| Birthday: | December 30 |
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About Me
I AM MARRIED TO MY KNIGHT IN SHINNING ARMOR AND MY BEST FRIEND. WE HAVE BEEN MARRIED FOR ALMOST 19 YEARS NOW. I AM MOTHER OF FOUR GROWN CHILDREN(YEAH!!) AND A GRADNMOTHER TO 9 GRAND CHILDREN. MY GRANDCHILDREN ARE JOHNATHAN 10, BRYANT, 6 LANDON 4, CALEB 4, MORGAN 3, ASPEN 2, MADOX 1, ALLIE 4 MO. AND MAYA 1 MO.OLD.
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A Feedback Loop What gets measured gets done:
A Feedback Loop What gets measured gets done:
by Stephen Xavier
President/CEO, Cornerstone Executive Development Group, Inc.
Corporate leaders may view executive coaching as
a valuable tool for improving behavior and performance,
but much of that perception is based
on anecdotal evidence, not quantitative data. Nevertheless,
like any investment, executive coaching must stand
on its own in terms of proving its worth to a company.
Although to date no one has taken ownership over identifying
the best metrics for measuring coaching’s ROI,
sound methods are emerging to support its signifi cant
payback to users.
Strong, Subjective Measures
Although subjective measures provide the initial data,
companies need to support coaching’s ROI as a valuable
tool for executive development. One of the most commonly
used methods for gathering more objective data
is the 360-degree feedback process. Here, a survey solicits
feedback in the form of ratings from the coachee’s
(person to be coached) supervisor, colleagues, direct
reports, suppliers and customers on a range of skills/
behaviors. Ratings also come in the form of anecdotal
comments to support scores that relate to competencies.
Ideally the process makes the most of an executive’s
development opportunity by sharing honest perceptions
in a sensitive manner. As such, one of the chief goals of
a 360-degree feedback process is to make certain the
feedback provided is limited to key stakeholders and
those with frequent contact with the coaching candidate.
Also, it’s important for the coach to understand
that giving behavioral and performance feedback in a
meaningful way isn’t a skill that most people come by
naturally. Instructions are necessary to allow feedback
providers a way of knowing how to offer balanced, constructive
comments. Taking this time to inform respondents
in advance solicits more decisive and useful feedback.
When it comes to gathering useful, practical feedback,
a coach seeks an accurate snapshot of an executive’s
professional behavior; usually it’s not too negative
an outlook, nor too positive. Expectantly, it will reveal
which behaviors are respected and which the executive
could benefi t from changing.
To avoid any abuse of the process from those supplying
the feedback, it’s recommended that 360-feedback
sessions be closely monitored so respondents trust that
their anonymity and confi dentiality will be safeguarded.
Measuring Coaching’s ROI with Purpose
As is a good idea with any desired change, preliminary
targets should be set for each development area highlighted
in the 360-report. Develop a plan to assist the
coaching clients in creating a series of mile-markers to
chart their progress and create opportunities for “quick
wins” along the way. By targeting accomplishments to
meet at different intervals, executives learn the best and
most effective way to aim and succeed. Without targets,
coaching engagements are apt to play out with far too
much ambiguity, leaving clients with little to build on
and, subsequently, no growth to show for their efforts.
Erin Kappenberg,
a Doctoral Candidate
at Claremont Graduate
University in Claremont,
California, is
focusing her dissertation
on executive
coaching and related
ROI measures. Kappenberg’s
research
has led her to believe
not only in the necessity
of such measurements,
but also in
their value on many
levels. “It can really
help a coach demonstrate
the bottom line results of an engagement,” says
Kappenberg. Nevertheless, she is all too aware that hard
by Stephen Xavier
President/CEO, Cornerstone Executive Development Group, Inc.
Reprinted from
U.S. Business Review
December 2005
A Feedback Loop What gets measured gets done:
How 360-degree reviews provide objective data.
“In my research
not too many
executives have
gone after ROI
because... coaching
engagements
target soft skills
development
more than any
other area.”
skills development is hard to measure. “In my research
not too many executives have gone after ROI because,
conceptually, coaching engagements target soft skills
development more than any other area.”
The Best Hard Measure Around
Even though the majority of fi rms are content with
the validity of the data retrieved during a 360-feedback
process, the data still remains at least somewhat subjective.
If the decision to continue investing in coaching
as a developmental tool is based on empirical research,
one resource to explore is Phillips Center for Research (a
division of Franklin Covey) based in Birmingham, Alabama.
Phillips recently announced the establishment
of the ROI Institute Research and Training Center. It
is dedicated to providing workshops, publications and
consulting services on the ROI Methodology to support
the ROI efforts of professionals and organizations
around the world. Founders and owners Jack J. Phillips,
Ph.D., Patti P. Phillips, Ph.D., and senior partner
Ron Drew Stone are some of the leading experts in return
on investment (ROI) evaluation for training, HR,
technology and quality.
Jack Phillips devised a formula that measures ROI to
training and, to date, it’s considered the best formula
available. Although it is not foolproof, it is worth a look.
The formula is set up to determine the Net Program
Benefi ts, divide that by the ‘Program Costs’, and then
multiply by 100 to get a percentage. But, herein lies
the challenge in measuring coaching’s ROI – getting a
good estimate of the Net Program Benefi ts. The following
three questions below are standard language that can
be used to measure an expected outcome of coaching.
1. Please estimate the amount of time it would take
for your supervisee to be ready for his or her next
promotion. This goes after the baseline promoteability
for a person. Estimated in time, it revolves
around what the measurable outcome was.
2. Please estimate the extent to which coaching has
affected your supervisee’s readiness for promotion.
Responses are estimated in percentages.
3. How confi dent are you in your estimate of coaching’s
impact on your supervisee’s promoteability?
Data gathered from these questions can then be used
to calculate the Net Program Benefi ts. The diffi culty
comes when estimating a monetary value to represent
the changes resulting from coaching. Once established,
the following formula is used: Monetary value of change
x Percent change due to coaching x Percent confi dence in
estimate. For example:
Monetary value of change = $5000
Estimated percent change due to coaching = 50%
Percent confi dence in estimate above = 90%
Net Program Benefi t = $5000 x .50 x .90 = $2250
If Program Cost = $2000, then the ROI for coaching
would be $2250/$2000 x 100 = 112.5%
Build an Executive Coaching Foundation
Executive coaching is one of many developmental
opportunities that companies use to enhance performance,
renew commitment, increase personal accountability
and foster ongoing personal and professional development
of their executives. These goals, however, do
not take place in a vacuum. In order for the coaching
experience to be successful, coaches and their clients
need to gain clarity about how the company will defi ne
and measure a successful engagement. This involves
dialogue about mutual expectations, objectives, ground
rules, trust, communications and standards among all
those impacted by the process. Without this foundation,
the coaching experience is likely to fail or, at best,
remain purely subjective and any desired ROI will become
illusive. ■
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