ASQ - Team and Workplace Excellence Forum

Online Edition — June 2003

In This Issue
When Executive Coaching Shifts
to Clinical Consultation
Observations From a “Reinvented” Coach
Leading Wholeheartedly:
A Quality Approach
Full Engagement Leadership
Looking Toward the Future
AQP’s Team Excellence Award Evaluation Criteria

 

Features

AQP Connections
Articles in Brief
News Bites
What’s Up?
The Help Desk

Book Nook

Our Readers Say

June 2003 News for a Change—Home Page

 

NFC Index

AQP Home

Our Readers Say…

During this spring quarter, we’ve focused on coaching and counseling—how they’re defined, what processes and techniques they involve, and how they can be used with individuals and teams. So our quarterly survey focused on learning how prevalent coaching and counseling were in AQP members’ organizations, as well as how many members had provided or received coaching.

As the figure above at right indicates, self-initiated coaching is the primary approach used by members’ organizations; however, informal coaching programs are a close second, and almost 30% of the respondents reported that their organizations had formal coaching programs or both formal and informal programs.

Overwhelmingly, members’ organizations
do offer counseling that addresses any type of issue (including both performance-related and nonperformance-related problems), as shown below at right. In fact, only 12% reported that their organizations had no counseling programs available.

Almost all of the survey participants have provided formal coaching (41%), informal coaching (30%), or both (23%). On the other hand, one-third of the respondents had never received coaching themselves (33%), whereas 18% had received formal coaching and 38% had received informal coaching.

One person commented, “I’m a believer! We are initiating a formalized coaching/mentoring program for new employees (especially supervisors and managers) and hope to expand the program. One-on-one attention can provide a safe way for an employee to grow and meet challenges and is rewarding for both the employee and the coach. Formalized coaching additionally allows the employee to set and address specific goals,” and another said, “We don’t have enough coaches to handle the volume of work available.”

Informal coaching appears to be as valuable to individual development as formal coaching although its effect is less likely to be evaluated and the process used may be less structured. For instance, one member stated, “The best coaching opportunities seem to be the ones that happen by accident. But you still must be prepared to make it work. When you observe an interaction that was less than successful or more than successful, the feedback provided directly to the coachee by me is priceless.”

“Formal was best—goal oriented and very helpful. Informal was more of an opportunity for reflection, which is helpful but does not lead directly to results,” shared a respondent who had both provided and received coaching. Another said, “The greatest gift my boss has provided to me is mentoring about organizational processes and political maneuvering.”

Unfortunately, there’s still an opportunity for coaching to be used more effectively by members’ organizations. As one shared, “Unfortunately I’ve received precious little, but when I got it, it was extremely valuable and made a significant difference in my development.”

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