Driving Change with Internal Coaching Programmes

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DRIVING CHANGE WITH INTERNAL COACHING PROGRAMS

DAVID ROCK FOUNDER & CEO, RESULTS COACHING SYSTEMS

RUTH DONDE, MBA, ACC GLOBAL CONSULTANT, RESULTS COACHING SYSTEMS

EXECUTIVE SUMMARY
This paper outlines a new way of utilizing coaching to drive wide scale organizational change. It illustrates how training leaders to be internal coaches is a more scalable, sustainable and robust approach to driving change and improving performance than hiring external coaches. The authors illustrate the various benefits to using internal coaches, flesh out the cost benefits, and highlight a range of creative ways that organizations can integrate coaching into their Learning and Development (L & D) or Organizational Development (OD) frameworks. It covers training, design and implementation issues as well as looking at aligning coaching models with the organization’s strategic approach. Data is critical to understanding coaching impacts within organizational contexts. Thanks to those

organizations using measurement, we are able to determine impacts to the business. Early indicators are showing significant increases in retention, engagement, productivity and performance, across organizations that have developed internal coaching. Also measurements, such as ROI are returning significant figures, e.g. ROI X 17 in a recent study. The paper draws on extensive case studies and posits some best practice principles, then addresses some of the key questions around this topic. This paper draws on interviews with over 50 internal coaches over 2 years, and several other research papers on this topic.

CONTENTS

1. BACKGROUND …………………………………………………………………….. 5
a. b. Change, Change Everywhere Coaches as Expert Change Agents
2. INTERNAL VS. EXTERNAL COACHING ………………………………………………. 7
a. b. c. d. e. f.

Cost Complexity of Management Derailment Risk vs. Retention Application of Coaching Skills Scale of Coaching Impact Impact on the Coaches ATTENTION CHANGES THE BRAIN REDUCING STRESS

3. UTILIZING INTERNAL COACHES ………………………………………………….... 16
a. b. c. d.

Overcoming Initial Resistance to Internal Coaches Engaging Leaders to Participate in Development Programs Who is Doing the Coaching? Where to Focus the Coaching? ON-BOARDING SKILLS DEVELOPMENT TRANSITION MANAGEMENT AND HIGH PERFORMERS

e.

Best Practice

4. INTERNAL COACHING TRAINING, DESIGN AND IMPLEMENTATION …………………. 25
a.

Training Internal Coaches
EXPLORING BLENDED LEARNING QUALITY STANDARDS AND CERTIFICATION

b. c.

Choosing a Model Design Issues
FOCUS ON A COACHING CULTURE SCALING INTERNAL COACHING MANAGER AS COACH EXTERNAL COACHING

d.

MATCHING INTERNAL CLIENTS AND COACHES

Implementation
GETTING THE VISION RIGHT GETTING BUY-IN INTERNAL COACHING EXPERTS CLEAR DEFINITIONS MEASUREMENT

5. COMMON QUESTIONS ……………………………………………………………. 34 6. CONCLUSION …………………………………………………………………….. 35 7. REFERENCES …………………………………………………………………….. 36 8. ABOUT US ………………………………………………………………………... 37

1. BACKGROUND
a. Change, Change Everywhere
Most large organizations are undergoing anywhere from a handful to dozens of major change initiatives at any one time. These can include restructuring the way teams work together, reorganizing distribution channels, finding new markets, undertaking six sigma audits, moving to lean manufacturing – right through to outsourcing whole functions such as manufacturing, HR or IT. The pace of these changes is not slowing down and there are no indications that it will any time soon. As Jeffrey Schwartz and David Rock illustrated in their article ‘The Neuroscience of Leadership’ (Strategy & Business Magazine, June 2006), change is pain: any kind of major change initiative requires people to apply focus and effort, to pay attention to bring about change. The resistance that we sense in any...
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