Epilogue

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The experience at Frontier Manufacturing illustrated how a business

leader wanted evidence that a coaching initiative changed behavior

and had an impact on the organization. ROI data were not needed,

in part, because Paul accepted at face value the link between the

What Are Leaders Doing Differently? 247

Table 13.2 The Agenda for the Survey Feedback Session

Time Activity Resources

5 minutes Overview of team activity Paul opens activity

5 minutes Feedback of the survey results HR VP facilitates

Review qualitative and quantitative data; Summary sheet of

show how the focusing questions emerged the data

from a review of the data.

25 minutes Focusing Questions HR VP facilitates

Spend about five minutes discussing each Set of four

question, noting key points and themes. focusing questions

20 minutes Open Dialogue HR VP facilitates

Scan the group so that each RSM can express

their views on the coaching and its impact.

5 minutes Next Steps Paul closes

Summarize actions and commitments made

during the activity.

changed behavior on the part of the RSMs with increasing the

number of sales prospects. Monetary value was implied (increased

revenue), so there was no perceived need to document this value. It

was also clear from the focus group discussion that it would have

been too early to conduct the ROI analysis anyway. The lead time to

convert prospects into revenue was too long. One important lesson

to be learned here is that, regardless of whether ROI data are to be

collected, a clear chain of impact must be described: coaching led to

behavior changes, which positively impacted the organization.