Evaluating Reaction and Learning
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The early returns were in: eight weeks after the coaching initiative
was launched, the report from the first questionnaire highlighted
strengths—and an immediate improvement opportunity. Figure
12.3 shows the reaction data from Questionnaire A. The report summarized
the data as follows:
1. Only about half (54% favorable rating) of the coaching clients
felt that their leaders clearly shared their expectations for
coaching. Remember, this is a “reversal” question, so that 46%
of the respondents agreed with the negatively stated question.
2. Even after two months of coaching, only about three-quarters
(77%) of the clients set objectives for coaching, while about
one-quarter (28%) harbored skepticism that coaching is going
to work for them.
3. Overall, clients felt very positive about the rapport (89%),
pacing (86%), and delivery (91%) of the coaching.
Michael met with Jacqui to review the results and to prepare recommendations
for the Leadership Advisory Board. They concluded
from the data that the senior leaders needed to immediately share
their expectations for coaching with their people who are being
coached. This communication was a critical element in the leadership
process, and Jacqui was dismayed that these communications
were not yet complete. Each coaching client was to base, in part, his
or her objectives on meeting these expectations, so it was not surprising
to learn that one-quarter of the clients (23%) had yet to set
these objectives. This also raised the question as to how these clients
Demonstrating the ROI of Coaching 217
Item %
Favorable
1. My coach and I set objectives for coaching. 77%
2. The expectations from the senior leaders for the coaching initiative are 54%
not clear.
3. My coach and I connected and established rapport. 89%
4. I was skeptical that coaching was going to work for me. 72%
5. I was satisfied that the first four sessions provided a strong foundation for 83%
our coaching conversations.
6. Conducting coaching over the telephone is very effective for me. 91%
7. The pacing of the coaching sessions is about right; not too fast or too slow. 86%
8. The personal assessment data were effectively explained to me. 89%
Figure 12.3 A Portion of a Report from Questionnaire A: Reaction Data at
OptiCom.
had grounded their coaching, given that they had not set objectives.
Moreover, for those who did set objectives, it wasn’t clear how closely
aligned these objectives were to senior leader expectations. Written
comments supported the notion that those clients who had neither
expectations nor objectives were becoming skeptical that coaching
was going to work for them. Jacqui and Michael agreed that this
issue had to be nipped in the bud. They recommended to the advisory
board that all senior leaders immediately set expectations for
their people, based on the guidelines that had been issued some two
months before. In this way the evaluation revealed how to increase
the effectiveness and value of coaching.
The next question Jacqui raised was what implications this issue
had for shaping the early learning experiences of the coaching
clients. Figure 12.4 shows the summary of the data for the learning
section of the questionnaire. Michael had summarized the data as
follows:
1. Overall, the coaching conversations had proven to be rich
learning experiences for the clients, with percent favorable
218 Coaching That Counts
Items % Favorable Rank Order
10. I am understanding how to be more effective as a 66% 3
leader.
11. I am gaining insights into personal changes that I 54% 4
needed to make to be more collaborative with peers.
12. I am learning about the impact my actions have on 62% 5
others.
13. Coaching is opening up new ways for me to look at 77% 2
business situations.
14. I am understanding how to work more effectively 42% 7
with my peers to accomplish business objectives.
15. I am learning how to engage my work team more 48% 6
effectively to achieve goals.
16. Coaching is enabling me to explore new ways to 42% 7 tie
increase teamwork.
17. I have begun to improve my communication skills. 86% 1
Figure 12.4 A Portion of a Report from Questionnaire A: Learning Data at
OptiCom.
ratings ranging from 42 percent to 86 percent. Keep in mind
that not all coaching clients are expected to improve in every
item listed in Figure 12.4. So, to have so many items selected
at a higher percentage underscores the breadth of what was
being learned from coaching.
2. Immediate gains seem to come from learning how to communicate
better (86%) and opening up new ways to look at
business situations (77%).
3. Two-thirds (66%) of the clients were learning how to be more
effective as leaders, but were these areas corresponding to what
was most important for the organization (e.g., collaboration
and teamwork)?
4. A rank order of the learning areas revealed that peer collaboration
(ranked fourth and seventh) and teamwork (ranked
sixth and seventh—tie) were not at the top of everyone’s hit
parade.
A more in-depth analysis showed that those clients who did not
have set coaching objectives were also those whose rankings of collaboration
and teamwork tended to be lower. This confirmed
Jacqui’s suspicions: Leaders who did not share expectations for
coaching missed an opportunity to influence the early course of
coaching. Jacqui had the ammunition she needed to ensure that the
advisory board held the leaders accountable to quickly share expectations
with their people who were being coached.