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Bringing Science  to the   Art of Coaching Scott Edinger Vice President of Sales Zenger Folkman August 2, 2011 ©  2007 – 2009  Zenger Folkman Company. All Rights Reserved. ZFCo.Webinar.BSTTAOC Rev 03.12.09
Polling Question ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Big Surge in Coaching During Past Decade ,[object Object],[object Object],[object Object]
A Definition of Coaching  ,[object Object],[object Object],[object Object],Coaching includes all activities which  help improve current performance  and/or build future capability.
Does Coaching Really Make a Difference? ,[object Object],[object Object]
Coaching Effectiveness vs.  Employee Engagement and Commitment  Employees whose managers are more effective at coaching  express more satisfaction and commitment. Employee Commitment Percentile Coaching Effectiveness Percentile
Coaching Effectiveness vs. Effort   % of Employees  Putting in Great Effort Employees indicated the extent that the company “inspires me to put forth a great deal of effort every day.” Coaching Effectiveness Percentile
Coaching Effectiveness vs. Intention to Stay % of Employees That  “Think about Quitting” Employees indicated the extent that they “think about quitting” their current job. Coaching Effectiveness Percentile
Coaching Effectiveness vs. Going the Extra Mile  % of Employees Willing to  “Go the Extra Mile” Employees indicated the extent to which the work environment is a place where they want to “go the extra mile.”  Coaching Effectiveness Percentile
Coaching Received vs. Supervisor Performance Overall, I feel my immediate supervisor is doing a  good job (Mean Score) Employees who receive coaching and feedback  rate their supervisors much more positively I receive the needed coaching and  feedback about my performance
What Holds Coaching Back? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Polling Question ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Learning from Other Disciplines ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Other Professions ,[object Object],[object Object],[object Object]
Three Interesting Bodies of Research ,[object Object],[object Object],[object Object]
Stages of Change Model (Dr. James Prochaska) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Prochaska’s Discovery ,[object Object],[object Object],[object Object]
Some Implications of the Stages of Change Model  Stage of Change Coaching Focus 1. Pre-contemplation ,[object Object],2. Contemplation ,[object Object],3. Preparation ,[object Object],4. Action ,[object Object],[object Object],5.  Maintenance ,[object Object],[object Object],6.  Relapse ,[object Object],[object Object],[object Object]
The Book  Motivational Interviewing  Summarizes Extensive Research: ,[object Object],[object Object]
Conclusions About Successful Motivational Interviews ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],Duncan and Miller On What Makes Therapy Work* Extra-therapeutic (all the things going  on in the person’s private life outside  of therapy)  40% Relationship with counselor (coach) 30% Hope, expectation or placebo effect 15% Structure, model or techniques used 15%
Other Lessons from Duncan and Miller’s Work ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Polling Question ,[object Object],[object Object],[object Object],[object Object]
14 Coaching Competencies ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Who Should Be Driving? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Choosing a Topic for the Coaching Conversation
Value of Track to Follow ,[object Object],[object Object]
The Process for Holding a Coaching Conversation ,[object Object],[object Object],[object Object],[object Object]
Coaching Conversation Guide
Polling Question ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Coaching Feedback Form ,[object Object],[object Object],[object Object],[object Object]
Feedback for the Coach  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Polling Question ,[object Object],[object Object],[object Object],[object Object],[object Object]
Conclusions ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
What Further Information Would You Like? ,[object Object],[object Object],[object Object]
Thanks for Attending! ,[object Object],[object Object],[object Object],[object Object]

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Edinger -Bringing science to the art

  • 1. Bringing Science to the Art of Coaching Scott Edinger Vice President of Sales Zenger Folkman August 2, 2011 © 2007 – 2009 Zenger Folkman Company. All Rights Reserved. ZFCo.Webinar.BSTTAOC Rev 03.12.09
  • 2.
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  • 6. Coaching Effectiveness vs. Employee Engagement and Commitment Employees whose managers are more effective at coaching express more satisfaction and commitment. Employee Commitment Percentile Coaching Effectiveness Percentile
  • 7. Coaching Effectiveness vs. Effort % of Employees Putting in Great Effort Employees indicated the extent that the company “inspires me to put forth a great deal of effort every day.” Coaching Effectiveness Percentile
  • 8. Coaching Effectiveness vs. Intention to Stay % of Employees That “Think about Quitting” Employees indicated the extent that they “think about quitting” their current job. Coaching Effectiveness Percentile
  • 9. Coaching Effectiveness vs. Going the Extra Mile % of Employees Willing to “Go the Extra Mile” Employees indicated the extent to which the work environment is a place where they want to “go the extra mile.” Coaching Effectiveness Percentile
  • 10. Coaching Received vs. Supervisor Performance Overall, I feel my immediate supervisor is doing a good job (Mean Score) Employees who receive coaching and feedback rate their supervisors much more positively I receive the needed coaching and feedback about my performance
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  • 26. Choosing a Topic for the Coaching Conversation
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Hinweis der Redaktion

  1. Data from a large oil company; 1884 leaders included in dataset
  2. Data from large informational services organization; 1012 leaders included in dataset
  3. Data from a large information services company; dataset includes 1012 leaders
  4. Data from large oil and energy organization; 1884 leaders included in dataset. Note: very similar pattern existed for informational services company and dataset examined there.