Known Outcomes of Coaching & Mentoring (Part II)

What else do we know about the known outcomes of coaching & mentoring within organizations?

1.      Healthier Individuals: Organizations are more effective when the individuals within them are psychologically robust.  The most effective people possess high self-esteem and self-confidence.  They are optimistic about the future.  Rather than being filled with negative emotions, they approach issues from a positive point of view.  When leaders invest in coaching, they greatly increase the probability that the individuals being coached will feel better about themselves and their performance.

2.     Resilience: Things seldom go exactly as planned.  Problems arise.  Potholes suddenly appear in the road.  Nearly all leaders want their direct reports to recognize these challenges and meet them without the leader having to be there to micromanage them.  It is especially important that employees not lose heart or conviction about the organization’s mission or vision simply because a roadblock arises.  Leaders would prefer not to be like the “plate spinners” who have to scurry about keeping every plate from wobbling and falling off the stick; instead, they would like people to create their own energy and have an inner ability to maintain balance and not be tipped off center by challenges.

3.     Heightened Creativity: The coaching conversation is a perfect venue for the leader to convey the expectation and hope that each employee will approach issues with his or her own ideas and innovative approaches.  The leader can convey that fresh thinking is not only welcomed but also expected.  If coaching is a mutual exploration of better ways to approach challenging situations, rather than merely occasions when they boss gives direction or advice; then creativity may be enhanced.

4.     Increased Risk Taking and Exploring: One of the strongest criticisms of organizations today is that they are risk averse. People are afraid to try something new and different.  People are stuck in ruts.  Effective coaching consistently includes opportunities for the individual to explore new approaches, new work processes, new assignments, new goals and grand schemes for improving the overall functioning of their team or the whole business.   The manager/coach can not only encourage an employee to pursue such a project but also provide a safety net of support for that employee.

5.     Mindset of an Owner versus a Hired Hand: Just as parents breathe huge sighs of relief when their children reach the stage where they start making wiser, well-thought-through decisions, so leaders wish their colleagues to develop along similar lines.  Most leaders rejoice when a colleague moves from requiring continual direction on a particular task – and from incompetence to competence. This new level of mastery includes him taking initiative to solve problems, find resources, making better decisions based on solid logic and experience.  Many organizations that we work with state that they wish their employees took more initiative and were innovative.  

       Strategic leaders long for employees to be proactive and creatively take calculated risks to improve organizational performance.  However those same organizations and leaders rely on organizational systems to drive performance, and these organizational systems (performance reviews, merit increases, and bonus structures) are not necessarily designed to promote behaviors that are in alignment with risk-taking, innovation and taking initiative.  Coaching promotes greater ownership and commitment on the part of the employees. It helps create citizens, not just consumers.