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18 Insights from the 2019 Executive Coaching Conference
May 01, 2019 | Brief
—Warren Bennis
Internalizing and Scaling a Coaching Mindset for Organizational Impact
Managers today are expected to lead through tumultuous times, pressured by global competition, corporate mergers, advances in artificial intelligence, and more. The result? A golden age of coaching. Once reserved for a few top brass, executive coaching programs are now trying to work with more and more managers. Coaching thought leaders, experts and practitioners talked about how they are adjusting to meet today’s changing corporate landscape—whether it’s by changing the focus of their program, expanding the reach, introducing new technology, or some combination of the three.
When 197 experts and practitioners met to talk about executive coaching, we took notes. Here are the highlights.
Measuring the effectiveness or success of a coaching program remains a struggle for many companies. There are many different ways to quantify success.
- To measure the success of a coaching program, companies need to start by defining the purpose of the program. This is more difficult than might be expected.
- Coaching should be closely aligned to the company’s business strategy and culture—that means tying performance to metrics. Some metrics companies use include:
- Data analytics are used to measure effectiveness of coaching by measuring team attrition, promotion rates, employee engagement scores, and other factors.
- Companies still rely heavily on self-reporting before and after coaching.
- Some companies also perform 360 reviews before, during, and after coaching to gauge changes in performance.
- Regular follow-ups after coaching help to ensure that the change
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