Quadrant 2: Jack Increases the Productivity of Others to

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Deliver Client Solutions

In the interview, Jack talked about how coaching improved his

ability to build internal partnerships. He was better able to

communicate his ideas and gain buy-in. As a result, he was able to

more quickly and effectively garner the resources required to address

external client needs. Jack was able to give a specific example of how

he worked with eight people on a client solution team he assembled.

He had worked on five to six such teams since beginning his position.

In the particular example he gave, he talked about how the

client solution team gained at least 15 to 20 hours per week over the

course of the four months the team was working. In fact, the team

was originally expected to take the usual six months, customary for

this type of work. Monetary benefits were determined as follows:

1. The first step was to determine the total annualized monetary

benefit:

_ $70 per hour was supplied by HR for the level of person

involved in a client solution team.

_ 15 hours was used because it was the lower end of the range.

_ 48 weeks were used to represent a year.

_ The monetary amount was reduced by 33 percent because

the team was operational for only four months.

_ Jack also said that he expected similar gains in team

productivity for the other client solution teams he led.

To be extra conservative, the gains from these other teams

were not converted to monetary value, but rather held as

intangible benefits.

15 hours Ґ $70 per hour Ґ 48 weeks = $50,400

2. The next step was to isolate the effects of coaching:

_ Jack attributed 60 percent of the benefits to coaching and

was 90 percent confident in the estimate.

$50,400 Ґ 60% Ґ 90% = $27,216

_ A total of $27,216 was added to the benefits pool.