Without a doubt, coaching is the hottest approach to enhancing the performance of the people in an enterprise—whether it’s teams of coaches working with managers in a Fortune 500 company, transition coaching for new C-level executive hires, or coaches working with the owners of small businesses or sole proprietorships. It is clear from the increasing acceptance and investment in coaching, among the broad spectrum of business in many countries, that we believe coaching works.
But how well does it work? And how hard is it to measure?
In recent years, there have been a couple of detailed, well-documented studies that put the ROI of major coaching engagements within Fortune 500 companies between 600% and 700%, depending upon how improved retention was calculated.
But studies of this precision—funded by the corporate clients—are generally too costly to be meaningful as a sustained way of assessing the business benefits of coaching even at the level of large corporations.
Moreover, the issue of the benefits of coaching is, if anything, even more relevant to small business. For many firms considering hiring a coach, the notion of funding a major study to assess the results is laughable, yet it is critical that they be able to associate the benefits they are deriving from their investment in coaching.
Posted on : 14-02-2013 | By : Cathy | In : Uncategorized
… And continuing with my post on Tuesday…
Burch and Ghoshal identify four key steps that form the basis of successfully taking action:
Form your intention. To work, your goal must appeal to you emotionally and be something you can define concretely enough so you can clearly visualize its success.
Commit unconditionally to your intention. This is the key step, which the authors liken to “crossing the Rubicon,” Caesar’s irreversible decision that led to his conquest of Rome.
Protect your intention. Once you have made your commitment, you have to protect it from forces both within yourself and your organization.
Disengage from your intention. Unlike Caesar, your Rubicons aren’t life-and-death affairs. You have to define your “stopping rules,” the point of success—or failure—from which you walk away and take up the next challenge.
From the commitment comes both the emotional energy and the focus that are critical to your success. In short, the process of getting things done in business is pretty much the same as in any other aspect of life: The only things that get done are those that you genuinely believe in, and believe will get done.
Posted on : 12-02-2013 | By : Cathy | In : Intention, Productivity, Willpower
With our constant stream of emails, voicemails, meetings, conference calls, pages, faxes and so on, it is a minor miracle that any of us can accomplish anything. With our Blackberrys surgically implanted into our hands, our time is sliced so thinly that we never have the focused time to develop the big-picture perspective required for an action plan, let alone the time to execute it.
“Daily routines, superficial behaviors, poorly prioritized or unfocused tasks leech managers’ capacities—making unproductive busyness perhaps the most critical behavioral problem” in business today, contend Heike Bruch and Sumantra Ghoshal in their book A Bias for Action.
For so many of us—whether CEOs for major corporations, small business owners or solo-entrepreneurs—there is a fundamental disconnection between knowing what should be done and actually doing it. Calling this disconnection the “knowing-doing gap,” Stanford University researchers Jeffrey Pfeffer and Robert Sutton pose the question: “Why does knowledge of what needs to be done frequently fail to result in action or behavior consistent with that knowledge?”
Is there anyone in business today who hasn’t wondered the same thing?
Posted on : 11-02-2013 | By : Cathy | In : Uncategorized
Posted on : 07-02-2013 | By : Cathy | In : Uncategorized
…And to continue with my post on February 5…
Sometimes it’s difficult to learn to care for ourselves as much as we care for others. Especially if we feel uncomfortable or guilty saying “no.” We may fear losing someone or something if we set limits on how much time we can give or work we can handle or if we claim space for ourselves. But always giving in to the requests or demands of others is plowing a field where resentments take seed. And failing to assert our needs and wants or to stand up for ourselves is disregarding our physical, emotional and spiritual well-being.
Far from being selfish and mean, setting limits is a healthy act of self-respect.
Taking a firm stand might be difficult at first. But by being calm, clear and direct—and without intentionally stepping on anybody’s toes—you can learn how to set limits and create the kind of balance in your life that honors your own needs and wants.
For Georgia, it meant coming up with compromises—she’d attend the great-uncle’s birthday party but drew the line at the niece’s graduation and her mother’s tea. Burke had to explain to his boss that it was impossible to do the kind of job the boss expected if he wasn’t allowed ample time to complete a project. Stephanie offered to help build additional storage space in the garage for her husband’s fishing equipment.
In each of these scenarios, far from losing something or someone they valued, by setting limits Georgia, Burke and Stephanie got what they wanted or needed, took good care of themselves and in the process gained a healthy amount of self-respect.