Driving Change with Internal Coaching Programmes
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
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
References: 37 “Can humans make as much progress in the way we treat each other as we have made in technology?” – Theodore Zeldin, Philosopher, 2004.