.
 compliments of FutureVisions^SM

creating sustainable results in growth and performance

INTERPRETATIVE DATA: We have collected many comments from organizations and individuals using internal/external coaches. Here are some of our overall conclusions:

	Investments in all areas of leadership coaching appear to be on the in-crease, with approximately 33 percent of the respondents indicating in-creases in budgets going-forward for all categories.
	There is surprising evidence from respondents that investment in mid-level managers and leaders will increase disproportionally to the current spending in that category.
	There appears to be strong evidence that coaching through electronic mediums, including telephone and e-mail, is increasing, with e-mail and telephone indicated by respondents to be greater than 60 percent. Nevertheless, face-to-face interviewing still ranks as the most prevalent form of coaching.
	Respondents rated cost as an important aspect in the selection process of outside coaches. However, the most important aspects of coach selection are coaching experience, level of business experience, and area of expertise. It is suspected that once a decision is made to expend funds on coaching, cost becomes less important.
	There is no question that 360-degree feedback in the coaching process plays the biggest role in setting up the relationship, as well as in assess­ing the success of the coaching intervention.
	It is significant that among respondents there is a high degree of satis­faction for both internal coaching and external coaching with a slight statistical advantage to external coaching. This is good news for those practitioners of coaching.
	It is interesting to note that there is a strong indication that there are new leading-edge coaching methods and models being used by coaches inside of organizations and by outside coaches (e.g., action learning, appreciative inquiry techniques, and behavior modeling). However, tried and true peer interviews and supervisory interviews are still sig­nificant techniques used by respondents.
	There seems to be evidence that there is a trend toward open-ended coaching assignments, as well as coaching assignments in specific time frames.
	Overall, the greatest concern in selecting, hiring, and using internal/ external coaches is aligning the right coach with the coachee.
	Responses in our survey and our interviews indicate there is a growing trend toward external use of coaches for all levels of managers and leaders.
	There is no question in the minds of our analysts that currently, executive leadership and senior leadership levels within the organization are receiving more coaching, for longer periods of time, with greater levels of expenditures.
	There appears to be a significant increase in coaching entry-level managers and leaders, which indicates the high payoff of such efforts.

Overall, there is no question that organizations primarily use coaching to enhance current performance and correct performance issues. The growing evidence from respondents is that team building and managing change, as well as succession management and ensuring the success of the new leader are also important. Overall, coaching is most frequently used for leadership development, followed by change management, strategy, and then career development.

 For how to get the most out of your coaching,  send an email to bs@futurevisions.org
   with "MWS Coaching Tips" in the subject and nothing in the body

CAN YOU REALLY AFFORD TO STAY WHERE YOU ARE?