Only one-quarter (26 per cent) of the companies providing employees with executive coaching find it very effective, according to a survey of senior managers and executives at 230 organizations by AMA Enterprise in the United States. And while nearly two-thirds (62 per cent) of organizations regard coaching as somewhat effective, 12 per cent consider coaching ineffective, found the survey.
“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 at 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.”
Sometimes, executive coaching may be seen as an intervention to solve a problem. Organizations need to be clear about the expectations surrounding coaching, leadership development and stretch assignments so the value can be seen not only by participants but by the entire firm, said Edwards.
“Visible outcomes are essential to the success of both the initiatives and the organization’s growth,” she said.
Time constraints (32 per cent) was the greatest challenge facing the effective delivery of coaching, following back lack of manager support and involvement (17 per cent) and lack of resources (16 per cent), found the survey.
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