a fire-fighting measure for individual cases.
- Instrumentalization of coaching through leadership goes hand in hand with a breach of confidentiality. When managers commission a coach to manipulate their employees in terms of a desired result, the working basis for coaching is destroyed. In coaching, coachees always work on their own concerns. It is the coach's responsibility to ensure that the individual work is within the framework of the agreement with the company.
- Myth of «voluntary». Leadership coaching always takes place in conditional contexts and is part of the management line in the company. It is important to find an individual working basis in this scope that is worthwhile for clients and clients.
- Mere satisfaction evaluation is not sufficient for the return of the results to the company. Sustainable results are not sought and are not forthcoming. The decisive factor here is whether changes in behavior towards employees and other stakeholders are also recorded. Furthermore, it is significant whether the collection and reporting of superordinate strategic development issues and cultural patterns are also part of the evaluation concept.
- Reduction to the person format. To understand leadership coaching as a purely personal format, i.e. only as an appropriate interaction between coach and coachee, is a mistake and a mistake. The challenges for design, communication, organizational embedding are the same as for other personnel development measures.
- Lack of internal expertise HR department. For a sustainable and successful use of Consulting internal expertise is also needed. Complete outsourcing misses the sustainable value contribution of coaching, since newly gained knowledge and experience do not flow back.
- When leadership is not behind it and leads by example, coaching is not taken seriously by employees either and remains at most an annoying compulsory exercise.
Coaching in personnel development. The important questions!
- Is with the introduction and use of Business Coaching the business case clarified?
- Is coaching also conducted as part of cultural development (coaching culture)?
- Does the coaching also apply to management?
- Does the company have an efficient and level-specific selection process for coaches and for clients and their concerns?
- Is coaching conducted as personnel development in the triage with other forms of intervention such as appraisal interviews, management development, seminar forms, collegial learning, etc.?
- Do executives have a clear understanding and possibly also their own experience of the use of coaching in their responsibility? (Introduction of coaching usually top-down.)
- Is coaching organizationally agreed and contacted (“contract triangle”)? Responsible manager, personnel development, coach and coachee belong at one table.
- Is the use of coaching associated with suitable concepts and instruments for evaluation? Are concrete results such as improvement in performance, change in behavior, contribution to strategic goals collected?
- Are individual coaching sessions embedded in a program and is the responsibility of the internal management?
- Is there enough internal expertise for management and control and thus also a certain degree of independence from external providers?
- Does management lead by example and also communicate this?
What happens when coaching is used correctly?
With structured coaching, the goals, clients, coach, assignment and management of the coaching are optimally coordinated. We suggest that companies and organizations that want to introduce and work with coaching as personnel development should orientate themselves on this value. Coaching is not a panacea. But if it is used correctly, then it is worth it. Arrange a non-binding initial consultation with us.
Leadership coaching is a process in which a coach supports leaders to improve their performance and leadership skills. The benefits of leadership coaching include increased motivation, better communication, higher productivity, and improved interpersonal relationships Team.
To find the right leadership coach, you should look for a coach who has experience working with executives, has a good understanding of your industry and organization, and whose personality and working style suits you. You can also rely on recommendations from colleagues and friends, or search for leadership coaches online.
The duration of a typical leadership coaching process depends on various factors, such as the specific situation and the goals of the leadership coaching, the frequency of the coaching sessions and the cooperation with other personnel development measures. A typical leadership coaching process can take several months to a year or more.
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