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  Contents: Recession and executive coaching articles, pandemic and recession, covid behavioral health course, coaching case study, business coaching, executive coaching articles, executive coaching, business, coaching articles, executive and business coaching recession, executive coaching articles, behavioral health coaching, executive coaching news covid, coronavirus, business coaching study



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 - The Institute's Faculty also provide:
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Pandemic and associated Recession.
One of the biggest concerns identified in recent surveys is that people, in the workplace or at school, are very worried and troubled about behavioral health support services not being readily available.

Behavioral Health Coaching. 1.
COVID-19 NOVEL CORONAVIRUS and the need to improve mental health offerings into the workplace and places of study

COVID-19, Behavioral Holistic Approach to providing Total Personal Care and Support.

The critical, missing key
of yesterday's definition of organizational health was ensuring people were provided the support they required to be their mentally / emotionally and physically healthy best.

High Performance Behavioral Coaching teaches all persons how to prepare themselves to weather challenging...Read More..

Behavioral Coaching. 2.
The need to take a Brain-Mind-Body approach in the workplace and schools.

The Recession and mental / behavioral health coaching interventions

People’s financial health is suffering.
Recent surveys confirm many people are becoming "extremely" fearful about the overall economic impact...
Read More

  The Recession and the importance of high performance behavioral coaching in a changed economic environment.. 

1. The challenge to learn the art and science of individual change is now paramount to any group success. As most experts agree this won't be the last pandemic or systemic crisis.

The world is already seeing massive change in the way business is managed and beyond.

Organizations who truly put their workers first, as so many companies claim to, can expand the list of options going forward. Careful choices will build rather than squander trust as companies learn to listen to employees and share their behavioral concerns. It was never more important than now, if companies are going to avoid falling backwards rather than moving forward to a bigger and brighter future.

Organizations need to better develop and prepare their talent pool for the rocky road ahead. A new generation of leaders will emerge to rebalance priorities and prioritize the long-term behavioral health of its workers. This change, in and of itself, will make much more change possible.

The role for leaders is clear.
As forward-thinking executives take inventory of key assets, they will find a better path to emerge from uncertainty to security. Rather than tweak the old rules to help business more productive to stem losses, smart business leaders are using this opportunity to develop new growth development models for their people —to enable a more resilient and generative relationship between business and workers. This is the opportunity we have been waiting for.

The need to rebalance priorities.
Business resilience and productivity, over time, is a function of caring for the major input to the business—its people.

Real change in business priorities will always face headwinds, but that’s where leadership comes in. And we all, in fact, have a role to play. There is much work to do.
The starting place requires taking advantage of this moment, and making people development decisions that will serve all well long after this decade has passed.

When businesses are under pressure to perform in a recession, the standard process is to maximize workers and resources towards their highest-productivity purposes. However, organizations need to ensure they are providing the right behavioral and mindset supports to raise performance levels consistently and permanently.

Productivity boosting behaviors is not about using outdated executive coaching models of change. To perform at a consistent high level requires a brain-mind-body approach using neuro-behavioral growth and development models and techniques.

Change Behavior. Change Lives
Lasting, productive change efforts require significant changes in behavior to succeed. Most change management projects also require fundamental shifts in people’s mindsets, culture, relationships, language, and other aspects of how people work with each other. Yet, most of today's change efforts still attempt to mandate changes in people from the outside in, through strategies such as the threat of job loss, new performance standards, or replacing old systems with new ones.

Walking the Talk
Without support and guidance however, people are reluctant to risk or invest in new requisite behaviors. When an organization's leaders overtly model the new behaviors first, they create a safe environment for their managers and employees to also embrace change. 

Unsurprisingly, changing economic conditions are simply a wake-up call for leaders to challenge themselves and their teams to best manage the worry and achieve even more ambitious results through rigorous self-awareness and the new possibilities that go with it. Uncovering the beliefs and assumptions underlying behavior and results and replacing them with higher-performing choices via coaching is now a must for today's leaders and managers to navigate through the choppy economic waters.
Businesses especially need to train their managers to become coaches during times of economic uncertainty.
Coaching and building strong teams is one of the key ways companies can survive through any downturn and also build their business. The Institute believes that the increased enrolment of managers in coach training courses we are experiencing shows that business leaders are seriously beginning to rethink the ways in which they will have to run a business in the future.
That said, despite the efforts of well-intentioned change management professionals, most of their education and training efforts do not produce sustainable changes in behavior. > Read More

2. The operating principles of Behavior Based Coaching

The operating principles of behavior based coaching ('behavior' derived from the term 'behavioral' sciences) go beyond the limiting but helpful theory of behaviorism or behavioral psychology and have been developed over recent years primarily from the field of evidence based psychology and other related disciplines.

A key differing principle in behavior based coaching that separate it from "behaviorism" are the intended outcomes to coaching ie; recognizing the person's competence to self-correct and competence to self-generate. Three further distancing factors is that behavior based coaching: 1) is relationship-based ie; the relationship is the background for all coaching efforts, 2) applies cutting-edge knowledge from the fields of neuroscience and Brain-based learning and, 3) pragmatic in approach ie; what is "true" (from a scientific and business basis) is what works eg; not the application of a set of prescribed techniques or dogma.

> Read More

Perry Zeus, (the Behavioral Coaching Institute's Founder and Chairman and co-author of 'Behavioral Coaching' -How to build sustainable personal and organizational strength')


How to Best Manage Talent Needs in 'Up' as well as 'Down' times: 

Expertise comes in two forms of specialized knowledge (technical knowledge and functional expertise). A person's competencies (Knowledge and Abilities) are the key parts of a person’s talents. Other competencies include a person's drives, values, personality, vision, personal philosophy etc. Aspects of cognitive ability (mental processes) are also foundational competencies such as thinking, reasoning, imagining etc. The cognitive domain also includes emotional and social intelligence, self awareness, self management, social awareness, and relationship management etc.

Performance is therefore the behavioral manifestation of all a person's competencies (all that is inside them):
These factors/competencies separate average performers from poor performers and outstanding performers from average performers.

In today's changed economic environment employers are compelled more than ever to make sure that they are getting all that they can from their workforce. Adding to the urgency of the problem is the fact that the optimization of a workforce is a far from simple procedure. This is a unique opportunity for HR professionals to help the enterprise thrive by maximizing core strengths--and minimizing weaknesses.

Just simply squeezing the most performance out of everybody, is an out-dated human resource liquidation strategy:
In the past, traditional coaching was performance-focused and concentrated on how to squeeze more performance out of an organization's human resources, the human asset. Given that an organization's senior leadership team have two forms of capital to spend (financial capital and human capital) -trying to maximize performance output only can be seen as just ‘spending the human capital.’

History has taught companies to 'survive and thrive' during tough market conditions it is essential for them to develop high-performing leaders across the entire organization.
One of the primary goals of coaching is ensuring that employees actually care about the work they are doing. This not only helps a company by increasing the level of output quality during tough economic times, but it encourages lengthy terms of employment so that a core talent base can see a company through the important evolutions it must undergo.

Leading think tanks now estimate that (during these times of uncertainty) companies that best manage their human capital assets well will outperform those who that don't by between 30 and 50 per cent -and in some instances lead to a doubling in shareholder value. Some of today's successful companies who don't perform well in the human capital development scoreboard will be eventually brought to their knees. Poor development choices eventually convert to poor strategic and bottom-line decision making, loss of revenue and market share, competitive disadvantage, higher production costs, brand risk etc

Today's critical development question is how to best deliver productive feedback?:
Most people do not like receiving performance management reports with personal performance 'bank statement' data.
So, what kind of feedback makes a person say, “Wow! That is really interesting, what can we do about it.”  In the last few years behavior-based coaching has been rapidly adopted as a proven, reliable platform to provide lots of productive conversations about these performance and development issues.

Today's more responsible senior leadership teams are now designing and investing in 21st Century behavior-focused coaching development programs to first build-up the necessary human capital reserves to 'fund' and secure an organization's success and future. Behavior-based professional coaching is therefore a critical organizational tool to both grow the human capital and spend it.

> Read More

 -Perry Zeus. (the Behavioral Coaching Institute's Founder and Chairman and co-author of 'Behavioral Coaching' -How to build sustainable personal and organizational strength')

LATE NEWS: At a recent conference Dr. Perry Zeus spoke on 'The rapidly changing global economy and the challenges it brings'.  Some key points were:

- The rate of economic change and an unstable health environment is accelerating at a pace never experienced before.
- You can change technology fairly easily and develop medicine fairly rapidly compared to yesterday, but you cannot change people very easily.
- Today's challenge is all about how to change minds, people's thinking.
- It's the employers and people who embrace change who will control their world around them.
- Today's senior management urgently need to become qualified "agents of change".

BCI and NASA: How to create company and employee strength and
   growth through behavioral coaching

 -"NASA/HQ has a requirement for accountability and improving performance to mission success. As such NASA has developed a leadership development and executive coaching program...In every field of human endeavor in which performance is key, coaching is integral to helping shift an individual's mindset to ensure more effective action and greater business success. In their new groundbreaking text book on Behavioral  Coaching Zeus and Skiffington (BCI) outline the psychological foundation to successful workplace and executive coaching." 

-'Your Strengths are the Paths to Excellence'. National Aeronautics and Space Administration -Report. Issue 24.

 "In a time of drastic change it is the learners who inherit the future. The ill-trained will find themselves equipped to live in a world that no longer exists," warns futurist Eric Hoffer. Today, to stay competitive you need to think of learning as a lifelong pursuit, an enriching experience that will always be part of your life. 21st Century Coaching was born out of the need to obtain sustainable learning acquisition and behavior change.

Explosive Growth in Coaching Leaders:            
Dr. Brian Underhill in a major research study found that coaching now reaches into the highest levels eg; 71% of the senior executive team reported that they had worked with a coach. While 73% of contacted organizations say they plan to increase their use of coaching over the next five years. Most telling, is that 92% of leaders being coached say they plan to use a coach again. Both indicators provide a strong           endorsement of coaching; the first by the organizations paying the bills, and the second by the leaders who are actually receiving coaching."


"It's official. Executive Coaching is now a multi-billion dollar market - and it's here to stay!  
Harvard Business Review Survey on the question - "Do companies and executives get value from their coaches?" Harvard's recent industry survey found that the popularity and acceptance of leadership coaching continues to rise even in the current tight business environment. The survey concluded that clients keep coming back because “coaching works.” The report also found that most companies now use coaching to develop the leadership capabilities of high-potential performers; the median hourly rate of coaching is $400 (from a low of $150 to a high of $2,000) and the typical coaching assignment is from seven weeks to 12 months.      


  The Coaching Marketplace -Latest Update!

Despite a changed economic environment recruiters confirm in a recent industry report that the jobs market for learning and development specialists is robust, and should stay that way.
Coaching is now the most popular leadership development tool:
Latest data points to a particular demand for management development and talent succession expertise. Also confirmed is an increase in organizations looking for contractors with executive coaching skills to "develop senior managers to lead their teams more effectively." It also seems that more and more L&D professionals "have taken coaching qualifications in the market today".
Large organizations to have own coaching departments in near future:
"In several years' time there will be coaching departments in companies" The report adds such coaching departments will report to chief learning officers (CLOs), who will manage learning and development activities and have a seat on the board. Most companies it noted should "have a CLO in five years' time".
The report added that HR directors may well report to CLOs as companies re-structured their boards to give more prominence to learning and development and related activities. In the upper end of the coaching market it was claimed that 80% of that market was executive and leadership coaching, with business coaching accounting for around 20%.
-Personnel Today 2019




COVID-19 Resources - Supporting Your Coaching Clients

COVID-19 Implications for Business
Via McKinsey & Company

Feeling Anxiety About Coronavirus? A Psychologist Offers Tips to Stay Clearheaded
Via University of California San Francisco

Interim Guidance for Businesses and Employers
Via U.S. CDC

How to Reassure Your Team When the News is Scary
Via Harvard Business Review

Supporting Clients Through Coronavirus-related Stress
Via ICF Coaching World

8 Questions Employers Should Ask About Coronavirus
Via Harvard Business Review

Coronavirus Could Force Teams to Work Remotely
Via Harvard Business Review

Lead Your Business Through the Coronavirus Crisis
Via Harvard Business Review

COVID-19: Steps to Prepare a Remote Work Policy
Via HR Dive

General Resources

World Health Organization (WHO) COVID-19 Microsite

WHO COVID-19 Situation Reports





             Note: These coaching articles remain under copyright of the respective publisher and are for reference only
                        and cannot be copied or reproduced. 

- Some Feature Articles by Dr Perry Zeus
Perry (BCI's Founder) has written over 2,000 published pages on coaching and behavioral change:

      "The quality of a coach is reflected in the professional practice standards they set for themselves."
"The value of a coach can be ascertained by the depth of their experience, toolkit and resources."
"The professionalism of a coach is displayed by the commitment to their own training and


The Coaching Methodology of the Master Coach Certification Course 
How to achieve breakthrough, lasting results within a short time frame

In-House Course -Latest case studies/examples of the Institute's customized, In-House Certified Master Coach Course
  -delivered to the offices/locale of our Business, Corporate, Non-Profit and Government Clients

Behavior Based Coaching -an explanation

Factors to consider when selecting a Coach Training Course 

Some factors to consider about a university coaching certificate course

The Foundational Science (Psychology and Neuroscience) of 21st Century Professional Coaching

Coaching, Changing Behavior and Change Management
Emotions and Coaching.  Article 1  Article 2 

The effectiveness of coaching in an organization depends on the development of the right systems framework.

Some of the Coaching Specialties of our Master Coach Course Graduates.

The Solo Coaching Practice versus Group Practice Service Provider Business Models  

The Service Provider as Coach -How to add coaching to your existing advisory type business/practice

The Coach as a Business Partner  -The changing role of Service Providers / Consultants who provide specialist coaching services

The need for Better, Tailored Coach Training for Consultants

A trend is emerging for the boutique firms that dominate the leadership coaching industry to be acquired by larger companies


Should you become recognized as a Specialist Coach in your area of expertise and industry?  

The Mentoring of Coaches is now seen by private, corporate and prospective clients as an important means of providing quality

The Process of Successful Change and Coaches as Change Agents

Why Most General Coaching Initiatives Fail! -Why is it so hard to change?
Change -organizational and personal Summary of Dr Skiffington's Presentation at the ICF, USA International Conference 
Informal Coaching -The latest Performance Coaching Tools for the Manager/Leader/Supervisor/Team Leader as Coach
  --The Need to better train Managers/Supervisors as Coaches and full-time Coaches (External and Internal) -in how to employ
   validated, proven informal coaching strategies and techniques

Global Executive Coaching -Achieving Executive Behavior Change with validated Coaching Techniques ©

Psychological-Mindedness & the Executive Coach -The importance of developing Psychological-mindedness in the

Coaching at Work: Human interaction and performance in the workplace - Achieving Validated, Measurable
Behavioral Change in the Workplace

ICF -Certification and Accreditation -Selecting a Coach Training Course
                       - Some More Articles & Notes:
  Managers as Coaches -Benefits 

  The Institute's 'Manager as Coach' -Manual/Course -available for licence to CMC graduates  

  Evidence Based Coaching versus Belief Coaching 

  Evidence Based Approach to Coaching 

  Benefits of organizational coaching and some case examples

  Some basic misconceptions about coaching

  Client Education -how to best market your external coaching business to large clients

  Strategic Global Partnerships with our Institute

  Establishing a Coaching Culture requires a behavior-based coaching approach

  Emotion Management (not to be confused with Emotional Intelligence) in the Workplace

  Relationship Coaching and Relationship Management in the Workplace



- Credentialing issues ..read more

- Coaching School's Faculty ..read more

- Master Coach Course ..read more



               Some Coaching ROI Reports and More Articles -below page:

        Some coaching facts and figures .

This month's  Quote .

  Some Articles below this page:

'How Behavioral Coaching is being used today'

'The Behavioral Coaching Model'
'Best Practice -as it applies to organizational coaching'
'The HR Coach'

   Population Trends Report: According to the report, an aging population problem is leading to
     fundamental changes in labour relations. The notion of future retirement by the end of this decade will be
     abandoned and "skills will command a higher premium". This demographic change will become the most
     important issue for governments over the next 15 years and is both a threat and opportunity to business.
     Workplace professional development programs now need to focus on skilling people to cope with
     learning (professional and personal skills) as a life long pursuit and the nature of change. 
BIS Schrapnel -Coaching Article

   Harvard Management Update

    Coaching Myths
   -Timothy Butler, a director of Harvard Business School’s career development program

    "Business coaches need to have a grasp of psychology, such as what motivates people, what are their
     values, thinking etc. Coaching is not mechanical. It brings to bear the coach’s knowledge of business,
     business politics (how things work) and psychology (people's behavior/actions). People who fail at
     coaching assignments typically...have a program, a formula approach. [They say,] ‘ We’re going to give
     you all this feedback, your going to set some goals and then you’re going to be a changed man or
     woman.’ It doesn’t happen because it’s not personal enough. It’s not deep enough.. 

     But you don’t have to have a degree in psychiatry to be good coach. You just have to take an
     open-minded, scientific approach and be trained by a credentialed behavioral scientist and educator
     (coach trainer) in how to master and deliver the appropriate, validated psychological based coaching
     techniques and tools that will provide the genuine, measurable, personal and professional lasting


        "Coaching is rapidly developing across the international landscape.."
- Some Latest Reports: 
Successful Performance Management Practices employed by organizations to best manage
    the effects of the Global Recession.

A major US research firm has released two new studies during a time when most organizations are busily downsizing and focusing on the the bottom-line. The research demonstrates the important finding that effective employee management practices are different from those in the past and now focus on alignment, development, and measurement using coaching as a strategic platform. Nearly all user-organizations studied are seeing "demonstrable positive business impact from implementation".
"Performance management based on coaching and development was found to have stronger positive outcomes and far greater returns overall than performance management based primarily on competitive assessment. The performance management systems market is the fastest growing segment in the human capital management market and will soon be the biggest." The market is estimated to reach $600 million within the year. -CNBC News & Analysis

A large US Talent Management Group in a nationwide survey of 750 organizations found that "coaching ranks at the top of 22 processes which consistently drive the highest business impact". The analysis confirmed that coaching generated "higher levels of engagement, leadership, flexibility and performance." Coaching was now being recognized as "a management style that proactively prevents problems instead of fixing issues after they occur ie; via performance evaluations."  In turbulent times, coaching was now viewed by a growing number of organizations as an invaluable tool that provided the requisite "knowledge and insight -the key for making the best decisions." -Sky Business Journal

One of the first published case studies (Glaser, 1958) on the effect of coaching was on individual sales performance enhancement. The case study involved the coach working with the Sales Training Director and included the sales staff receiving regular group coaching sessions focusing on team building. The program objectives of higher sales, greater team motivation and reduced staff turnover were all met.

"Formal training in leadership and interpersonal skills and follow-up behavioral coaching, has been shown to increase productivity by 30% in the first year, as related to that area of training. Continued improvement in performance is seen with feedback and behavioral coaching. Without such follow-up, the performance level is just slightly higher than before the training. 

Behavioral coaching has consistently been shown to result in the perception of enhanced leadership effectiveness by 99% of those observing the person. Also 99% of individuals who follow the prescribed program improve by at least one full point on a six-point scale as determined by their co-workers."
-Personal Leadership Development Study - Michael Woods MD, Welyne Thomas PhD

Impact of Behavioral Coaching in one of the world’s largest healthcare organizations. 
Following implementation of behavior-based coaching, individual and business unit performance improvement was achieved in the range of 20-250%. Leaders that focused on key behavioral change areas achieved long-term sustainable results. Some specific results included: All business units that implemented behavior-based coaching methods made substantial improvements. The group's sale division that used a behavior coaching approach was voted best division in the world-wide group for the past two years. One sales division went from being 52nd out of 55 in sales of a key product, to 1st. Managers evolved from critics to coaches; and subsequently, culture evolved from that of subordinating to supportive."  - NGP, Pharmaceutical and Biotech Industry Magazine

"The use of executive coaching is widely reported to be growing rapidly...Organizations that have utilized coaching find it so valuable that they continually increase its usage...Ninety-five percent of organizations that use coaching have increased their utilization of coaching over the past five years."  -State of the Coaching Industry in Organizations Project

An independent Research Firm released a 321-page market study that found; "40,000 people in the U.S. are life or work coaches and this $2.4 billion market is growing at a fast-paced 18% per year." Marketdata also found that it's becoming a status symbol to have a personal coach. -Marketdata  Inc

"Fifty percent of all employees’ skills will become outdated within three to five years, so it’s no surprise that corporate America invests over $55 billion dollars in workforce development annually. Given that managers represent the cornerstone of employee productivity and company competitiveness, accelerating manager learning and increasing skill transfer through coaching programs translates into big savings." -Worldwide Learning and Performance Report

"Today, 20 percent of the United States 22 million small businesses use some sort of coaching. Latest research shows that it is expected to surge to 50 percent in the next few years." -Infinia Research. 

"In the December issue of Training and Development, corporate training expenditures were estimated to have reached $109.25 billion. Yet, much of these training dollars have failed to deliver a significant impact to the bottom line. Even with high technology and extensive educational research, traditional training still delivers a poor return on investment. Some estimates suggest that as high as 90% of all training dollars fail to achieve a positive return on investment (ROI). However, coaching appears to have reversed that trend. For example, Dell Computers has been tracking the positive returns on their investment for more than 5 years and have also noticed that those who have participated in the corporate coaching program tended to be promoted more often than those who did not."  -eBusiness News 

"Annual spending on executive coaching in the United States is estimated at $1 billion." -Harvard Business Report

"Coaching, in personal and business capacities -Some (US) surveys indicate that more than half of all businesses now employ

"Business coaching is a major growth industry. At least 10,000 coaches work for businesses today. And that figure is expected to exceed 50,000 in the next five years. Business coaching is also highly profitable; employers are now willing to pay fees ranging from $1,500 to $15,000 a day." -The Economics of Executive Coaching.  Harvard Business School Journal. 

" Corporate coaches are in such demand that they can charge from $600 to $2,000 a month for three or four 30- to 60-minute conversations. Executive Coaches are everywhere these days. Companies hire them to shore up executives or, in some cases, to ship them out. Division heads hire them as change agents. Businesses are enlisting coaches for guidance on how to improve their management performance, boost their profits, and make better decisions about everything from personnel to strategy. "- TIME Business News

"Demand for executive coaching has been booming as more company executives and small business owners seek the service. Many consulting and training firms state that within the past year, the number of requests they have received for executive coaching has increased by 60 to 80 percent. A recent study showed that coaching now accounts for around 20 percent of their business, when two years ago it was 5 percent...More executives are beginning to request the service for themselves.. as the negative connotation of coaching as a form of punishment for poor performance is replaced by the growing perception that coaching can help an individual or group to build sustainable professional and personal skills, better learn, overcome challenges, reach stretch goals and integrate leadership training." -US Careers Journal.

"The number of UK organisations using coaching this decade has risen from 85% to 96%, according to a report by the Chartered Institute of Personnel and Development (CIPD)." -University of Bristol Newsletter "Call it professional coaching, executive coaching or corporate coaching. Whatever the name, this phenomenon is the hottest service in corporate America today."- says David A. Thomas, Fitzhugh professor of business administration at Harvard Business School. THE BUSINESS JOURNAL.

"Business Coaching is needed today more than ever as a critical tool for organizational change...Change is essential for an organization to grow and adapt to today's rapidly shifting marketplace...In changing from old hierarchical models to relational models for leading and influencing, businesses are creating coaching cultures that encourage organizational learning. Coaching has emerged as the best way to help individuals learn to think and work together more effectively."- Georgetown University, Center for Professional Development.

"If ever stressed-out corporate America needs coaching, it's now. Trust in big companies and financial institutions is at an all-time low. Baby-boomers have been burned and Gen Xers aren't expecting the Corporation to take care of them." - says K. Cates, assistant professor of organizational behavior at Northwestern's Kellogg Graduate School of Management.

"With the aggressive marketing of executive coaching by consultants, it is becoming increasingly difficult to obtain an objective view about what it is." This report has found "the reasons for the phenomenal growth in the use of executive coaching by employing organisations seem to include: a) the knock-on effects of the downsizing of the 1990s, resulting in ‘lonely’ and isolated senior managers who welcome support and challenge from someone external to their immediate work environment. b) The increasing demand by organisations for senior managers with key ‘soft skills’. Many business schools and in-company standard development programmes have failed to embed the kinds of feedback-based approaches necessary for self-insight and the acquisition of soft skills, for managers when they were more junior. c) Some senior managers consider they have ‘made it’ and worry that being seen to undergo development may be perceived by others as admitting they have a weakness. The nature of the executive coaching relationship is private and avoids that public gaze. d) Attendance on whole-day courses or regular learning sets can seem an imposition into an already busy schedule. Sessions with executive coaches can be fitted around other diary commitments." -IES Research (a group of 30 of the UK’s leading employers) Report 379. 

Who qualifies as an executive coach? At the moment, just about anybody. "I wonder about the vulgarization of coaching,"  "I'm concerned about unlicensed people doing this." - says Warren Bennis of USC's business school.

The demand for Executive Coaches has skyrocketed over the past 5 years.... today’s executive coach (EC) is intended to help leaders and potential leaders across the rocky, wild, and challenging road of organizational growth in today’s dynamic and unstable work environment....As with most emerging professions, the rules and guidelines for how to make executive coaching work have been scanty at best. This gap has been felt by executives seeking help, their organizations, and the scores of people putting up shingles as EC’s. At the same time, a cadre of other types of coaches is trying to catch the coattails of the popularity of executive coaching." - The Society for Industrial and Organizational Psychology - American Psychological Association

Booz, Allen & Hamilton's Ed Cohen, Director for Professional Excellence says; "We hire outside certified coaches to help our executives fill in minor gaps that may not have shown up earlier in the person's career because those skills may not have been the ones that were needed to help them rise to their present level." - The Edge

"The Australian Institute of Management says 70% of its member companies hire coaches. They can cost around $5,000 for middle to senior level executives and for CEO's the bill quickly gets to $12,000 and higher if the relationship remains open ended. But the cost of not doing it can be far greater." -Inside Business. Channel 2.

"We've done lots of research over the past three years, and we've found that leaders who have the best coaching skills have better business results."  V.P. of Global Executive & Organizational Development at IBM.

 “Behavioral Coaching is the only cost-effective way to reinforce new behaviors and skills until a learner is through the dangerous results dip.  Once through the dip, when the new skills bring results, they will become self-reinforcing." Training and Development Journal.

"Corporations believe that coaching helps keep valuable employees and that the dollar investment in it is far less than the cost of replacing an employee."  Fitzhugh Professor of Business Administration, Harvard Business School  -TIME Magazine Article   


     Executive Coaching Yields Return On Investment Of Almost Six Times Its Cost, Says Study:

"The study included 100 executives, mostly from Fortune 1000 companies, who received coaching...Half of the executives in the study held positions of vice president or higher. Almost six out of 10 (57%) executives who received coaching were ages 40 to 49, and one-third earned $200,000 or more per year.

The coaching programs that executives participated in were a mix of both change-oriented coaching -- which is aimed at changing certain behaviors -- and growth-oriented coaching -- which is aimed at sharpening performance. The coaching programs typically lasted from six months to one year.

Among the results of the study: The coaching programs delivered an average return on investment of 5.7 times the initial investment in a typical executive coaching assignment -- or a return of more than $100,000 -- according to executives who estimated the monetary value of the results achieved through coaching.

  • Among the benefits to companies that provided coaching to executives were improvements in:

Productivity (reported by 53% of executives) Quality (48%) Organizational strength (48%) Customer service (39%) Reducing customer complaints (34%) Retaining executives who received coaching (32%) Cost reductions (23%) Bottom-line profitability (22%)

  •  Among the benefits to executives who received coaching were improved:

Working relationships with direct reports (reported by 77% of executives) Working relationships with immediate supervisors (71%) Teamwork (67%) Working relationships with peers (63%) Job satisfaction (61%) Conflict reduction (52%) Organizational commitment (44%) Working relationships with clients (37%)..." - (BUSINESS WIRE)


Corporate Coaching -Some recent ROI Reports etc:

Executives in this study believe that the top three personal characteristics of an effective executive coach are the ability to form a strong "connection" with the executive, professionalism, and the use of a clear and sound coaching methodology. Fifty-six percent of the executive group focused on personal behaviour change, forty-three percent identified enhancing leader effectiveness, forty percent focused on building stronger relationships, seventeen percent used the coach for personal development, and seven percent used their coaching sessions to work on better work-family integration. Executives also believed that the range of scientific coaching tools used significantly enhanced the perceived value of their coaching. -Executive coaching: An outcome study. Consulting Psychology Journal, 55, 2, 94-106

"Recently, half of the 761 senior managers at Dell Computer Corporation received executive coaching within a two-year time period. To determine if they would see a return on their investment (ROI), Dell has been formally measuring the effects of the coaching sessions. To date, over 90 per cent of the coaching participants tend to be promoted more often than those who weren't." -NB Telegraph-Journal .

Coaching helps Vodafone to change its command and control culture to one based on coaching and collaboration. This report states that coaching was the prime reason for the company's ascension to the top rung of its industry. The company instituted one-to-one coaching and coaching skills training and has created a coaching culture from the top down. Coaching also increased manager recognition of staff development as a key role to success. -Human Resource Management International Digest

"Employees at Nortel Networks estimate that coaching earned the company a 529 percent "return on investment and significant intangible benefits to the business," according to calculations prepared by Merrill C. Anderson, a professor of clinical education at Drake University." -Psychology Today.

British Petroleum's worldwide exploration and production company, BPX, has approximately 7,500 employees. To do their jobs, managers needed to share knowledge—usually complex, tacit knowledge that couldn't be transmitted through the written word alone. BPX launched a $12 million project known as Virtual Teamworking. Each manager received an integrated computer linkup so people could work as problem-solving teams, even at a distance. About 60 percent of the budget went into behavioral coaching aimed at encouraging an open approach to information exchange. Estimated savings for the first year: $30 million. Today, British Petroleum has made 'Virtual Teamworking' available in all BP companies in the 70 countries where it operates. -eBusiness News  

Informatica Corporation reports that their coach-based management development curriculum/accelerated manager learning program has generated significant savings and results over the traditional classroom delivery format. Latest results confirm cost savings of $2040 per manager, lasting behavior change, and higher motivation scores of a statistical significance.

  A study by Right Management Consulting of 100 senior executives in Fortune 1000 companies found that coaching paid off almost 600% above the initial cost. 70% of the executives who received coaching estimated the return on investment at $100,000 or higher. 53% said they were more productive. 48% said they produced higher quality work and 48% said the organization was stronger and more cohesive as a result of executive coaching. -Forbes News  

At PriceWaterhouseCoopers, the terms mentor and coach are used interchangeably, explains W. McFarlane, FCA, human capital leader. The firm started concentrating on mentor/coach bonding just after the merger in 1998, “and it’s become a core business strategy,” he says. “It just makes good business sense.” So much so that PWC has formed an internal faculty of executive coaching which is responsible for supporting the coaching program for partners and senior staff. “The return on investment in a coaching or mentoring initiative is something in the order of six-to-one pay back,” he explains. “I’ll take six bucks on a dollar investment anytime.” -CA Magazine.

Kodak (world's largest photo processing company) has initiated a coaching program focusing on employee productivity and retention for a 1,000 employee unit. The coaching results obtained to-date confirm double-digit productivity increases. -Society for HR Management.

The Xerox Corporation carried out several studies, one of which showed that in the absence of follow-up coaching 87% of the skills change brought about by the program was lost.  That’s 87 cents in the skills dollar.  However good your skills training in the classroom, unless it’s followed up on the job, most of its effectiveness is lost without follow-up coaching.  For example: Most sales people try out the new skills for a few calls, find that they feel awkward and the new method isn’t bringing instant results, so they go back to their old ways.

Coaching Case study: Qualitative survey across all key sectors with Senior HR and Operational Line Managers. "One person who had received coaching for a non-fixed period felt that the impact of this relationship was that she was able to add more than Ł15 million to the organisation through the interventions which she made possible.- British Psychological Society. Selection and Development Review. Vol 17.

According to a study by F. Masterpasqua, PhD, (a clinical psychology professor at Widener University), business leaders increasingly realize that helping employees balance their work/family demands is part of getting a commercial competitive edge. "Believe me, I know Fortune 500 companies aren't driven by altruism," said Masterpasqua. "They're after that competitive edge." Masterpasqua, recently surveyed 56 executives--half of them chief executive officers, the other half human resources directors--and found that most considered work/family balance a major "issue for their company." Many also felt the pressure personally affected their productivity and quality of work. Corporate executives that he coaches have a common struggle: to manage work and family responsibilities and not let the stress of one arena spill into the other.

Case study: Deloitte Consulting UK: Summary Findings -"Don't make coaching a separate initiative - embody it in the culture. Senior management 'walking the talk' and being role models is important. Do it wholeheartedly and only use the best quality external support."

Results of a coaching poll of mostly FORTUNE 1000 companies: The respondents were executives from large companies who had participated in either “improvement” or “growth” oriented coaching for 6-12 months. The survey demonstrated that the participants valued the coaching at 6X the cost paid by their company. So, an $18,000 executive coaching program investment generated value at approximately $108,000.-Fortune Magazine  

"A study featured in Public Personnel Management Journal reports that managers (31) that underwent a managerial training program showed an increased productivity of 22.4%. However, a second group was provided coaching following the training process and their productivity increased by 88%. Research does demonstrate that one-on-one executive coaching is of bottom-line value." - by F. Turner, Ph.D. CEO Refresher.

"The leaders of organizations such as Alcoa, American Red Cross, AT&T, Ford, Northwestern Mutual Life, 3M, UPS, American Standard, the federal governments of the United States and Canada are convinced that coaching works to develop people and increase productivity." - Consulting to Management

Accenture's Alastair Robertson, manager of worldwide leadership development practice in Boston, says employers are shocked at how high their ROI numbers are for coaching. He recalls a large employer in the hospitality industry saved between $30 million and $60 million by coaching its top 200 executives.

IBM have hired 30 organizational psychologists to coach 300 top managers. It credits them with "creating a climate where everyone in the organization feels empowered and capable and committed," says Tanya Clemons, the IBM vice president overseeing executive development. "We can already see the results."

Motorola say they expect to spend "in the low millions" this year on executive coaching for their best middle managers.

Unilever, the Anglo-Dutch conglomerate, has thirty coaches working in Europe, Asia, Latin America and Africa with 250 top managers.

Eastman Kodak's Charles Barrentine states "It boils down to caring."  He oversees 4,000 employees and finds coaching "invaluable. It points out things people would not notice themselves and plays a big role in shaping behavior."

Abbott Laboratories Tony Latham, divisional V.P. for executive sourcing and development for World Wide sees executive coaching as a way to help valued employees evolve in a swiftly changing business environment and is starting up an in-house coaching program. "It's basic human nature," he says. 

Lockheed Martin has begun a large-scale “coaching culture” program to cascade coaching throughout their organization. All human resource managers are being trained to become HR Coaches and to use their coaching skills down the chain of command. Executives are not only assigned coaches, but are also trained to become coaches themselves. The new HR coaches are able to lead their own coaching programs and train managers and other leaders in adopting a coaching style. Results so far include; better management results and improved employee retention.

Hitachi is investing in a personalized coaching development program to retain key staff. To keep its most talented employees, Hitachi has introduced a series of workshops providing individual coaching for managers
Journal of European Industrial Training, # 382

"..business coaching, a trend that's exploding among small businesses and entrepreneurs nationwide. It's estimated that up to 30% of American small businesses are using them."- Chicago Business News.

"More than half the people, 54 percent, in a survey (of 328 companies conducted by Manpower Inc.) said their employer provides coaching for managers, executives and "high-potential" employees. The main reason cited for this effort, by 38 percent, was to sharpen leadership skills. Fifteen percent said coaching was a means to deal with remedial issues: Improve emplowee realtions, improve weak communication skills, quell indecisiveness etc. Fourteen percent said coaching was done to improve retention of leaders. The survey also found that executive coaching is increasingly being used by organizations for talent value management reasons --ensuring that they have the right leaders for today and tomorrow." -Bulletin Business Briefs.

"People, rather than companies, do hire their own coaches -- some of whom charge as little as $50 an hour for phone or e-mail consultations. Companies pay up to $100,000 for yearlong engagements with CEOs, or $5,000 to $15,000 for a three-month engagement with senior managers." - The Associated Press

"Fees range dramatically. Business coaches can range from $150 to $1000 per hour, with $300 to $500 per hour being the more common range. Personal (Life) coaches rates are typically much less, with $75 to $100 per hour being usual." 

 Coaching Briefs:

The HR Coach:
(Adapted from the book 'Behavioral Coaching' by Skiffington and Zeus. -With permission from the publisher McGraw-Hill Professional -New York)

To many HR professionals, coaching is just another name for what they’ve already been doing for years—helping managers and executives increase their capabilities and knowledge in developing and dealing with people. However, behavioral coaching (versus traditional coaching) is fundamentally changing the HR relationship with organization managers and executives.

However, today some HR professionals are taking on the new role of HR Coach and directly working with managers and leaders themselves. 

In large organizations there is a growing critical need to drive consistent leadership behaviors and organizational culture. Internal human resource professionals as coaches are in a unique position to understand and manage the tough issues concerning culture and people and personal leadership development. The training class should no longer be the exclusive domain for leadership development. Professional and personal development in our managers and leaders must occur in "real time" and on a need-to basis today, not in a classroom next month.

Today's skilled, certified corporate HR Coaches require: the latest behavioral coaching models and technology; access to a variety of validated, credible resources and back-up and, the available time necessary for the leader/manager to succeed.

An important factor the HR Coach brings to the coaching role is their knowledge of the organization, and the working/profile of the manager within that environment. Fundamental to the role, is trust. To assist an executive, the HR person must be extremely credible with executives. Credibility is perceived in how the coach conducts himself/herself as an impartial professional resource, development and change agent. Don’t expect to coach unless your coaching credentials are impeccable. The person participating in the coaching has to also feel you are qualified to be looking out for their best interests and maintaining objectivity and confidentiality at all times. This is one of the major reasons some HR coaches fail to attract internal clients.

In many organizations, the HR Coach also acts as the Coaching Program Manager to coordinate and unify the process of coaching in the organization. They can manage and monitor the expenditure of resources, train internal coaches, confirm the credentials of external coaches, and measure and determine the coaching results.

Many HR professionals are also engaging their own coach to assist them. In a climate of job insecurity, many internal HR people are turning to coaches to help them as they deal with their own stresses and development. 'Transition times' such as mergers, layoffs and changes in upper management are also prompting HR professionals to seek out coaches.

Being coached allows HR professionals to bring firsthand experience to formal coaching programs at their organizations. Over the past decade, organizations increasingly have offered coaching to managers as a recruiting and retention tool, with HR creating and managing the program.

Coaching helps HR 'walk the talk' of coaching. It's one thing to talk up the value and benefits of coaching to others and another thing altogether to have the experience of being coached. It gives HR professionals more credibility with their people if they can speak of the value it personally had for them, rather than sound like they are promoting another HR program



This month's Quote:
"The mark of a successful coach is not that his/her clients stay forever, but that they leave with what they came to acquire."

- Registration of Interest Form


How Behavioural-Based Coaching is being used today:
(Adapted from the book 'Behavioral Coaching' by Skiffington and Zeus. -With permission from the publisher McGraw-Hill Professional - New York ) 

During the years of conducting our coach training and certification courses, we have tracked the ongoing development of Behavioural-Based Coaching  Some of the major areas where we have trained coaches to successfully work/specialize in include: executive coaching (CEO’s), transformational leadership coaching, coaching female executives, coaching in education, business coaching, cross-cultural coaching, sales coaching, coaching in the health care industry and personal coaching. 

Executive coaching
Coaching for leadership development occurs with selected executives, senior managers and teams or as part of a company-wide coaching initiative. Coaches, both internal and external, are also contracted to work within a specific business unit or with individual referrals. Some areas of leadership coaching include: leaders in transition, new hires, high potential individuals being ‘groomed” for promotion, individuals in new positions, management competencies to complement technical expertise, developing and communicating a strategic vision, strategic planning, culture change, ambassadorship, leading executive teams, overcoming isolation and interpersonal skills such as communication and dealing effectively with colleagues and with power. 

Business coaching

Business coaches work with small to medium enterprises to develop and grow the business. Coaching entrepreneurs, start-ups, mergers and developing a business in order to sell it are some of the more common areas of business coaching. Within these broad categories, Behavioural Coaches, who usually have a background in small business, coach for business or strategic planning, developing and growing the market, staff relations, networking, life balance, time management and partnership conflicts. 

Transformational leadership

Coaching leaders for transformational changes involves changing the very way they think, increasing their ability to deal better with ambiguity and be more creative and reflective. It effects change in what the leader knows and enhances their ability to step back and reflect on assumptions previously taken for granted. These may be about culture, values, the self, organizational objectives and vision. 

Some documented benefits of leadership coaching include: enhanced ability to develop and foster trust; increased accountability within the organization; developing and maintaining more satisfactory relationships with the Board, shareholders and employees; enhanced credibility and influence as an ambassador; increased ability to align others to the company’s vision and mission; successful change management projects; enhanced managerial competencies; a growth in self-responsibility in self and others; developing a culture that truly values learning and development. 

The manager as coach  

Coaching involves managers aligning their team and employees to the organization’s objectives and vision and fostering independent and creative problem-solving.  Another expectation of managers is that they develop their staff. There is, after all, a consistent body of research that shows a direct link between human capital management and superior shareholder returns.  

Coaching offers managers a methodology for enhancing the individual or team’s current skills. They thereby develop employees who are committed and trusted to use their discretion and judgment to act in ways that are congruent with organizational objectives and goals. Managers have to manage and coaching is simply a vehicle for them to enhance their management skills. 

Coaching executive women

Women executives not only face those issues common to all leaders as discussed above, but have to contend with other challenges, some external and some a function of their internalized beliefs and misconceptions about women in leadership. 

Because of the increasing number of women in the workforce and in executive positions, there is a greater demand for women to be coached. Some of the most common coaching issues that surface include: life balance and the expectations of peers and family, political manoeuvring and relationship building with key stakeholders, being assertive, delegating and managing dissent and conflict. 

Coaching Program Managers (CPM’s)

Coaching Program Managers, trained in Behavioural Coaching (BC) methods and techniques, fulfill many roles. Typically, they are involved in coaching programs from their inception. As internal coaches, they often introduce coaching into the organization and oversee and manage its delivery. They may also be the person designated to manage a coaching program introduced by an external coach provider. 

BC and Education

One of the expanding areas of Behavioural Coaching is in the field of education. Behavioural Coaches provide individuals, groups, teachers, students and administrative personnel with a wide variety of coaching interventions. They train senior teachers to coach new and experienced teachers and students as well as establishing and monitoring peer coaching programs. Coaches also work with students on life skills, study skills and social skills as well as career choice and preparation. 

-Coaching the teacher

BC is not simply another term for traditional mentoring or peer supervision between teachers. Instead, coaching focuses on assessment of the teachers’ strengths and weaknesses, developing a personalized action plan and working to the coachee’s agenda rather than that of the governing educational body. The coach’s role then, is distinct from supervision and is unrelated to performance evaluation. Of course, if the coachee wishes to set objectives around performance evaluation, the coach acts in a strictly confidential role as support, guide and giver of feedback. 

-Peer coaching

Experienced teachers also derive significant benefits from coaching, especially in relation to enhancing their skills and general professional development as educators. The aim of peer coaching is to refine present teaching skills and it has proved particularly effective with senior teachers. 

Peer coaching allows teachers to share a professional dialogue about the science and art of teaching. It involves teachers receiving support, assistance and feedback from fellow teachers. Typically, all teachers involved in the peer coaching program are trained in the fundamentals of BC including goal setting, action planning, interpersonal and helping skills. 

-Coaching students

Teachers, of course, have to teach and they do not have the resources or time to individually coach all students. However, two types of coaching, namely Cognitive Coaching and Coaching for children with Attention Deficit Disorder have been translated to the classroom. 

Teachers also employ BC techniques when coaching students in a group setting. The group may be composed of students who have a common problem to address or may be part of a life skills coaching curriculum. Indeed, a study of socially-rejected fifth graders found that coaching improved their social skills and increased their ability to be liked by peers. 

-Coaching for academic success

Because few high schools, colleges or universities have the resources to offer students individualized attention, more students are employing Behavioural Coaches to work with them on both personal and academic issues. 

Career coaching

Coaching for careers and career transitions offers individuals support,  resources and guidance during what are often stressful times. Many organizations recognize the importance of career development as a means of retaining staff. Hence, they offer internal career coaching programs often conducted by external coaches. 

Coaching in health-care settings

There are two primary types of Health Care Coaches. The first type works with individual physicians, supervisors and administrative personnel to improve the quality of their professional and personal lives and hospital system or practice. These specialist coaches can work in hospitals and other public and private health organizations. Some of the coaching areas include: personal leadership, management skills, managing interpersonal conflicts with and among staff, career development and career transition. Executive coaching services around leadership and management skills in hospitals typically focus on competencies for doctors in management and leadership positions. These include resource allocation, strategic planning and meeting the demand for profitability while maintaining medical values and ethics. 

The other type of Health Care Coach can work both in the health care arena, the corporate world and with educational and residential communities. This specialist coach helps people clarify their health goals, and implement and sustain behaviors, lifestyles, and attitudes that are conducive to optimal health. They also guide people in their personal care and health-maintenance activities and assist people in reducing the negative impact made on their lives by chronic conditions such as cardiovascular disease, cancer, and diabetes.

Sales coaching

In our first book (‘The Complete Guide to Coaching at Work”), we explored  sales coaching in relation to the following areas: negative beliefs and expectations that can impact on sales performance and the coach’s role in working with salespersons in the ‘flow’, ‘panic’ and ‘drone’ zones. We also discussed coaching skills for the sales manager. Increasingly, Behavioural Coaches work with sales managers to enhance their management and coaching competencies. 

Cross-cultural coaching

Coaching individuals and teams in cross-cultural settings is a rapidly expanding niche for Behavioural Coaches. Such coaches are specialists who know about and can guide and support others through the complex process of cultural adaptation. 

Chartered Public Accountants (CPA’s) and coaching

Increasingly, Chartered Public Accountants (CPAs), attorneys and other financial advisors are coaching other practitioners and entrepreneurs as an add-on their traditional services. CPA’s particularly, are recognizing the need to become a trusted advisor to their clients, being able to work on vision, mission and strategic planning.  Studies show that their clients benefit from coaching especially in the areas of smarter goal setting and a more balanced life style. 

Others areas where BC is used:

The application of Behavioural Coaching is not limited to the above mentioned areas. It also entails coaching coaches including those in the executive, business, personal and sports arenas. Furthermore, Behavioural Coaching is carried out in the military, the civil service and other public institutions and non-profit organizations as well as the legal profession. Christian coaching and Spirituality coaching also employ BC methods, tools and techniques.  

In summary, the application of BC methodologies is employed in a growing number of areas. These include corporations, small businesses, public and private organizations such as health and education and the personal development realm.  Within this vast arena, Behavioural Coaches form an alliance based on trust and commitment that aims to foster productivity, growth and well being according to the coachee’s agenda.   

The Behavioral Coaching Model:
- Achieving Behavioral Change with validated Coaching Techniques
(includes some extracts from new text book 'Behavioral Coaching' by Zeus and Skiffington -
copyrighted by McGraw-Hill Professional Publishing)

"The purpose of coaching is to produce behavioral change and growth in the coachee for the economic benefit of the client." - Harvard Business Report

The term "behavior" is frequently misused in training and coaching literature/programs, with little attention paid to methods of actually changing behaviors and insuring that these changes are lasting. 

The definition of behavior to which behavioral coaching subscribes is: the actions, responses and reactions of an individual, team or organization. Behavioral coaching can also be defined as the science and art of facilitating the performance, learning and development of the individual or team, which in turn assists the growth of the organization. The overall goal of behavioral coaching is to help individuals increase their effectiveness and happiness at work, study and/or in a social setting.

Everyone involved in personal and professional development needs to understand and appreciate basic behavioral processes and how these relate to individual functioning and organizational performance.

Many organizations and coaches claim to use behavioral coaching simply because they are dealing with behavior. On closer scrutiny, however, they are merely attaching a new name to the old workplace counseling model; that is, the "coaching" is remedial, occurs on an as-needs rather than an ongoing basis, involves little monitoring or evaluation and does not attend to preventing slippage. Furthermore, some professionals claim to practice behavioral coaching simply because they employ personality profiling. Behavioral coaching goes beyond false promises about change and examines what we can and cannot change. It presents research-based and scientifically validated means of instilling new optimism for coaches and their clients about achieving change.

Behavioral coaching integrates research from many disciplines into a validated, user-friendly model of practice. It incorporates knowledge from psychology (behavioral, clinical, social, developmental, industrial and organizational), systems theories, existential philosophy, education and the management and leadership literature.

One of the reasons why behavioral techniques are so widely accepted is that they allow for data to be gathered on specific, targeted behaviors impacting the application of a professional skill. By using appropriate validated, behavioral change instruments, these targeted behaviors can easily be measured and evaluated in a rigorous manner. Behavioral coaching, with its emphasis on research and evidence, provides individuals and organizations a validated and proven system that greatly increases their chances of effecting lasting behavioral change. 

Changing behavioral patterns cannot be achieved by using the many simplistic, outdated models of coaching still widely promoted in the coaching industry/literature. Many so-called "certified coaches" churned out by the "coaching associations" are simply doing more harm than good. Meantime, many large, high-profile coach training schools are still teaching simplistic models of coaching that employ re-labeled, old performance counseling strategies or, in some cases, scientifically unproven fuzzy techniques. 
Because coaching is still in the early stages of its development, there is no agreed-upon, all-embracing model of the coaching process and practice. To date, most efforts to construct a comprehensive coaching model have emerged from sports coaching.
A coaching model cannot be procrustean. It requires an in-built flexibility and adaptability so that coaching programs can be tailored to fit the specific needs of each client and coachee. For example, a coach needs to take into account their own, as well as the coachees', differences in personality, knowledge, skills and abilities. Coachees also vary in motivation and preparedness for change.
As well as individual factors, each coachee exists within various systems, both personal and professional. These affect how a coaching program is conducted, as do factors such as the organizational culture and structure, available resources and the organization's business objectives.
The behavioral coaching model emphasizes the following aspects of behavior and learning:
  • Much of our human behavior is learned.
  • All behaviors result in positive or negative consequences for the individual and those around him or her
  • Individuals are systems within systems, and each individual affects and is affected by these systems and the constant changes they are undergoing
  • Defining individuals' current status and developmental progress in terms of their behavior, rather than personality traits or personality styles
  • Specifying the target behavior impacting on say; a professional skill, position task etc
  • Measuring the target behavior
  • Exploring and changing core values, motivation, beliefs and emotions -which can result in significant behavioral change
  • Assessing covert behaviors (e.g., limiting beliefs, anxiety) in relation to overt actions (e.g., speaking at a meeting)
  • Accessing and assessing emotional events
  • Assessing environmental events and the interactions between behavior and environment
  • Employing validated behavioral techniques
  • Providing statistical proof of beneficial change/learning acquisition and ROI
  • Employing sufficient follow-through monitoring and coachee self-coaching strategies


BEST PRACTICE -as it applies to Organizational Coaching:
(includes some extracts from the text book 'Behavioral Coaching' by Zeus and Skiffington - copyrighted by McGraw-Hill Professional Publishing)
is a contextual term.  It means "best for you" - in the context of your business, your organization, your culture, your use of technology, and your competitive strategies.  The purpose of Best Practice is to stimulate you with new ideas and insights in a positive way.
Best Practice:
Best practice coaching is based on a foundation of extensive real-world experience conducted by the industry leaders. The focus is on the process that converts organizational coaching objectives into the best available results. This experience or knowledge is best sourced from an independent educator who advises/trains extensively at this top level. Text books and industry reports can provide theoretical and statistical information, however an organization needs to be shown first-hand how to; select, apply and master the appropriate best practices applicable to their specific workplace environment.

By sourcing a wealth of world best standard practices and information as developed and successfully used by some of the world's leading practitioners of coaching (from several Fortune 100 coaching departments to the top independent international coaching groups) who work with Dr Skiffington -you can ensure you are on the proven path to success.

Best Practice Coaching is comprised of protocols, principles, standards, guidelines, and procedures that contribute to the highest, most resource-effective performance of the discipline. Best Practices are based upon a broad range of experience, knowledge, and extensive work with the industry leaders.

Best practices have been shown through research and evaluation to be most effective. When an organization already has a coaching program, the guiding best practices can be used to gauge the program's effectiveness. They can also be used to best design a new program/strategy. 

There may be no single best practice for any given coaching process. A process design that works well for experienced, well-trained coaches may be inappropriate for less experienced users. Coaching processes may assume a prerequisite technology architecture infrastructure or costs that may not be feasible under a different set of circumstances. Globalism, regional cultural differences etc may also make it unsafe to assume any best practice can be successfully implemented. Therefore, a series of best practices may be defined for each set of circumstances. The management of best practices is an ongoing "Knowledge Management" challenge.

Promising Practices:
 are programs and strategies that have some quantitative data showing positive outcomes over a period of time, but do not have enough research or replication to support generalizable outcomes.

Best Practices Assessment:
To assess in this case is to determine the applicability, importance, size, or value of something. Before you select a best practice or apply the guiding principles, you must conduct an assessment (risk assessment) to identify the risk and protective factors that need to be addressed in your organization.

Therefore, a Best Practices Assessment involves first judging the environment of the coaching program's processes under study to select the appropriate Best Practices Principles and then secondly; determining how your program is doing relative to those Best Practice benchmarks/guidelines.

Some experts calculate the top 20% of a population and average the results to calculate the best-in-class measure. Coaching program managers should best focus on points of competitive leverage and then relegate other processes to reasonable but not necessarily superior performance levels. Frequently, the same companies are best-in-class for a series of metrics; however, a company never dominates all performance categories. No
organization is best-in-class in every area. But due to the nature of competition and the drive for excellence, some organization's have extensively profiled and honed certain practices that have placed their practitioners as the most successful (best-in-class) in their industry.

Denotes a practice or skill that is in the highest class in the world ie: ranking above all others

One ultimate definition of organizational coaching best practices is: "discovering the timeless laws of behavioral science
as they apply to management and leadership and then, over time, creating practices that match with those to bring them
[the laws] to life."



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