Relationships Evolved
17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33
34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50
51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67
68 69 70 71 72 73 74 75 76 77 78 79 80 81 82 83 84
85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 100 101
102 103 104 105 106 107 108 109 110 111 112 113 114 115 116 117 118
119 120 121 122 123 124 125 126 127 128 129 130 131 132 133 134 135
136 137 138 139 140 141 142 143 144 145 146 147 148 149 150 151 152
153 154 155 156 157 158 159 160 161 162 163 164 165 166 167 168 169
170 171 172 173 174 175 176 177 178 179 180 181 182 183 184 185 186
187 188 189 190 191 192
In Finding 3, we learned how coaching impacted the business
according to the four quadrants. Now we turn our attention to how
this impact created monetary benefits. During the interview process,
the clients were asked additional questions that explored if, and by
The Value Nexus: Organization Value and Individual Values 259
100%
87%
78%
58%
0% 20% 40% 60% 80% 100%
4. Original Action
3. Creating
Alignment
2. Building Bridges
1. Finding Focus
Figure 14.3 Percentage of Respondents Who Said That Coaching Impacted at
Least One Business Area According to the Quadrant in Which the Impact Was Made.
how much, the impact on the business produced monetary benefits.
These monetary values were determined in much the same way that
monetary benefits were identified for OptiCom in Chapters 11 and
12. Every business impact area identified by a coaching client was
explored for potential monetary benefits. Of all the respondents
interviewed, 57 percent were able to convert at least one impact area
to monetary value.
Figure 14.4 shows the percentage of respondents who converted
at least one impact area to monetary value for each of the four quadrants.
Returning to Finding Focus, 42 percent of these respondents
were able to convert the value to monetary terms. These monetary
benefits contained the lion’s share of the personal productivity benefits
that coaching generated. Half of those respondents who added
Quadrant 2, Building Bridges, to their coaching relationship were
able to identify monetary benefits. Much of the team productivity
benefits were captured in this quadrant, as well as in Quadrant 3.
The monetary percentage rose to 60 percent for those in Quadrant
260 Coaching That Counts
88%
60%
50%
42%
0% 20% 40% 60% 80% 100%
4. Original Action
3. Creating
Alignment
2. Building Bridges
1. Finding Focus
Figure 14.4 Percentage of Respondents Who Said That the Impact of Coaching
Created Monetary Value According to the Quadrant in Which the Value Was
Produced.
3, Creating Alignment, and to 88 percent for those whose coaching
covered all four quadrants. These latter two quadrants contained
most of the value gained from revenue increases and employee
retention.
Finding 5: Seventy Percent of the Monetary Value
Was Associated with Quadrants 3 and 4
In learning about Finding 4, we discovered how the percentages of
coaching clients citing monetary benefits increased from 42 percent
in Quadrant 1 to 88 percent in Quadrant 4. Let’s turn our attention
now to the amount of monetary benefit produced in each of these
four quadrants. Figure 14.5 shows the percentage of the total
amount of monetary benefits produced for each quadrant. The
monetary benefits for Quadrant 1, Finding Focus, represented
only 2 percent of the total pool of monetary benefits; Quadrant 2,
Building Bridges, accounted for 28 percent of the value; Quadrant
The Value Nexus: Organization Value and Individual Values 261
33%
37%
28%
2%
0% 10% 20% 30% 40%
4. Original Action
3. Creating
Alignment
2. Building Bridges
1. Finding Focus
Figure 14.5 The Percentage of Total Monetary Benefits Gained from Each
Quadrant.
3, Creating Alignment, accounted for 37 percent; and Quadrant 4
accounted for 33 percent of the total pool of monetary benefits.
These data show that 70 percent (e.g., 37% + 33%) of the total monetary
value was produced by coaching relationships that accessed
Quadrants 3 and 4.
The discussion about Finding 4 indicated a trend whereby the
personal productivity benefits tended to surface in Quadrant 1,
whereas some of the more strategic sources of benefits, such as
increased revenue, tended to come in Quadrants 3 and 4. Although
these are tendencies and not steadfast rules, the data suggest that the
more strategic benefits may not kick in until coaching relationships
go beyond Quadrant 2. Returning briefly to Figure 14.2, we saw
that less than half (43%) of the coaching relationships go beyond
Quadrant 2 and therefore may not access the more strategic sources
of benefits. This reinforces the importance of enabling coaching
relationships to move beyond Quadrant 2 whenever appropriate.
The implication is that by not doing so, coaching initiatives may
leave up to 70 percent of the monetary benefits unrealized.
Finding 6: As Coaching Relationships Progressed