In addition, 12% reported that their executive coaching programs are “ineffective,” according to the survey of 230 organizations by AMA Enterprise, a division of American Management Association (www.amnet.org) that offers advisory services and tailored learning programs.
“The mixed grades for coaching aren’t unexpected when compared to the effectiveness of other executive and leadership development opportunities,” said Sandi Edwards, senior vice president for AMA Enterprise.
“A big challenge for development professionals is to make sure all forms of learning are assessed critically, so the coaching numbers shouldn’t be a cause for alarm. But they’re a reminder that measurement and accountability may not be taken for granted.
“While coaching is more often seen as a benefit for high-potential managers, there’s sometimes a perceived stigma that the coaching may be an intervention to solve a problem,” Edwards explained.
“In any case, it’s key that the organization is clear about what’s expected with such initiatives as coaching, leadership development, or stretch assignments. In this way, their value may be seen not only by participants but also the organization at large. Visible outcomes are essential to the success of both the initiatives and the organization’s growth,” Edwards adds.
Measurable Business Impact
Survey participants are split on how often their executive coaching program delivers a measurable business impact compared with other development tools, such as on-the-job training, workshops, formal courses, stretch assignments, and functional training. Specifically, 35% of respondents said that coaching has a measurable impact more often than other development tools, compared to 37% who see a measurable impact with coaching about as often and 28% who see a measurable impact less often.
Greatest Challenges
Conflicting priorities/time constraints is the greatest challenge that employers face with the effective delivery of coaching—with 32% of survey participants citing this challenge.
Other challenges include lack of sponsor/management support and involvement (cited by 17% of participants), lack of resources to provide needed coaching (16%), difficulty assessing coaching’s effectiveness (14%), lack of accountability (13%), and difficulty choosing effective coaches (8%).
To help ensure success of coaching programs, all involved parties must be clear about the desired results and committed to delivering those results, Edwards said. “Coaching demands the same determined commitment by all parties as does any other successful venture.”