My talk at Awakened Heart, August 26, 2018
11 Study Summaries
1. Chartered Management Institute and Campaign for Learning Coaching Studies Results
“Coaching at Work” – Results issued in a press release dated May 16, 2002:
80% of executives say they could benefit from coaching and dismiss the suggestion that coaching is just another fad
96% of managers think coaching should be available to every employee, regardless of seniority
85% of managers say enhancing team morale is the main values of coaching
80% of managers say coaching generates responsibility-taking (i.e. leadership development)
2. Institute and Campaign for Learning Study
supported by Lloyds TSB
33% of respondents had received coaching themselves
80% believe they would benefit from coaching/more coaching in their workplaces
93% believe that coaching should be available to all employees.
Coaching was perceived as great benefit in a range of areas including:
development of task-specific skills
“soft skills” within the working environment
Managers responded that they wanted more support to develop personal effectiveness, emotional intelligence, assertiveness or communication skills.
Conclusion: Coaching supports “hard” and “soft” skill development
3. International Personnel Management Association (IPMA)
Published Jan, 2001
Productivity increases 22% from standard training
Combining coaching with standard training increases productivity 88%
4. Lee Hecht Harrison Survey on Coaching
Lee Hecht Harrison surveyed 488 Human Resource professionals about coaching:
55% of respondents said that their organization uses coaching as a one-on-one process intended to maximize management and leadership potential
54% do so to change behaviors.
5. Manchester Group Study on Coaching ROI
From Jan, 2001
“Executive Coaching yields return on investment of almost 6 times the initial investment in a typical coaching assignment.”
“Companies who have provided coaching to their executives and their teams have realized improvements of over 48% in productivity, quality and organizational strength.”
“Executives who have received coaching have reported improvements of over 60% in working relationships with direct reports and peers, teamwork, job satisfaction and conflict resolution.”
Tangible (hard/yang) Impact on business:
- Productivity: 53%
- Quality: 48%
- Organization Strength: 48%
- Customer Service: 39%
- Reduced Complaints: 34%
- Own Retention: 32%
- Cost Reductions: 23%
- Bottom Line Profitability: 22%
- Top Line Revenue: 14%
- Reduced Turnover: 12%
- Other Business: 7%
Intangible (soft/yin) Impacts on business:
- Improved Relationship (Reports): 77%
- Improved Relationship (Stakeholder): 71%
- Improved Teamwork: 67%
- Improved Relationship (Peers): 63%
- Improved Job Satisfaction: 61%
- Reduced Conflict: 52%
- Increased Organizational Commitment : 44%
- Improved Relationship (Clients): 37%
- Other Intangibles: 31%
6. MetrixGlobal Study: 689% Return on Investment in Coaching
April, 2004, study found:
- 95% of leaders who were coached made positive behavioral changes.
- 58% said they worked better with peers and team members, which seems low in my experience.
- Leaders who were coached also found positive impact on their quality of consulting and on client satisfaction as well as improvement in their promotion and retention rates.
According to the 2004 MetrixGlobal Study, the return on investment in coaching: 689%
Here’s their conclusion:
Coaching has positively impacted the ability of leaders to build competencies and deliver bottom-line value to the business. While all competencies were positively impacted, leadership behavior, building teams and developing staff were especially improved. The data suggest that building these competencies led directly to positive impact on the business.
Teamwork and team member satisfaction were the top business impact areas cited by leaders. Combined, these two areas alone produced over $1.5 M in annualized benefits. Better integrating executive coaching as a centrally managed initiative with other corporate human resources initiatives and development activities could potentially further accelerate building the required competencies.
The very positive ROI for coaching indicates that any further investment in coaching will more than pay for itself. The focus of decision-making regarding the future of coaching should shift from just what the cost of the coaching would be, to focus on the kind of value that coaching can provide to the business.”
The study was done by: ROI and Learning Evaluation, Leadership Coaching and Consulting
MetrixGlobal, LLC www.metrixglobal.net
7. 1000 Ventures Study: Return = 5.7 times the investment in coaching
8. Price Waterhouse Cooper Global Study Findings on Coaching ROI
global study w/ASSOCIATION RESOURCE CENTER INC.– 2008
survey pool – 2,165 coaching clients from 64 countries
- 80% of coaching clients report positive change in work performance, communication skills, interpersonal skills, and relationships
- 82.7% of coaching clients check “very satisfied”
- 96.2% would repeat coaching under same circumstances
Median return of 3.44 times the investment.
9. Sherpa Study: Coaching best for Leadership Development vs. Problem Solving
The Sherpa survey asked coaches, HR professionals and coaching clients to share the ways they saw coaching used. Coaching is becoming a more widely used leadership development tool. Over three years’ time, the use of coaching primarily for leadership development has picked up from 43% to 50%. In the same time frame, coaching to address a specific problem or challenge has dropped from a previous high of 37%, down to 32% in the 2008 survey. The remaining 19% of respondents tell us that executive coaching is most needed by people in transition: promotions, transfers and new hires.
Compared to 2006, about seven percent of coaching has moved from specific problem-solving to general leadership development. In a billion-dollar business, that represents re-allocation of $70 million dollars over 2006.Among those who purchase or use coaching services, 70% feel executive coaching is most appropriate for people who need leadership development.”
10. Sherpa Study: Coaching Pays
“The amount of money spent on coaching is significant, and it’s growing. In increasing numbers, coaches and HR professionals say coaches are engaged for “people who need leadership development.” So, we have a growing industry, a shift toward coaching for every emerging leader, and nobody seems to be tracking return on investment.”
Return on investment in coaching is hard to track. We haven’t yet developed adequate measuring sticks for assessing the full value of devoting resources to leadership coaching. But using the best practices available, Sherpa found a 144% return on investment in coaching.
The Sherpa data on coaching fees suggests a high value on every coaching dollar invested.
11. Vision Quest Consulting Study
Vision Quest Reports that of all clients interviewed:
- 100% felt that coaching enabled them to deal 75% better with challenges
- 88% found coaching increased job satisfaction by 75% or more
- 80% improved ability to stay focused under pressure
- 78% increased productivity by at least 50%
Our Essential Commons
United Nations NGO Major Group, Commons Cluster, June 2018
Eradicating Poverty through Global Citizenship
Moderator & Panelist
United Nations Commission on Social Development, Feb. 2018
Seed of Happiness Pecha Kucha – 20 slides, 20 seconds per slide
Transforming, Transcending & Transfiguring Ourselves & the World with the Power of Light
Consciousness: Seeds and Soil of the Commons
Kosmos Online 12.15.15
Conscious Evolution: A Metaphysical Task
Kosmos Journal, Fall/Winter 2016
The Case for a Values-Driven United Nations. Joni Carley, DMin. 2013
Essential commons is a field for negotiation of what James Quilligan calls “…our mutual commons – the dynamic interrelationship of human subjectivity and material substance,” (Kosmos Journal. Spring/Summer, 2013).
As policies and practices are beginning to better account for the commonality of our materiality, it’s critical that we consciously evolve our understanding of the intangible drivers of our subjectivity. Essential commons is a domain for accessing fundamentals of unity between self and all else through inquiry into the axiology (values), metaphysics (causality), and ontology (nature of being) of the transformative impulse toward commons consciousness.
Essential commons holds integral space for the very essence of our individual and collective commons concerns. In the spirit of statistician George Box’s declaration that, “all models are wrong, some are useful,” the essential commons can be broken down into civil commons, spiritual commons and universal commons.
As the domain where subjectivities come together, civic space is where we create who we have to be to do what we want to do. Civil commons is the ground for establishing every sentient being as a noble seed. It’s a domain of inquiry into the personal and communal “soil” (programs, economics, policy, law, resource management, opportunity, nourishment, connectivity…) required for all seeds to thrive.
Spiritual commons makes sacred space in the commons conversation as a domain of inquiry into the life-force that is unique in each of us and common to all. It is a clearing for inter- and trans-denominational dialog, visionary impulses, wisdom traditions, humanism, metaphysics, spiritual insight and renewal, vibes, and mojo. Spiritual commons is a domain for syncing up our inner GPS’s toward negotiating all of our commons in Golden Rule compliance.
Scientists agree that we only know about 5% of reality and that about 95% of what’s so in the universe is a common frontier. As we continue to unravel the majority mystery we’re part of, the universal commons is a domain for inquiry into what’s beyond our understandings of individuality and commonality. It is a realm for exploring correlation between consciousness, energy, matter, volition, provision, behavior, evolution and the as-yet-to-be-discovered.
Sustainable progress with common resources requires progressing our consciousness of the underlying essentials of the interrelationships of commonality. As we re-negotiate our relationships with shared resources, the essential commons model is a tool for conscious evolution that offers access to our invisible commonality and our deepest resourcefulness.
It was truly a pleasure facilitating a strategic planning retreat for the Psychologists Coalition at the United Nations. There was a lot of interaction – at this moment I was looking in on break-out groups.