Exec coaching can unleash your capability, says Dr Coco
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COACHING is the latest trend of organisational development in this era, since it can not only improve your capability at work, but also your happiness and balance in your work life and family life, says Voraparn "Dr Coco" Eua-arporn, an executive coach ce
Voraparn, a lecturer to leading international and domestic organisations, including leading universities, and the author of “DNA CSR”, said recently that the organisational development trend nowadays is 70/20/10 – on-the-job training 70 per cent, coaching 20 per cent and training 10 per cent – which is interchangeable with the past.
Building a Coaching Culture Research, ICF (International Coach Federation), US, 2014, has unveiled the effectiveness and impact of coaching for both coaches and organisations.
The benefits include increased productivity by improving work performance (70 per cent), improving business management (61 per cent), improving time management (57 per cent) and improving team effectiveness (51 per cent).
The second advantage of coaching is positive people – those with improved self-confidence, improved relationships, improved communication skills and improved life/work balance.
The third advantage is return on investment. The ICF found that 86 per cent of organisa-|tions got a return covering all coaching expenses, 28 per cent |got a return of more than 10-49 times on investment and 19 per cent got a return of over 50 per cent on investment.
The fourth advantage is satisfied customers. Both organisational and individual coaches were very satisfied with their overall experience of coaching, and 96 per cent of customers would repeat the coaching process.
The fifth advantage is em-|ployee engagement. About 65 per cent of employees in organisations with a strong coaching culture report that they have high engagement.
There are many benefits of coaching for both coaches and companies, including positive thinking, better viewpoint from the past, better thinking system and decisions, more confidence, increased productivity (88 per cent), better customer relations (37 per cent) and reducing conflicts (52 per cent).
Right now, the Farh Training Institute and I focus more on creating a coaching culture since more and more organisations have recognised the value of building a culture of coaching that offers employees at all levels – not just executives and managers – the opportunity to grow their skills, enhance their value and reach their professional goals.
But not all coaching is equal. To ensure successful results that go beyond skills training and truly enable the company to increase employee engagement and retention, an organisation must develop a comprehensive coaching plan addressing both current and future needs.
The challenge arises not only in determining the types of coaching that will be the most impactful, but also in attaining internal buy-in and support for such a programme.
We highlight organisations that continue to seek coaches who exude the necessary qualities, such as listening actively, establishing trust and maintaining lofty professional standards.
Organisations must also ensure that internal and external coach practitioners, as well as managers/leaders using coaching skills, have received the appropriate amount of training.
Of course, companies must also actively evaluate the coaching programme to determine its effectiveness and return on investment in order to maintain continued support and investment.
