The Coaching Conundrum - Blessing White
Research Report:The Coaching Conundrum2016Coaching in the post-performance-assessement era
The Coaching ConundrumNote on this reportThroughout this report the term “agree” refers to respondents who answered either “Agree” or “Strongly Agree” to the questionasked. This is based on a Likert 5 point scale.In this report we refer to line managers when using the term “coach” (unless stated otherwise) and may use the terms “coachee” ,“direct report” or “employee” to refer to those employees who report to a manager from whom they should be receiving coaching.ContentsNote on this report .iExecutive Summary. 1Key Findings. 3Managers are less clear on coaching.4The evolving picture of performance management.4The “coaching conundrum” is alive and well.4The conundrum in a nutshell.4Barriers to coaching – real and perceived.5Coaching across the ages.6Most valuable coaching behaviors.6Coaching behavior disconnects: Tactical support vs. feeling valued.7Manager strengths and weaknesses.8The importance of a role model: Coaching begets coaching.8Time commitment and learning to love coaching.9Expectations and belief.9Recommendations.10It’s all about the conversation: Think beyond coaching skills. 11The importance of frequency.12Build a partnership: Take the weight off the manager’s shoulders.13If senior leaders want to see more coaching, start at home.13Coach the coaches.13Tackle your next business challenge with a coaching initiative.13Conclusion & Methodology.15In Conclusion. 16Methodology. 16BlessingWhite, a division of GP StrategiesTable of Contents i
The Coaching ConundrumExecutive SummaryBlessingWhite, a division of GP StrategiesExecutive Summary 1
The Coaching ConundrumOrganizations are on an eternal quest to improveproductivity. Formal structures and approaches (hierarchies,performance management systems, rigid career bands,process improvement initiatives and so forth) are eitherproving less effective in today’s business environment orhave yielded all the return they will produce.An updated operating model is required, one in whicheach manager is skilled at identifying and facilitating higherlevels of individual productivity, increased engagement, acommitment to innovation and better use of existing skills.This is the knowledge economy’s equivalent of “doing morewith less”.Many organizations today aspire to build a “coachingculture” in which each manager not only shares experiencesand insights with their direct reports, but also relies oncoaching opportunities to boost performance. Organizationsthat have achieved this lofty goal report increases in bothcontribution and satisfaction among team members, witheach employee benefiting from the experience and supportof their manager. For example, after an extensive study,Google’s own internal human capital analytics groupconcluded that being a good coach topped the list ofbehaviors that predicted whether a manager was effectiveor not1.But coaching is a hard thing to operationalize. It relieson equipping and persuading local managers to workindividually with each team member to align skills andbuild commitment.For coaching to be effective, the managers need to earnthe trust of the team and be adept at coaching individualteam members to higher levels of engagement. Managersmay view coaching as an opportunity to build a strongerrelationship with their direct reports. While this may be oneoutcome of coaching, we argue that a trusting relationshipis a prerequisite of effective coaching.The report also highlights the importance of role models inbuilding a coaching culture. As with most culture changeefforts, why would managers embrace coaching if theirown immediate managers neither model nor reinforce theimportance of this approach?As the work world continues to evolve toward anenvironment where relationships and leadership supersedeformal structures and processes, we hope that the insightsgathered in this report may inform your own efforts towardsbuilding internal coaching capability.Fraser MarlowHead of the Leadership PracticeBlessingWhite, A Division of GP StrategiesMay 2016As our report highlights, managers tend to be unclear onthe organization’s expectations of them when it comes tocoaching. In particular, they report lacking the time to coachas they juggle multiple accountabilities. Older managers,especially, are concerned about “not having the answers,”while younger managers highlight the age gap between themand those they hope to coach. These perceived barriers pointto some of the misunderstandings on what coaching entails.On the other hand, coachees (the recipients of the coaching)report wanting pragmatic advice, coaching that answerstheir needs around insights, clarity and direction, while alsorespecting their autonomy and independence.1“How Google Sold Its Engineers on Management”—David A. Garvin(HBR Dec. 2013)2 Executive SummaryBlessingWhite, a division of GP Strategies
The Coaching ConundrumKey FindingsBlessingWhite, a division of GP StrategiesKey Findings 3
The Coaching ConundrumManagers are less clear on coachingIn today’s dynamic work environment, managers need toretool to stay current. Traditional management skills are justthe baseline for being an effective operative. The ability toengage, align and inspire team members is as important asfunctional expertise.Coaching has long been seen as a strong skill for allmanagers to possess. But there are a number of changesin the workplace today that place additional emphasison coaching, and it appears to be a rising expectation inorganizations that all managers should coach.Yet, in the face of changing roles, changing reportinglines, ambiguous organizational structures and mixedexpectations, managers report being unclear when it comesto how and when to adopt coaching as an approach to gettingmore out of their team members.Short-term deliverables, a growing range of accountabilities,rapid staff rotation and uncertainty in the work environmentall make coaching as a management approach less obviousin terms of reaping long-term benefits.Age gaps between a manager and his or her direct reportsalso create barriers as a new generation, now well establishedin the workforce, has higher expectations of inclusion,receiving feedback and participation in the work. Morefrequently than before, the gap involves a younger managerand an older direct report.At the same time it’s this very ambiguity that makescoaching an important capability. By coaching, ratherthan dictating, managers will develop a team that is morelikely to show initiative, turning to the manager for supportand guidance, rather than for sign-off and approval. Thisfrees up the manager to be more productive him or herself.And a younger manager who coaches well does not need toworry about a relative lack of experience: coaching is notmentoring.In addition, under a traditional “rank and rate” performancemanagement evaluation process, the manager is in control,scoring direct reports based on the manager’s assessment.Many of the organizations that are revising their approachto performance reviews are now surveying the direct reportsasking, “are you getting the coaching and support you needfrom your manager?” This has effectively turned the table—the managers are now the ones being rated, an about-turnthat puts even more pressure on those managers who arenot naturally inclined to coach2.The “coaching conundrum” is alive and wellco·nun·drum\kə-‘nən-drəm\ noun.A riddle whose answer is or involves a pun; aquestion or problem having only a conjecturalanswer; an intricate and difficult problemMerriam-Webster Online DictionaryGiven mangers’ uncertainty, it is not surprising that thecoaching conundrum (detailed in our 2009 research) isalive and well.The conundrum in a nutshellWhile managers see the value of coaching and enjoycoaching—and while their direct reports say coaching addsto both their satisfaction and ability to contribute to thework—little coaching is taking place. Managers blame a lackof time and not having all the answers as key factors in whythey don’t coach more.2 For a more in-depth exploration of this topic, please refer toBlessingWhite’s 2015 research report, “Performance Management:Assess or Unleash” found at www.blessingwhite.com/research.The evolving picture of performance managementThe recent trend of critically re-examining traditionalapproaches to performance management (forms based,ranking and rating employees) is also changing the picture.As organizations face up to the reality that the oldperformance ranking approach has been doing more harmthan good, they are now relying on a manager’s abilityto coach in order to sustain high performance across theenterprise. This is putting greater expectations on managersto coach around performance, yet many managers are illprepared for this radical shift.4 Key FindingsBlessingWhite, a division of GP Strategies
The Coaching ConundrumWe continue to see the following disconnects:Most managers (79%) love to coach and mostemployees like to be coached (80%)BUT54% of respondents report not receiving coachingfrom their manager (up from 48% in 2009)Organizations, managers and employees reportthat they believe in the value of coaching to drivingsuccessBUTOnly 59% of managers feel they spend the rightamount of time coachingOverall, 64% of all managers report that there isan established belief that coaching drives higherperformance in their organizationBUTOf these managers, only half (55%) report receivingcoaching from their immediate manager, pointing to alarge gap between belief and practiceMost managers believe they are expected to coach(78%)BUTOnly 23% report that part of their compensation istied to coaching activitiesManagers who do coach report tangible benefits (e.g.increased team productivity)ANDEmployees who receive coaching report it boostsperformance (72%) and satisfaction at work (68%)BUTCoaching is an approach, not an event that needsto be scheduled. Employees most value sharing ofinsights and experiences (18%) and helping solve workchallenges on your own (15%) as well as recognition(15%) – not direct advice.Managers report a lack of time (29%) and not havingall the answers (17%) as the biggest challenges incoaching othersBarriers to coaching – real and perceivedWe asked managers what was holding them back from coaching more. As in previous studies, two items top the list of perceivedbarriers:What is the biggest challenge you face in coaching others?It takes too longI don’t have all the answers29%17%There is a big age gap between me and my team membersI have too many direct reportsI don’t see the results of my effortsToo many people on my team are remoteI am not sure where to startI don’t like to coachI am not comfortable having coaching discussionsManager or organization does not support coachingI have gaps in my coaching skills10%10%8%8%4%4%4%3%2%BlessingWhite, a division of GP StrategiesKey Findings 5
The Coaching ConundrumVery few managers report not enjoying coaching or notseeing the results of coaching efforts. The barriers are relatedto the perceived time requirement or having to come to thetable equipped with “answers,” whatever they may be.Coaching across the agesAn interesting generational split is apparent on these top twoitems, as younger managers (those under 51 in 2016) reporttime constraints as being the top challenge, whereas oldermanagers (aged 51 in 2016) are more likely to highlight“not having all the answers.”The next three top challenges (“big age gap,” “too manydirect reports” and “many people are remote”) also informhow we might support coaches in infusing more coachinginto their management approach. The “big age gap betweenme and my team members” is, as we might predict, moreof an issue for younger managers (with 18% of those bornafter 1978 indicating this is their biggest challenge.) Thissaid, the oldest Millennials are now 38 years old and may befacing the challenge of coaching 50 year olds or 22 year olds.Many managers report finding higher expectations amongMillennials for feedback and coaching. While this is true, westill see strong appreciation for coaching amongst older staff.Agree or Strongly Agree to “In general, Ilike to be coached”Born 1964 or earlierBorn 1965 – 1977Born 1978 – 1997Born 1998 or laterOverall:80%74%81%85%73%It is rare, however, that formal coaching training helpsmanagers specifically address challenges related to agegaps. While “reverse mentoring” has been in favor withmany executives, “reverse coaching” (defined by Bersinand associates as “the process by which younger, typically lessexperienced employees and / or leaders coach those who have moretenure and are typically more seasoned.”) is a harder propositionfor managers to embrace.Most valuable coaching behaviorsThere are many schools of thought on which behaviors arethe most productive in a coaching situation. But when itcomes to developing managers as coaches the dynamics ofthe relationship are different than with an outside coach oreven an internal coach practitioner. See the sidebar on thisimportant distinction.6 Key FindingsManager coaching is not executivecoachingA shortcoming of many coaching effortsaimed at managers (or the expectations seton managers) is to attempt to duplicate theapproaches of executive or professionalcoaching programs. Naturally, there is plentyof overlap in the philosophy, techniques andtargeted outcomes. But when it comes todeveloping managers as coaches there arethree important factors we need to bear inmind:1. The manager is committed tocoaching to a pointUnlike the many professionals whoembrace coaching as a career, managersrightly view this as just one componentof their role. They will seek to balancecoaching with more direct managementtasks as well as completing their ownwork.2. The manager is not an independentagent, detached from the outcomesof the coachingEven in the most trusting of reportingrelationships, it is understood that themanager retains a certain degree of selfinterest in the coaching. The managermust keep each direct report on-task andcommitted. They expect to see a tangiblereturn on their own coaching efforts,preferably in the short term.3. The manager is far moreknowledgeable than an externalcoachManagers have a bias for action, typicallyyears of experience in the direct report’srole plus a lot of knowledge of thesituation at hand. Unlike an external coach,the temptation to be prescriptive is great.With these differences in mind, coachingefforts must seek to support managers intapping into coaching approaches where itmakes sense. But expecting the manager toput all self-interest to one side or pretend toact temporarily as an objective third party iscounterproductive.BlessingWhite, a division of GP Strategies
The Coaching ConundrumIn planning for the development of managers as coaches ithelps to understand where we typically find strengths, andwhich coaching actions add the most value in the eyes ofthose receiving the coaching.In examining 3,700 ratings of managers (self-rating andrating by direct-reports paired to the manager), we can shedsome light on the items that add the most value and wherethe strengths and weaknesses lie.Managers and their direct reports were asked to rankcoaching actions by importance (i.e. how important is thisskill in being an effective coach) and based on how adeptthe manager is at the specific skill. Based on this data, wecan advise managers on where to focus coaching efforts andwhat skills they may consider sharpening.These coaching behaviors hold steady and hold true—thesame five behaviors were rated top and in the same orderwhen BlessingWhite conducted previous research intocoaching dynamics in 2009. It points to an agreementon the critical items of clarity and commitment, and alsohighlights how the items seen as important in a managerdirect report relationship are different from those expectedfrom an outside coach.BlessingWhite, a division of GP StrategiesCoaching behavior disconnects: Tacticalsupport vs. feeling valuedJuxtaposing the lists in the graphic below also highlightsthat managers may tend to favor “feel good” factors suchas recognizing achievements or making the employee feelvalued, whereas the employee may be looking for morepractical support and autonomy. It will be up to eachmanager/employee partnership to find the right balance,but it is worth making managers aware of this potentialgap in expectations.Two further items that are worth highlighting in ouranalysis were coaching actions that direct reports ratedhigher than their manager: Sharing personal insights and experiences. Keeping the direct report aware of promotions orlateral reassignment opportunities and helpinghim or her understand the skill requirements andselection criteria.whereas managers appear to emphasize two actions thatdirect reports rate as less valuable, which again fall intothe ‘feel good’ group: Recognizing his or her outstanding contributionsand achievements. Demonstrating that I really care about him or her.Key Findings 7
The Coaching ConundrumManager strengths and weaknessesDirect reports generally rate their managers well when itcomes to being effective at the most important coachingbehaviors. Managers are rated high on the important skillsand less high on the less important ones. That said, there arefour items where team members report that the manager’sability falls short, given the relative importance of the action.These are (in order of importance to the direct report): Working to improve performance when it fallsbelow established expectations Giving feedback on weaknesses with an intent tohelp and not to belittle Helping master all the skills needed to succeed inthe job Making aware of promotions or lateralreassignment opportunities and helping him or herunderstand the skill requirements and selectioncriteriaSo where does a manager first witness the skills of effectivecoaching? A manager who has the privilege of receivingcoaching from his or her manager is most likely to emulatethe approach and, in turn, provide coaching to his or herdirect reports. Managers who report receiving coachingthemselves will spend more time and see greater returnsfrom their own coaching.This comes as no surprise to organizational developmentprofessionals. It is a classic example of the “20%” in thefamous 70/20/10 equation, in which 20% of learning comesfrom seeing behaviors modeled by colleagues, typicallyone’s immediate manager. Coaching is a skill that is bestdeveloped by experiencing it oneself, having a managermodel what effective coaching looks like, and then havingthe opportunity to practice in a safe environment, perhapswith a trusted colleague.The importance of a role model: Coachingbegets coachingManagers need to develop a toolkit of people skills overthe course of their careers—delegation, giving feedback,managing team dynamics and so forth. These arefundamental to any successful manager’s career and canbe practiced in many situations before being promoted toa managerial role.8 Key FindingsBlessingWhite, a division of GP Strategies
The Coaching ConundrumTime commitment and learning to love coachingOverall 79% of managers agree to the statement, “I loveto coach.” This drops to 76% for managers who report notreceiving coaching from their own manager, but jumps upto 83% amongst those who do.Commitment of time to coaching is also correlated in thesame way—only 54% of managers who receive coachingagree with the statement, “I spend about the right amountof time coaching team members.” For managers who doreceive coaching, their commitment of time is much higherwith 65% agreeing.Expectations and beliefBut the biggest gap is around expectations and belief. Here,69% of managers who do not receive coaching say that theypersonally are expected to coach and develop their teams. Ifthe manager receives coaching themselves, then 90% reportbeing expected to coach and develop others.In both cases, this represents a 21-point difference betweenthe two groups.It is worth noting that the immediacy of the manager settingexpectations (i.e. my manager coaches me therefore I amexpected to coach and develop others myself) is higher thanthe overall organizational belief in coaching. In other words,the local action is more impactful than the broader, moregeneral perception of importance to the company.This confirms the importance of executives and middlemanagers modeling coaching behaviors when it comes tobuilding an overall culture of coaching. The impact of theimmediate manager should not be underestimated. Butnaturally, to build an overall culture of coaching, thereneeds to be both an organizational commitment and localaction by the immediate manager.Managers who are not coached by their own manager areonly 54% likely to agree that “there is an established belief inmy organization that coaching by managers leads to greaterbusiness results,” whereas managers who are coached by theirmanager are 75% likely to agree.BlessingWhite, a division of GP StrategiesKey Findings 9
The Coaching ConundrumRecommendations10 RecommendationsBlessingWhite, a division of GP Strategies
The Coaching ConundrumEffective coaching emerges first and foremost when themanager and the direct-report have a trusting relationshipand approach coaching with a positive intent. In this sense,relationships trump skills.Organizational development efforts should therefore focuson tackling the core misconceptions (that coaching is aseparate task in addition to other work, and that the managershoulders the burden of figuring out the answers) and ensuremanagers believe in the value of coaching before rushing into equip them with coaching skills and models.Managers need to stop thinking of coaching as an event theyschedule after their own work gets done or a reaction to aperformance issue. The role of “coach” isn’t something thatthey should turn on or off. They need to adopt coaching as adaily leadership practice and focus on creating a supportive,encouraging and trusting environment for their teams.Given the current dynamics of the workplace (many virtualteam members, the fast pace of business, a focus on shortterm deliverables) this means using each opportunity to“coach in the moment,” as opposed to relying on dedicated“quiet time” to provide coaching.If managers are given the opportunity to explore coachingthrough the lens of the coachee’s individual needs, greatresults may ensue. This means being more focused onhelping the coachee achieve a positive result rather thanfret about how well they are showing up as a coach. Thisin turn builds the manager’s confidence and the coachee’sopenness to more coaching.A coaching culture is built first by establishing a visiblebelief in (and commitment to) coaching, the right contextand role modeling for managers. Skills do count, but whatwill make or break a culture change effort is the degree towhich individuals support:1. A belief in coaching2. Positive role modeling3. A strong trusting relationship between managerand coacheeIt’s all about the conversation: Think beyondcoaching skillsManagers who participate in a coaching training sessionwill often come back to the workplace and want to putthose newly acquired skills to work. But skills alone do notguarantee success, and these eager managers will soon findthemselves frustrated and at risk of giving up altogetherif they do not enjoy a strong working relationship beforeattempting to coach.developing coaching partnerships— understanding eachemployee’s unique needs and having regular, honestconversations. Trust is at the core of the coaching partnershipand line managers face a different dynamic than externalcoaches, as discussed earlier.The impact of trust is important, as the same behavior withthe same intent on behalf of the manager will be perceivedvery differently by the coachee:Coaching Behaviors.With Trust:Engaging inConversationGiving ConstructiveFeedbackChecking-inConcernShowing ipWithout ng”MeddlingGiving OrdersDumpingBoss-SubordinateWe mentioned how direct reports are looking for morepractical support in the coaching relationship, whereasmanagers appear to put more emphasis on relationshipbuilding. We are certainly not saying that making directreports feel respected, recognized or cared for is notimportant. What we are saying is that direct reports areexplicitly looking for the more pragmatic elements of support(providing insights, highlighting career options, providingautonomy, etc.,) so managers will need to be explicit in theseareas while implicitly making the direct report feel valued.In itself, coaching will convey that the direct report is valuedand that the manager cares for his or her success. This said,a trusting relationship is built with every daily interaction.The coaching moments themselves are not the time to startbuilding trust. Instead, they are the times to rely on thattrust to help the direct report achieve breakthroughs.If employee survey data, exit interviews or other feedbackloops suggest a lack of trust between managers andemployees, encouraging more “free rein” conversationswill not yield results. This does not mean that a coachinginitiative is a lost cause. It simply means that more structurewill be required.Address trust issues. Effective coaches devote time toBlessingWhite, a division of GP StrategiesRecommendations 11
The Coaching ConundrumAs more trust builds in the manager/direct reportrelationship, the prescriptive structure of conversations canbe loosened. Conversation guides may be jettisoned in favorof more free-form interactions.Stress authentic leadership. BlessingWhite’s employeeengagement research demonstrates a correlation betweenemployee trust in managers and the extent to whichemployees feel they know their manager as a person. Bothour leadership research and studies by others underscore theimportance of managers being known “as people” – not onlyfor their title, responsibilities or accomplishments1. Whenmanagers share information about their own goals, interests,experiences and motivators they establish the open climaterequired for effective working relationships. Their honestyalso encourages their team members to share informationthat the managers need in order to coach effectively.The importance of frequencyMany managers have been conditioned by organizationalcalendars to plan coaching conversations on a fixed-timebasis. Maybe they have become used to a career conversationin October, a performance conversation in November andan annual goal setting discussion in January.1 For more details on this aspect of manager/employee relationships,please see the BlessingWhite article “The Importance of Being Known”– eNews ( www.blessingwhite.com/enews ) August 2012.12 RecommendationsBut an effective coaching relationship requires frequent,short touch points. This point was highlighted in our recentresearch on performance conversations:“46% of individual-contributor employees (ICs) who receiveregular coaching or feedback throughout the year have a positivereaction to the end-of-year performance review, compared toonly 12% of those who don’t. And yet, only 56% of respondentsreceive regular feedback or performance coaching throughoutthe year.” – BlessingWhite’s “Performance Management:Assess or Unleash Research Report,” June 2015A tru
I am not comfortable having coaching discussions 4% Manager or organization does not support coaching 3% I have gaps in my coaching skills 2%. 6 Key Findings BlessingWhite, a division of GP Strategies The Coaching Conundrum Very few mana
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