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How to Measure the Effectiveness of an Executive Coaching Programme

How to Measure the Effectiveness of an Executive Coaching Programme

How to Measure the Effectiveness of an Executive Coaching Programme

Ahead of any Executive Coaching or Mentoring intervention, the main sponsor, whether it be the Board, CEO or HR, will often ask how we measure the effectiveness of an Executive Coaching Programme.  At Natural Talent we are so confident of the success of our Executive Coaching and Mentoring Programmes, that we encourage our clients to link Coaching sessions to the performance figures of the individual, as well as to their team, and the organization as a whole.  How do we do this?  We work in partnership with our clients to understand their specific requirements in order to develop a bespoke programme, and to ensure that total confidentiality is maintained; at the outset we identify how they would like to measure an Executive Coaching Progamme, which may include some of the following elements:

1.  It is helpful for the individual Coaching client’s line manager to be involved in agreeing the SMART Coaching objectives, outputs, and measures of the Executive Coaching Programme, with regular support and input to the Coachee throughout and ongoing after the process.  The Line Manager can assist in ensuring that Coaching objectives and exercises align with the company vision, mission, strategy, values, culture and business plans.

2.  Any relevant information the Coaching client would like to share with the Executive Coach, such as the results from a 360 Feedback Review, or objectives from appraisals, end of year reviews, or development centres, can also be incorporated in to the Executive Coaching Programme and progress compared at the end.

3.  We administer robust Talent Assessments at the beginning, including Personality Questionnaires or occupational tests, to assess  leadership and management competencies.  We may hold Face to Face 360 Feedback Reviews, or shorter online versions, in order to identify if or how any of the leaders’ habits or behaviours are negatively impacting the team and/or business.

4.  At the start of any Coaching intervention we ask the Coachee to complete an initial questionnaire, which incorporates their personal goals, an overview of strengths, skills gaps, blockers, motivators, and areas for improvement, as well as asking them to identify what results they want for their teams and the organization; this questionnaire is reviewed throughout and at the end of the Coaching Programme to ensure the interventions are on track.

5.  At the beginning of the process we also ask the leader to score the relevant Leadership and Management Competencies out of 10; this helps to form the key Coaching Objectives and SMART Coaching Action Plan.  The Executive Coach gives feedback on these and the scores are tracked throughout the Executive Coaching process to maintain focus and monitor progress.  Traditionally, scores increase dramatically.

6.  Relevant results from Engagement Surveys, Pulse Surveys, sickness absence and retention figures, and, if relevant, Sales figures, may be shared in order to further identify if there are any specific responses and statistics, which need addressing during the Executive Coaching Programme.

7.  If different members of the Senior Leadership Team are involved in the Coaching Programme, we may use the Team Needs Questionnaire to evaluate the success of teamworking before and after they receive Coaching, in particular to break down any potential silos.

8.  Interim Coaching Assignments are worked on by the leader in-between each Coaching session and tools and techniques are practised, with new behaviours imbedded and signposting to ongoing blended learning being encouraged throughout.  Ongoing feedback is provided by the Coachee regarding the relevance and effectiveness of each Coaching Session and Coaching Assignment, as well as any ad hoc feedback they are receiving.

9.  Depending on the duration of the Coaching Programme, some or all of the processes may be repeated at the end; if the interventions have been over a few weeks or within 6 months, then lite assessments, such as a mini anonymous online 360 Feedback, or direct feedback via an app, may be utilised to highlight changes in skills, competence and behaviour.

10.  An Executive Coaching Evaluation Feedback Form is completed at the end by the leader in order to evaluate the effectiveness of the Coaching, as well as the impact of the Programme on their team and organization.  Any trend analyses can be reviewed, for example, sickness absence and retention figures, number of managers promoted, and even Sales revenue, where appropriate. 

Figures show that the Return on Investment from Executive Coaching Programmes can be as much as 500%, however, in our experience, ROI may be as high as 7,000% as a result of a Face to Face 360 Feedback Review followed by an Executive Coaching Programme, in particular where senior managers in Sales roles have received constructive feedback and highly practical Coaching, or where the cost of retaining senior executives through providing Coaching has been in six figures.

 

About Jill Maidment

If you would like to know more about our Consultancy services or to book any of the following, please contact us:


Coaching:
Executive Coaching and Mentoring, Career and Transition Coaching, Business Coaching, Resilience Coaching, Life Coaching Retreats


Training:
Leadership Training, High Performance Leadership Development, Management Training, Leadership and Management Team Development, Board Facilitation, Coaching Academy


Assessment:
Executive Assessment, 360 Feedback, Face to Face 360 Feedback, Talent Management and Succession Planning