Coaching has never been as important as it is today, given our new ways of working and learning. Coaches serve as sounding boards, thought partners, and accountability mates. Yet, there remain obstacles to building a coaching culture within many organizations. According to a study by the International Coaching Federation, the barriers to building a coaching culture include limited support from senior leaders, inability to measure the impact of coaching and lack of budget for coaching activities. These obstacles are often overcome when coaching delivers results most meaningful to those funding the coaching. The question is, how can you ensure that coaching delivers the results that matter? It’s all in the design.
Patti P. Phillips, Ph.D., CEO of ROI Institute, Inc., is a renowned leader in measurement and evaluation. Patti helps organizations implement the ROI Methodology®️ in more than 70 countries around the world.
Since 1997, Patti has been a driving force in the global adoption of the ROI Methodology and the use of measurement and evaluation to drive organization change. Her work as an educator, researcher, consultant, and coach supports practitioners as they develop their own expertise in an effort to help organizations and communities thrive. Her work spans the private sector, public sector, nonprofit, and nongovernmental organizations.
Patti serves as a member of the Board of Trustees of the United Nations Institute for Training and Research (UNITAR). She serves as chair of the Institute for Corporate Productivity (i4cp) People Analytics Board; Principal Research Fellow for The Conference Board; board chair of the Center for Talent Reporting (CTR); and is an Association for Talent Development (ATD) Certification Institute Fellow. She also serves on the faculty of the UN System Staff College in Turin, Italy.
Patti has authored or edited more than 75 books on the subject of measurement, evaluation, analytics, and ROI. Her work has been featured on CNBC, Euronews, and in more than a dozen business journals.
Training Tools for Developing Great People Skills
This event is sponsored by HRDQ. For 45 years HRDQ has provided research-based, off-the-shelf soft-skills training resources for classroom, virtual, and online training. From assessments and workshops to experiential hands-on games, HRDQ helps organizations improve performance, increase job satisfaction, and more.
Learn more at HRDQstore.com
Hi, everyone, and welcome to today’s webinar: Design Coaching: to Deliver Results, Hosted by HRDQ-U and presented by Doctor Patty Phillips.
My name is Sarah, and I will moderate today’s webinar. The webinar will last around one hour. If you have any questions, please type them into the question area on your GoToWebinar control panel, and we’ll answer as many as we can during today’s session.
Today’s webinar is sponsored by HRDQ Store: Training Professionals Everywhere are feeling pressured to prove the value and impact, which their training initiatives can bring to the organization. Without a proven return on investment or ROI of learning, management buy in and training budgets might be in jeopardy. HRDQ Store provides a range of tools for calculating the ROI for your learning initiatives. Don’t let your initiatives get asked before you prove their bottom line value. You can learn more at hrdqstore.com/roi
I’m excited to introduce our presenter today, Doctor Patty Phillips.
Patty is the CEO of ROI Institute, a renowned leader in measurement and evaluation.
Patty helps organizations implement the ROI methodology in more than 70 countries around the world.
Since 1997 she has been a driving force in the global adoption of the ROI methodology and the use of measurement and evaluation to drive organizational change.
Her work as an educator, researcher, consultant, and coach, supports practitioners as they develop their own expertise in an effort to help organizations and communities thrive.
Her work expands to private sector, public sector, non-profit, and non-governmental organizations. Thank you for joining us today, Patty.
Thank you, Sarah, and thanks everyone for joining us today.
We’re very excited to be here to talk about demonstrating the, benefits and ROI of coaching and then using our framework to actually design coaching to deliver those benefits, including the ROI.
So, we’re going to talk about the framework of data are five level evaluation framework which serves as the basis for categorizing the results we’re trying to drive but it also serves as the basis for the design work upfront. So, we’ll teach you how to use that. Will show you the alignment model and then to we’re going to talk about how to demonstrate the ROI. So, there is one little math, actually there’s two math calculations. So, I know, you’re shaking your head going, I can’t be doing it. But, yes, it is. So, if you’ll grab your calculator, your phone, and a pencil, you’ll have two math problems. But we’re also going to walk you through a case study, is one of our favorite teaching case studies.
Because it shows how this one organization actually use the process, use this framework to set up the design for the coaching initiatives upfront, and deliver a positive return on investment.
And, then, I’m going to try to leave us enough time at the end to have conversations around the topic and answer your questions. In the meantime, though, if you do have questions, please put your questions in the Q&A, is that correct?
Sarah, am I telling them to go to the right place, the correct place, question, or say, ask questions.
Put your questions there, not in the chat, but in the question box.
And we’ve got Andy Vances on the team, Andy is with us at the ROI institute We’ve got Sarah on the team from HRDQ. We have some other colleagues on the team to.
So, I have a lot of help monitoring your questions, but, again, at the end, hopefully, I’ll leave a little bit time so we can have a conversation.
So, also, I’m going to share with you some resources at the end of the session today, we’ll tell you how you can get these resources as we go through the content.
If you hear me, mention a resource, and you’re interested in it,
If you will, just pop it in that questions box, and we will either pass it through to you here, or we’ll put it in a portal that we’ve created for you.
So, just listen, again, to hear something that’s of interest, pop it in the chat, and we’ll make sure that you get it OK. So, here’s a question for you, and this needs to go into question box.
But what I’d like to know is what word or words come to mind when you hear someone say, Show me the ROI in coaching.
So pop it in the question, and, again, Sarah, you’re monitoring this for me, that will let me know what these words are. Now, you are being recorded.
I’m not sure, they’ll make sure that they will call out your name, so in the recording, everyone knows the word, but we just want to know, what do you think, what word comes to mind, so I’m actually seeing some of these, So yeah.
We can’t quite, what are the inputs, benefit, money challenge.
How do I find the data? Yeah, great question. Essential, creativity inducing is it is, stress, stress, success.
Have you ever seen mistrust? Interesting mistrust?
Is it Maybe you mistrusting those asking or maybe they mistrust that you’re delivering value, set, talent, increase, fear? Yes. We will. Hopefully, we will alleviate some of that fear today.
I’ve not heard of the term.
They don’t trust the value, they can’t. Yep. That’s OK. Thanks, Patricia.
OK, really difficult.
Benefits. How are we going to do it? So very good. Great words.
So again, hopefully we’re going to help clarify some of your fear and your thanks and then also give you some ammunition so that you can get those people who don’t trust the value you bring, give you some ammunition to help ensure that they do, OK, that’s our goal for today, Now, we all know coaching is a big business, right? It just keeps growing and growing and grow, and according to PWC, it’s the second largest industry growing. And there’s all types of coaching out there, that all of this depends on the source, right. So, you see my sources down at the bottom, but once one site. So, there’s 32 types of coaches out there. And you can imagine there’s a wellness coach, there’s a life coach, their business coaching, there’s all these different, there’s executive coaching, there’s all these different types of coaches out there. All of which are incredibly valuable and changing performance of people within organizations are within communities, are just the individuals themselves. So, we were actually on the call today with an executive coach, other UK, mazing warm, and we’re talking about the importance of coaching today. We see code one-on-one coaching, we see coaching as part of elaborate programming, is just so important, especially in the virtual world, the hybrid work that we’re doing.
I mean, no longer can you sit there and take a training course and get the job done. You need that extra support, and we use coaches to help high performers perform at even a higher level, low performers improvement, just so many varieties of different coaches, and it’s just such an important industry. And we’re spending a lot of money on it.
And on top of that, those people spending the money on it within the organizations are saying, you know, I need to say something for it.
What are the benefits that we’re getting for this investment in coaching? Now, in your question box, just real quick, is that an unfair question?
Is it an unfair question for your client, whether it’s that senior executive in the organization, or maybe your client if your external isn’t unfair for your client to ask?
For you to demonstrate the value of the investment they are making.
And coaching is that unfair?
Of course, it’s not, it is a fair question who would want to know. We want to know the value of what we’re getting.
The value we’re getting on, what we’re spending money on, They want to know too, is that the question is, OK, how are we going to deliver these results, how are we going to show our stakeholders?
The value that they are getting by investing in coaching and value in terms that resonate with them. Meaning, the impact and the ROI of coaching, we’re going to do it by design.
We’re going to set up our coaching initiative with that endgame in mind. We’re going to design coaching to deliver the value the hardest part of showing the impact and ROI of coaching, or even behavior change impact in our coaching.
The hardest part of that is the upfront work.
And the reason we struggle with doing it and while we’re fearful and why we think it’s hard, is because we often don’t set it up upfront. We don’t think about impact and Roy until someone ask, until someone says, show me the money, we’re going to change that, we’re going to use that design thinking. And we’re going to start with that in mind. You know, design thinking is all about solving the big problems, are taking advantage of the big opportunities. We’re going to start there.
Now, before we get started with that design work, it’s important to recognize the framework of measures that define what success or value can look like. Many of you are familiar with this framework. If you’ve come from learning and development, you’re familiar with a framework. Those of you who are not just a quick history on the framework, in the early 19 fifties, a person named Raymond Castle, he’s an IO psychologist. He created a conceptual framework called four steps to training evaluation. You know, it’s a conceptual framework that had not been operationalized, There were no case studies.
And he had four steps, and his steps were results, learning, behavior change, are reaction, learning, behavior, change, and results. So that’s based on castle’s conceptual framework.
Later in the fifties, a person named Don Kirkpatrick wrote an article.
That size cancels work around what they call the four steps.
Now, over the years in the training industry, sort of stayed with Kirkpatrick name, but Don wrote about castle’s work and actually calls it out.
In the 19 seventies, Jack Phillips was head of a co-operative Education program along with other parts of training in HR. when he was at Lockheed.
And he was asked to show the return on investment for that co-operative education program.
You know, our ally and cost benefit analysis comes from a different They both come from different disciplines.
They’re not part of HRD, but human resource development or talent development, what we call it now. So it comes from a different discipline.
There was a conceptual framework, four steps to training evaluation, reaction, learning, behavior change, and results.
And so, what Jack did, he said, OK, we’re going to marry the two but more important than that is that he actually operationalized at many. He put it to use so it’s really the seventies, early seventies when this framework, the five levels evolved. More importantly, they were actually put to use. So, starting a co-operative education program, and over the past decades, we’ve been using it across the spectrum of disciplines, and programs, and projects and industries. We do a lot in private sector.
Public sector, a lot of non-profit and NGO work, and the reason we like this framework is because the framework represents a chain of impact that occurs as people are involved in programs, projects, and initiatives.
Now, at level zero, this level, zero, top level, that is just the activity of what we do.
So, if you’re thinking about your work as how many people have been coached, how many people are undergoing coachee, how many coaches are on staff, how much we spend per person, on coachee, So it’s the input or the investment that we’re making in coaching, As people get involved in, coaching, We see this chain of impact occurring. It begins with this reaction and learning.
So reaction is, is this coaching relevant to me, and am I acquiring knowledge? Skill, information, or inside that is meaningful to me? Now, reaction and learning often work hand in hand, because you might get a client is, all of you know, you might get a client who’s just not there.
They’re not buying in, but the more they know, the more they buy in. So, reaction data, we’re really measuring.
Though a person’s buy in to the coaching initiative, is coaching experience relevant to my work, to my goals, to my job performance?
Would I recommend this coach, or this coaching experience to others? Am I gaining insight that I didn’t have?
Am I learning something new about myself, about others, about how to interact with others?
So reaction data are telling us, people are buying into the coaching, they’re viewed as relevant. It’s important to them.
Learning data, tell us they are able to do what we want them to do. So think of Level one, as willingness. Level two: as ability.
People are willing and able to do what we want them to do, because you’re coaching toward your coaching, initially, toward performance, ultimately, toward that business impact and that ROI.
But to get people where they need to be, they first have to buy into it, and then they have to get the insights They need to do what you want them to do. So here, by good on that, That makes sense on those first two.
So first two, you get willingness and ability.
That’s what you’re coaching is driving. So, we have to think about that as your chain of impact. Now, where we’re going with this is getting that behavior change that application. So, at Level three, we’re measuring success of a coaching initiative, in terms of the behavior change that is occurring as a result of the coaching or the actions people are taking.
Are they applying?
Are people applying what they have learned through this coaching initiative?
So, you’re coaching toward some performance.
And again, that performance can be measured by behavior change, by actions taken, by action plans completed.
But is the idea, is that you’re getting people to do what you want them to do, using what they have learned through this content that they have bought into.
Or using what they’ve learned from this coach, or this coaching experience that they have bought into.
Now, also, at Level three, we’re going to capture measures around the barriers and enablers, two people using what they are learning.
Because we want to know, right if the behaviors aren’t changing, if things aren’t changing.
So, for example, if you use, if you are a subscriber of Marshall Goldsmith’s approach, you’re getting that feedback from those key stakeholders.
So, your client is there and you send those pulse surveys to get those feedback on their one specific behaviors you’re focused on, if there’s no change, The question is, Why not?
If there is change, that’s good news, and we want to know, OK, what’s enabling that change, in addition to the coaching? Both. there’s no change, we need to know why not.
So at Level three, we’re not only capturing that behavior change, we’re capturing the barriers to the behavior change, because we need to know why it’s not working, and then also we captured the enabling factors that coach being primary. So, reaction data, tell us what value looks like from the coachee perspective.
They’re, they’re bought into it, they’re willing to do what we want them to do, And level two is saying they are able to, because they have the knowledge and the insights they need to go change that behavior. So, level 1 and 2 is value from that participant, or that coachee perspective.
Level three is value from, really, is the system perspective. Because your clients are working within a system that either supports them or doesn’t.
So, they were looking at success from the system.
Is the Coachee changing behavior, and then what is supporting them in that in addition to the Coach? And what is keeping them from that? Because we want to be able to address that.
Now, where the fun begins is that impact. Because, you know, in the end, folks, it’s not about behavior, changes, about the consequences of behavior change, that’s what we’re going for. That’s the impact.
Our behaviors have an impact, they have a consequence. So, what we’re trying to do at Level four is answer that.
So, what question are their behaviors you’re changing, so what? How does that behavior change leading us to improvement in measures of output, quality cost, time, customer satisfaction, job, satisfaction, work? Habits innovation, doesn’t happen in the customer. How does it happen? The employees hasn’t helping the community. So, a Level four, we’re answering that. So, what question, And then, also, at Level four, we answer a question.
That is, How did, How did you know, how do you know, is the coaching that delivered the improvement in measures of output, quality, cost, and time? That is our step to isolate the effects of the program.
That’s your credibility. So, by answering those two questions the, so, what question And the having no question.
Now, we can say with confidence, that are coaching initiative delivered impact, as measured by improvement in measures of that. Quality cost and time.
Customer satisfaction. Job satisfaction, work habits innovation. That is a strong message.
That is where we start building trust, because we are communicating to senior leaders, in a way that really, really resonates with them. Now, what they will sometimes come to you and say, It’s like, OK, that’s fine. As a result of coaching, we saw productivity improve 75%.
What does that work?
Well, you tell, base our analysis. It’s worth $750,000.
And the boss says, that’s great.
What did it cost me to save $750,000?
Using this coach, this coaching experience?
And then you say, well, it only cost you $425,000.
That’s what ROI does for us.
ROI tells us, in monetary terms, using one metric, have the benefits of the coaching experience compared to the cost.
So, it’s one thing to say, we know with certainty that our coaching deliver an improvement in productivity 75%. That’s powerful message, but we’ve gotten me ready for the next two questions And those questions are What is that worth and how much did it cost? That is what your ROI is going to do for you.
OK, so, real quick poll question, official poll question.
Sarah, can you launch that? We want to know what is your experience with Roi?
I’ve got a little bit of that in the question, but let’s do official poll question.
So, Sarah, they haven’t launched.
Yes, that poll is live, OK? So, what is your experience? You have none. It’s been suggested, but you haven’t done anything about it yet. You’ve attempted it.
You’ve conducted an ROI study, or you wish you’d go away.
So, let’s see where we are.
And I think we set this up. Did we set this one up as multiple? I mean, I can pick multiple answers.
This is a select one. But yes, there are.
You can type that.
yes, select one is it so which one best reflects your experience with Roi and we have a lot of them Answer streaming, and we’ll give you 10 more seconds here. if you haven’t voted you can do so now.
OK, great, And we will get those results up on the screen now, can you see that, Patty, on your side? I cannot, but that’s OK. You can tell me and we can now because I’ve seen nothing yet. So we have 36% saying that they have no experience.
24% saying it’s been suggested, but no action has been taken .
31% say I have attempted it.
9% say I have conducted an ROI study and nobody said, I wish, would go away, love these. Great, if you guys are great. So those of you who said you conducted a study, just in the quiet Q and A, or the question box, haven’t go just real quick.
Then, to those of you who said, I’ve attempted it, just real quick in your chat in the question, tell us how it went.
Yeah, 24% less Good.
Help drive the business decisions. Wonderful, thanks.
Wonderful, thanks, Kristen.
Say the company 10 million says our station negative return on pilot nice. Corey, So, you decided not to go with the program.
My rating that correctly.
Alright, Yeah, it’s a great cost avoidance tool, right? You run the pilot, and if it just doesn’t work, let’s move on. Let’s not spend the money on something that’s not going to work for us.
All right, wonderful, OK, that’s great, so, very good. And I did see the questions about isolation, a couple of other questions that were I’m trying to get to today. So, alright, thank you guys for that.
So, first math problem, folks, when we talk about ROI, we’re talking about the most fundamental measure, now, you know, better than anyone that there are any number of ways that we can demonstrate the economic value add of a program, project or initiative. So, lots of metrics out there. There’s IRR, internal revenue, right, an internal rate of return. There’s ROI, a return on equity, where we’re comparing net income to shareholder equity. There’s ROI, a return on assets. So, a lot of measures out there, many of them have very special uses. What we’re using are the most fundamental measures, because these can be used across coaching, leadership, quality, operations, You name it. We can use these across any initiative across the organization, and we like that because you want to be able to compare our Y to R Y to Roy.
So, starting with the same measure is important. So, you see on the screen 2 1 is the benefit cost ratio.
The BCR benefit cost ratio is the output of cost benefit analysis, Cost benefit analysis is grounded in welfare, economics, public finance. It is a public sector measure. So it’s coming from the government.
ROI, on the other hand, comes from business and economics.
Business or business and finance, here, we’re looking at earnings or net benefits compared to cost times 100. So your VCR again, government metric is going to the output of the formula is a ratio. R a Y The output of the formula is a percentage. Classic Use, VCR was used up front to help determine the feasibility of major public projects and public health initiatives.
R a Y was typically used on the back side, what happened historically.
Today we use them both from a forecasting standpoint, Anapest Program standpoint. The two measures are related. They are cousins.
We’re going to get there the same way, but the formulas are different, as is the output.
So, grab your pencil or your Excel spreadsheet or whatever you used to calculate, so we’ve implement the coaching. They should we improve productivity.
And for the year we started the organization $750,000.
So your numerators based on the annual benefit, both measures are reporting an annual rate of return. So we said the organization’s 750,000 the coaching initiative only cost is $425,000.
What is the BCR? And what is the ROI? Post your answer in the Q&A. Do not be. Do not be bashful.
Diane’s on it. Science got a 1.76, VCR. Let’s see what the ROI is.
Diane would get for the roi can always have to look at multiple, OK and not take just one response.
Among in, you should do the same. Get multiple people to do the math for you, because you never know, right? You could just miss 1, 0, 1 decimal.
It just changed the entire story.
All right, board I’ve got it. Males got it!
Let’s go, let’s keep going. So, we’ve got VCRs of 1.76.
OK, there’s another 1.76 and an roi 76%. Does anyone else have a 76% ROI? You guys are good, that’s it. Yeah, we’re good.
So you can say they’re related but different. So your B C R is telling you for every $1 you invest, you get that dollar back plus an additional 1.76%. So this is your gross benefit.
OK, so that includes the investment, so for every $1 you invest, you get a dollar, 76% back, So every $1 you invest to get $1, $76 back.
The R Y is the net, and we report it as a percentage.
This 76% return on investment is telling us, for every $1 we invest in coaching.
We get that dollar back, plus an additional 76%, or a 76% return on investment.
So, if you remove that percentage, you make your decimal point two places in front of the seven would be zero point 76, it would not be a percentage of the point seventy six decimal, OK? That’s talent, that’s the over and beyond the dollar. So, again, BCR for every dollar we invest.
We get a dollar, 76 back in gross benefits, ROI is telling us, for every $1 we invest, we get the dollar back plus an additional 76%, OK. So those are the two metrics that we use, we’d like to show above. Typically.
Typically our Haven’t all kinds of movement happening over here that don’t know why. Typically, we’re going to work with that are alive but we like to show VCR and Roy together. Because sometimes there’s a little bit confusion around it, OK.
So that’s what we’re talking about in in the end.
When we report ROI, we’re going to report it in the context of these other measures.
Accountants will tell you, Financier’s will tell you, your cost accounting folks will tell you, never report Roy, in isolation of other measures. Roi is important. It is the ultimate measure, is comparing the benefits to the cost, summed it up in one measure incredibly important. It is only one.
We need the rest of the story because these other measures, these other data, are your improvement opportunity.
I mean, what if you get, what if you get a negative ROI, right? So we saw it went on our chat. Somebody gets a negative ROI. The question is, What caused it?
You need these other data to help explain What caused it, You know, the biggest cause.
People aren’t doing what we want them to do, OK? Why not? And, that’s where those data come in handy. If you get a really huge ROI and you’ll see big are wise, especially with coaching and leadership, we see big ROIs someone’s going to say, I have to do that, You need these other data. So, ROI is important. We need it. Ultimate measure of success, but it is only one measure.
Now, the question again, is how are we going to get there? And we’re going to use this framework as part of our design thinking process, and in doing so, will not only categorize our results using the framework, but we also categorize our objectives for the coaching initiative, using the framework, And we use the framework to help us categorize the need for the coaching. It all begins with the end in mind, right? Again, we’re trying to solve those problems. So this is our alignment model.
And as you’ll see here, the real reason that we invest in coaching is up here, is that pay off need in those business needs.
Your payoff need is the opportunity for the organization, or small business or individual, But for the organization to make money, save money, avoid, costs, and do greater good while making money, saving money and avoiding cost.
That is the payoff opportunity, and sometimes that payoff opportunity is, is very evident. So let’s say you are one of the many organizations who are suffering from this mass exodus of employees. Now we are saying that flowed out of it but let’s just say your employees are walking out the door, you’ve got $5 million walking out the door, your top talent.
That payoff opportunity is pretty obvious, because you can say that money walking out the door, and the people themselves are pretty obvious. A not so obvious.
Pay off opportunity is one like, we want to be a green organization.
Well, the question is why? Why do you want to be green?
What we’re trying to do well, by going grain, we’re doing the right thing by the community, by the environment, but we can also save a lot of cost.
We can reduce that carbon footprint as well as reduce the amount of solid waste. So, we start looking at it in that setting it.
So if it’s a big aspiration, drill it down. You know, why do we want to be a great organization? What is that going to do? is the right thing to do well as defining a little bit better, What does the right thing to do?
Because what we never want to lose sight of is, we’ve got to do, well, in order to do good, You can have both, is not an, If it’s not one or the other, we’re going to do good. And forget the money. You got to have the money to do. Good. So we’re always balancing doing well, and doing good. That’s why we say, payoff need is all about making money, saving money, avoided cost, and doing greater good while making money, saving Money Boy costs. So we start with that payoff need, and then business need. We’re going to define, specifically, what these measures are. These two work together. Sometimes you will know, specifically the business measures that need to improve, and then you elevate instead of what’s it worth if we improve them. But the business needs here, you’re really getting specific in terms of the measures. So again, turnover.
What turnover? Is the turnover of top talent in the branches? That’s what’s causing. That’s the problem. Now, you’ve really defined what that looks like.
So the why of what you do.
So if you if you downloaded the slide deck, I think she, Sarah, had the slide deck in there. Just mark here. This is your why.
Once we are clear on the why, then we’re going to sort out OK, well, what are the behaviors that need to change Or the actions are the processes that need to change. That will help us improve these business measures and take advantage of the payoff opportunity, and this is where we start sorting out what kind of solution do we really need.
This is where we started to discovery.
No, It’s more than training.
if we’ve got to have some coaching here is a different kind of performance, we’re trying to drive. Once we’re clear on solution, we know what behaviors need to change. We know when people need to stop doing or start doing.
Then, the next question is OK, given that, what is it people need to learn that they don’t know? That if they knew it, would help them improve their performance, so we can improve these measures, take advantage of the pay off opportunity? And then how best can we roll it out?
so they buy in?
In an input needs, it’s just simply who’s going to be involved in it?
So, again, we’re using that framework as that front end analysis, so we can set up the design war.
So it all begins with what is the why, why are we doing what we’re doing, and then what behaviors need to change to accomplish, there’s to improve the business measures. And then, What does our target audience need to learn, What do they need to know? And, again, it’s not necessarily a skill.
Sometimes, I’ll have coaches said, But we’re not training, Are you kidding me? Of course, you’re not training. It may or may not be a skill, but what you’re doing is, instilling new knowledge and inside, that is what we do, great, I mean best, right?
That’s the starting point, because people don’t, can’t change if they don’t know what to change, and then what to do, what they know.
So, again, start here with the why, says your performance needs, then what does that people need to know? And how can we roll it out in who’s getting the coaching?
That’s the first part of the design work. This is the first phase in alignment.
Then, in the middle, we’re talking about these objectives. So we want those very specific objectives for the coaching initiative. It’s not just broad aspirational goals, right, it’s really specific objectives.
An objective, by definition, is an intended outcome, so the intended outcome that you seek at each level.
If you will get really good at defining these objectives, you will have a better coaching experience. You will have a better one.
Your coach will have a better one, and you are going to have an easier time evaluating success of your coaching, because your measures are clearly defined.
Objectives represent the architectural blueprint, much of the time, when we’re evaluating any type of program, coaching, and leadership type.
The biggest challenge is defining the measures, because the objectives are so vague and nebulous.
That’s vague and nebulous will lead you to vague and nebulous every time.
Specificity, drives, results, You know this. And that’s important when it comes to that design of the coaching initiative, And it’s critical when it comes to evaluating coaching.
If you don’t know why you did it, you’re going to have a hard time asking the question, how to go? Because you really don’t know what it is.
So, the objectives tell us clearly what the measures are. Again, they serve as architectural blueprint for the design in your coaching, and they tell us what the measures are. And they tell us what success looks like, because we always want to bring a target in here.
So, some targeted performance. These objectives aligned with the needs. So, a homework assignment.
Take a look at your next coaching initiative and kind of look at, you know, What are the objectives for common goals, column o.k.r.s, But their objectives? What are the objectives for it? And how do these objectives line up with that client need? Is there clear alignment here? And then, are these objectives specific, measurable, achievable, again, relevant to the need? And are they time bal? What do you want them to do? But when they’re on the right side is just a matter of collecting data.
All you have to do.
If we will do the homework upfront, if we do that alignment up front, set up your objectives. Evaluation is a piece of cake, because all you’re doing is collecting data.
You want to build it all in.
So the left side of the alignment model is telling us why, why we’re doing what we’re doing.
The mental part, the objectives, are telling us how we’re going to do it.
So our for our objectives: How are we going to design, develop, implement? How are we going to measure success?
And then the right side tells us the what answers, the what question. What results came from it.
So left side is, why are we doing it, Middle part, how we’re doing, how we’re going to design this solution, are going to measure success. in the right side, is what results come from it.
So that’s the alignment model. It’s key to that design process. And then another way to look at it is more linear.
We know with, you know, coaching. And other solutions is not always linear, so we’re always circling back around, but this is just another way to look at what we just looked at. Again, it starts with that alignment. Sorting out why we’re doing it.
Ensuring we have the right solution in place, Make sure we have clear, specific objectives, and then all we do from there is we’re going to collect some data.
Now, we’re always collecting data during that coaching initiative. You guys are doing it, right? You’re writing in your journal and your nose. You know, what are they thinking? How they’re reacting? Are they buying in unnecessary, asking them, or you bought in, but you can tell if they’re buying in?
So we’re always reflecting on those level 1 level 2 objectives or challenge area. Is in following up to see if their behaviors are changing.
Or if they’re applying what they now know.
And then the impact data are the measures that we’re targeting improving.
And that follow-up occurs at the timeframe, when first, the behaviors should have changed on a routine basis. So they’re using their new insights on a routine basis. And in the impact measure, it really just depends on what that measure is.
A lot of times, we will collect level 3 and 4 data at the same time.
Sometimes, because we do collect level three data on an ongoing basis.
A lot of times, especially in coaching, sometimes we’ll collect the level four data a little bit later.
So if you collect level three data in three months, collect level, You may want to collect level four data in six months, but it really depends on the measure itself. It also depends on when the stakeholders want to see results.
So, that’s why those objectives are so important, because those objectives are going to tell you at what point in time the measure should improve.
Then, we’re going to do our analysis with our analysis, there.
We’re going to start with that isolation, so, this step number six here, answering the question, how do you know how many, no, it was the coaching that delivered results. In, there are many ways to do this. We can use experimental design, trend line analysis, we can use mathematical modeling, and we can use an estimation process that I’m going to show you in this case study is not ideal, but for this particular situation, it was the best approach.
If you stop your evaluation here, again, you get a good level for impact study.
You’ve got a good compelling story.
The rest of the model is just getting you to ROI. So we’ll convert those measures to money, Sometimes using standard value, sometimes using historical cost, will go to experts, will use databases. Sometimes we’ll use estimates depending on what the measures are.
We bring in the cost, Calculate the ROI. And we always capture these intangible benefits.
Intangible benefits are your Level four measures, you choose not to convert to money.
You’ve still connected them to the coaching experience.
You’re just not including them in the formula. And they can be as powerful as that are why.
And then all you have to do from there is just tell your story and use the data.
So you tell your story. But so, what are you’ve told us now? What’s going to change? So it was about collecting those data, telling the story, using the data. So that’s the model. So the alignment model, a different approach.
And into any approach that you take to demonstrate the value, for coaching, to design your coaching experience, to deliver results that matter to stakeholders. You want to set of standards, just like coaching as a set of standards. We haven’t guiding, guiding principle the standards that we meet with your evaluation approach. You have the same. Now, there are standards that come with statistics.
much of the work that you’re doing, and that we would do with you in terms of demonstrating results are not necessarily high level statistics. We try to keep it very simple because that’s really all you need.
But regardless when we’re implementing our process, we have a set of standards. So any process that you adopt, make sure you have a set of standards.
Standards, ensure that you are consistent in the implementation of your process. And that consistency is going to give you reliability.
So just like the coaching process, standards ensure that we are consistent in delivering high quality practice. Same thing here, our standards ensure the implementation of the model is consistent, and we’re providing reliable data, data that people can trust. And in the end, you get your full story, We invested in coaching. Coaches were bought in, they acquired knowledge, skill, information and insight, They went back and they applied it in their behaviors, change, and as a result, we saw improvement and output, quality cost, time, customer satisfaction, job, satisfaction, work habits, and innovation. And we know that improvement is due to our program because we isolated the effects of the program.
When we converted our measures to money compared to the cost, we found the R Y. And oh by the way here, the intangibles it is a complete story of program success.
And the good thing is that many of your programs and projects you’re working with, do not have to go to ROI.
Um, This is really for those major coaching. Initially You can. So, I’m not saying you can’t that. Just because you can, doesn’t mean you should as our parents taught us and your children. You can do it.
The question is, Why, so why begins? Why is the starting point for the coaching initiative, but it is also the starting point for the evaluation.
Why do you want to show that are why we’re piloting this Coaching and Nation and Organization? We want to make sure it works, before we invest $10 million in it or whatever it is.
Right? That’s a good why for it. So, pilot programs, big leadership, programs, that incorporate coaching year long coaching contract with senior executives. Those are good initiatives.
Simple, you know, sometimes like, some of them.
Yeah, coaching on Demand Solutions that are out there.
Sometimes people just need a little nudge every now and then that may or may not be Are why worthy depending on scope. Scope and scale play a big part that I’ll get you in this case study real quick and then I want to say some questions And yes, Chris, and we’re gonna give you the deck at that we might have it uploaded into platform. But maybe not, but we’ll make sure you have the deck and he’s going to share with you a link to get that.
And I am going to show you right now, Dianne will walk you through the case and show you the these five steps to get to money.
OK, our thanks Dara and … through the acronym out apologies. Objectives and key results.
It’s just another way of saying, OK, All right, Nationsbank, now you’re gonna get this case, Daddy, actually, we’re giving you two case studies from our book, Measuring Success of Coaching. We published it with the Association for Talent Development, But you’re gonna get this one, again, this is one of our favorite teaching case study. So, I wanted to walk you through this one. So, this is, these are all real case study, So they really happening, either we’ve done them, or our client has done them, and is allowing us to share, but this is one we were involved in. So, this is a big hotel chain.
So, it’s US based in 15 countries, There’s 300 hotels, 98% brand awareness, 72% Customer satisfaction. So what are they trying to do? Why are they investing in this coaching initiative? Coaching for business impact? And you can see the Y there on the screen. They want to improve operations, customer satisfaction, revenue, they want to retain their high performers and the needs of the neatest has indicated that executives wanted to work with a coach. So the executives themselves are 25 executives involved. The executives themselves said, We want to work with a coach to address our challenge areas.
With regard to operations, customers, revenue, and retention of high performers.
So here’s the how, what they ended up doing. They had this coaching for Business impact, 25 executives. They used a very comprehensive matching process. Part of the process, of course, was the 360 feedback.
They match the coaches, So they had them process to ensure that the executives were matched with a coach. that they could relate to. And again, you know how important that is? They have action. Planning is part of the coaching process. That is also a big part of the evaluation process.
And then each executive was to identify three specific business measures that needed to improve under their leadership, needed to improve, but had to fall within these target areas, sales, growth, operational proficiency, cost reduction, retention, or customer satisfaction.
Because if you think about it, when you have 25 different coaches, I mean, executives involved in a program, they all have the same problem, Right? They don’t all have a turnover problem. Yes, even with a great resignation that was going on last year, not everybody was losing people.
So what we don’t want to do is we don’t want to bring an executive or a client into a coaching engagement and try to solve somebody else’s problem.
It is about solving their problem.
So if we go back to what they were trying to do, the why their payoff opportunity, they want to improve operational efficiency, make the customers happy, keep employees. That’s what they wanted to do.
Now we’ve got to define the business measure.
Well, they’re all different, or they could be all different, right? So the best way to get people to buy into your coaching is let them define the business measure that they need to improve, and that’s what happened here. Each executive identified three measures, and, but they had to come from these five challenge areas.
So here are the objectives. Just so you get an idea of what we’re talking about the objectives at the different levels. You want those objectives. You want to drive those objectives.
Whether you are the actual coach or you manage coaches, you want the coaches involved in this, you want them to see clearly what we’re trying to accomplish. We want the coaching to be relevant. We want the Coaches to: perceive it is important.
From a learning objective, you can say, all the things that we’re trying to help the managers learn.
You know, as a coach, we don’t teach them, we help them learn it because I often have the answers themselves, right?
But we want them to be able under uncover their strengths and weaknesses, translate feedback into the action plan. So, how do we work with that? Better involve our team members, greater collaboration, become better personally from their personal effectiveness, and just employed leadership skills.
Now, Very vague, right? So, again, we will be very specific, showing you broadly what these objectives are.
All right. Application. So, we’ve got a reaction, a learning object is now what do we want them to do.
six months after completing the coaching, they should have completed their Action plan.
So, their Action Plans going to include very specific actions that they’ve taken. We’re also using the Action Plan to get us to that business impact, and, ultimately, are why. They should also have made adjustments along the way. So, some evidence that they completed the action plan, but they also made adjustments as they needed to force that’s engagement with the Coach.
Just keep in mind, when we’re collecting the data, we’re not getting into the private conversation between coach, An executive, we only want to know what it is that we need to know to demonstrate that coaching is working.
So you’re not digging around, trying to get the personal, private information, We want to show improvement in these areas.
Now, if you remember at Level two, this is what they were learning, right?
This is what they were learning, your Level two and Level three are going to look a lot alike. This is what they’re learning, this is what we want them to do, and that’s what happened, here, and then we also want to capture barriers and enablers.
So, at Level four, the objectives, I didn’t have the clear objectives up front, at the very beginning, when they were designing the coaching solution, they had to build in the exercise that asked or allowed the executives to identify the three measures. So you build it in as part of that pre work.
You’re coming to this coaching. Here’s what I need you to do.
Identify three measures that fall within these categories that need to improve, that you’re going to target as we go through this coaching intervention. And then the target ROI for this project was 25%.
So you see here the data collection data sources, different ways we collected data.
There was the executive questionnaire and the coach got some feedback from the coach at level.
2 and three the executive was just a questionnaire about their reaction learning application. Action plan was key and application impact level.
It also helped us get to the roi because we’re collecting some data on that action plan that’s really important to roi.
So here are the results.
OK, Reaction level, Everyone was pretty happy. Target was four out of five.
You can see here, the participants are the coaches.
We’re pretty happy with the measures that mattered.
They fell just below four, on valuev coaching and effectiveness of coaching, but just slightly below it. From a learning perspective.
You can see the difference between what the executives thought in terms of their acquisition and these new insights, and then the coach also gave them feedback as well. So you can see what’s happening here.
Now, here, your coaches little bit lower.
Communication, they’re about the same. All the others, they’re close to the same.
So, too bad, just off, a little bit, on involving team members.
OK, again, more application measures.
And then Barriers and Enablers, so they just listed, there was a rank order, so the barriers and enablers question was included on that questionnaire, and they just tick the box, and said, this is rank order.
The biggest barrier was time, time to engage in the coaching time to get the behaviors.
Go in and do what they intended to do. Biggest enabler, of course, is coach.
Then, that action planning process can be a big influence in performance, because they’re, they’re very targeted towards the results they’re trying to achieve. So, hopefully, you can see this, you can see what much better in a case study. So, this is an example of the Action plan used. In this case, you can design them any number of ways, but this is the example.
This is Caroline Dobson, one of the leaders, and again, they identify these measures upfront. So the coaching initiatives designed to solve to solve their problem, this is one of Caroline’s problems, was voluntary turnover.
They were at 28% prior to the coaching intervention, the target was 15% through the coaching.
Caroline identified specific actions that she was going to take, and by when?
That would help her improve this measure.
So you’re targeting that measure. Now, the other thing that they did, the Executives did, in addition to defining the measure, they defined the value, or the measure. And these are senior executives, So they have an idea.
Sometimes your client may need a little help thinking through this, But items A, B, and C are completed at the beginning, so when they define this measure, they’re also going to tell you what’s the value of the measure. And caroline’s case, it was 130% the salary.
And then, how did you arrive at this? This is a standard value that we use. Standard values are good. If you don’t have a standard value, you might do some research, look at historical cost, get some expert input, may get some estimates from from your participants or their managers.
So, define the measure.
Tell us the value and how you came up with it. Now, the coaching begins. And so they’re coaching toward results. six months after the program, they collected the data to see how, how the executives did.
And you can see Item D, Caroline’s telling us, We’ve reduced, Caroline is telling us we’ve reduced turnover 11%.
That’s for turnovers E What other factors contributed to this? Now, we’re starting to get into that isolation question.
We could not use control group here, because we had so many different measures.
We cannot use trend line analysis here, because there was so much going on in so many different measures.
Mathematical modeling was not going to help us here, right? Because you’re looking at coaching and its impact on the measures that matter to those people being coached. So it’s not a big global study. Big survey says, if you invest in coaching, you see this, this macro level?
Look, we’re looking at initiatives specific.
So, Item D, how much did it improve Item E? What caused the improvement? What are the factors that influence the improvement? And then question App, We’re using the estimation process.
Question F is what percentage of the change was actually caused by the program?
So, question E, again, you’re getting this description of all the factors that influenced improvement.
Question F, You’re now saying, OK, how much of the improvement in turnover is due to the coaching experience only?
And then, question G is, What level of confidence do you place on your estimates? The reason we asked this question.
We know it’s subjective and folks, everything you do, and measurement is subjective except for mathematics.
1 plus one is always two.
Unless you want to be wrong.
The question is always going to be, from where did the one-on-one come, right?
So, one-on-one math is, it is what it is.
But there’s always gray space there. There’s always gray areas, so we know this is subjective, and what we’re trying to do with it is just reduce it down. Just a little bit.
Reduce the output down just a little bit, asking this confidence question.
So that’s the action plan that we use.
And then you see here, just to the point of how do you get it to the money?
These were the steps that we actually use to get to the value that we used in the ROI formula. So, the first thing we did was look at carolines measure. It was turnover.
The value of a measure is 130% of salary. She gave that to us. It’s a standard value.
So, using that, if the average salary is 41, 346, and it’s 130% of that salary, the cost of one turnover is $53,750. So, for her to lose one of her people, it cost her this much money.
Now, based on her experience with coaching and what she knows to be true about all the other factors that contributed to the reduction in turnover, she is telling us 2.7 Those turnovers is due to coaching.
Now, it’s hard to get, you know, portion of a person, but we want to get it just as accurate as we can, Right? So, we’re going to count 2.7 due to coaching.
So, she took her for turnover statistics, times the 75% due to the program, do the coaching, plus the 90% confidence. You just multiply that out. That will leave as 2.7 due to coaching.
And then you take your 2.7 Turnover Statistics.
So the annual change in performance, due to coaching, is 2.7.
Multiply that times the value of one turnover.
So it’s 2.7 times the 537050.
I’m sorry, guys. It’s moods, arming anthology. You take the 2.7 times of 2050. That’s gonna get us 145,125 So does everyone see that?
If had been a control group, We might have come out with this saying that Because we have so many executives in so many different types of measures, you couldn’t have done an experimental design with this.
It was too much going on, too many measures to compare, Pleasant. The question is what other executives that they’ve got to compare to.
So, for this particular exercise, that isolation, technique, using the estimates was the most practical and useful.
What we don’t want to do is claim all of it, because we know Caroline’s told us we know that other factors are contributing.
So, what we’re dealing with its isolation step is giving those other factors and nod, saying, we recognize you’re out there.
We’re only going to claim how much is due to our coaching.
So, for Caroline, you can see here on this table very tiny, but, again, it’s in your case study on Caroline’s. She’s only claiming that $145,125 was saved by reducing turnover due to coaching.
So, you’ve got tension is her measure. The total value is 250, 215. The bases is the for turnovers, she used a standard value to get to the monetary value.
So, that means the companies using that value, she’s saying that only 75% of the turnovers is due to her involvement in coaching. But she’s 98% confident based on what she knows to be true.
So, we’re only going to give credit to coaching 145,125, and then you just total it for all the executives.
So, you do the same thing for all the executives, you total it, and then remember, they had three measures.
So you see at the bottom, the total for the second measure and the third measure, So, total monetary benefits for this project was one point eight million, said we got there.
Now, if we take in this column here, where it says, Total benefits for the first measure.
If we had not adjusted it or isolated the effects of coaching, it would have been 1.7 that’s huge compared to what it actually is, 8, 17. So, that’s, again, why we want to isolate the effects of the program.
You don’t want to overstate your ROI and claim by claiming more than what is due fully loaded cost. And when we’re winding down, we have one more minute, fully loaded cost was $579,800 for the coaching experience.
And then you’ll see the Royce. So we took the program benefits, of 22 people. three people did not provide data. So 22 people. Program benefits, 25 people, because the cost includes all 25.
All you have to do while I’m gonna look at some quick questions here, all you have to do is calculate the R Y, and if you get it, um, pop it in your chat.
OK, so Muhammed. The percentage and contribution actually comes from the executive themselves. So, again, it’s based on what they know to be true.
OK, so, Eduardo’s got 221 I said Typically I want a verification but it is 221.
Very good. Diane. Good. That’s your BCR. Perfect.
All right, so you can see on the screen said 221% ROI, the target was 25%.
So, really big difference there, programs that can change, performance of leaders, who lead teams, can have significant impact because what they do, they’re change in behavior, impacts the behaviors and performance of the team and has one reason we say such high ROIs on executive coaching particular. And then you see here, down at the bottom, the intangibles.
All right. So that’s the case.
So, sorry, I ran, ran over, this, have so much I want to say. But hopefully, you’ve got a taste for how you do. the key is designing it upfront. Now, what we’d like to remember remind people is how does not a strategy luck is not a factor. Doing. Nothing is not an option. Change is inevitable. Progress is really up to us, is going to happen, it’s up to us. We can keep going down the path. We’re going. You’re coaching, your business is going, well, things are rocking along.
But is that really where you want to stay, or do you want to really deliver results that matter to the senior, most executive, or to your clients? Because, you know, the field is competitive, as you know, we’re growing, coaching is grow and so you want to really differentiate.
You’re coaching experience from others. And one way to do that is to design the coaching experience.
to deliver results that matter to those people investing in the country. So that’s what I have. I’ll hang around if you have any more questions.
And then two, if you will pop Sarah and note and let her know if any of the topics that we’ve been depth that we talked about are of interest and we can do webinars just on that.
For example, isolating the effects of coaching. We can do a webinar just on that topic. If you want to drill down, Converting measures to money, We can drill down on that topic, So please let Sarah know. We love doing these. We love connecting with all of you.
Let her know what we can do.
So, thank you guys for joining, and for hanging over just a little bit. Like Sarah, I’m going to turn it over to you, Because yet, again, I am just, you know, it’s the thing, sorry.
That was a great webinar with so much information packed in there. So if you do have any questions, you can drop them into the questions box, and then we can always pay you, and I can collaborate together, so that we can get you some of those answers back.
And, yeah, if you are interested in a specific topic coming from the ROI Institute, please do. you can submit that here now, or you can type that into the survey that you’ll see next. And lastly, if you are interested in receiving your HRDQ Certificate of Completion, you can scan the QR Code on the screen, and we can get that over to you. As well, as if you’re interested in sharing credit, hang tight on that, we’ll be sending some follow-up information on how you can receive that as well. So thank you so much for participating in today’s webinar, and thank you so much, Patty, for joining us today.
Thank you so much, and Amy, I think while they’re still on and if you can pop the URL, they were asking for that, connection for the resource portal. So we will make sure they get those resources those tools. And again, let Sarah know, if you are interested in any of those other topics, we can do a drill down for you, OK.
So again, in the resources, you’ll get the case studies, two case studies, the one we just went through, on the slide deck, and then the application guide, and some other tools as well. So, and if you could take care of that, that would be wonderful. So thank you all. Enjoy the rest of your week.
Those of you in the US, we have a long weekend coming up.
Fall is coming upon us. Yea. So change of season is always fun. So, and the rest of you, thanks for joining.
So, I do want to short book new, but were it releases on September 20th.
Show the value of what you do. Lots of good stories, not coaching, necessarily specific, but a lot of good stories in there.
Now, and if you can, OK, here’s the resources, guys.
Download those resources from Andy. And thank you all for participating. And see you next week. Happy training, everyone.
Thanks. Thanks so much. Thanks, Eric. You gotta take care.