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Building Positive Working Relationships Coaching for Performance Coaching for Performance Driving for Results General Leadership Leadership Coaching

Making Coaching Stick

The case for sticky coaching

Many businesses expect to increase their spending on coaching in the coming years, both on external coaches and on developing their own internal coaches. It’s no surprise then to find that conversations are increasingly turning to how we can make sure that coach training, whether as a formal, ‘pre-contracted’ activity or as a more ad hoc approach to unlocking potential and improving performance, ‘sticks’. At NG Bailey we’re no different. Over recent years we’ve taken four steps that are starting to make a real difference in our quest for sticky coaching; I’d like to share them with you.

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Every Leader a Coach General Leadership Leader of Leaders

An ABC of Leadership and Management (part 3)

T is for training

Does training (or L&D) activity add value?  Is there a return on the investment, if, indeed, the C-suite regards it as such rather than an expensive, preferably avoidable cost?  An article entitled “The Great Training Robbery”, published by Harvard Business School, merits reading during the festive season, see https://www.hbs.edu/faculty/Publication%20Files/16-121_bc0f03ce-27de-4479-a90e-9d78b8da7b67.pdf.  It says US firms spend something like $165 BILLION on “development” of which 90% generates NO performance uplift within 12 months. 

The new vogue of e-training commoditises learning into read this, watch this, listen to this, do this tick-box exercises. This may satisfy compliance but the learning cycle of acquisition, assimilation and application of new knowledge does not complete a full cycle.  The old practice of discussing expectations of performance uplift before undertaking any training, reviewing and committing to them immediately afterwards then subsequently tracking progress appears to be a redundant managerial practice.  Is it all too humdrum?

Might that have something to do with the job descriptions including leading the team and growing its capability as the last in the list of objectives – see my previous blog (letter S)?

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Building Organisational Talent Every Leader a Coach

We don’t need no education

So sang Pink Floyd in 1979 on their Christmas number 1 single Another Brick in the Wall Part 2 from their album The Wall.   It was a protest against rigid, didactic education.