During subsequent sessions,
coachees learned how to use the
framework to address specific
issues by considering how and
when they could help themselves
by developing another aspect of
the learning style.
The use of Stephen Covey’s time
management matrix invited
important conversations about
coachees’ stewardship of their
time and energy. By making minor
adjustments in their workflow
(e.g., completing demanding tasks
when energy is at its highest and
accomplishing routine items,
such as expense reports or inbox
management, when energy levels
were lower), coachees found they
were able to complete a higher
volume of work while feeling
more in control.
The Power of “No”
Barbara Hankins, MSc
Stress reduction was, by far, the
No. 1 goal of coachees, so many
of our conversations centered on
understanding whether individual
sources of stress were within or
outside their control. We used
the concept of comfort zones
(shown above) to discuss stressful
situations, partially to measure
degrees of discomfort, but also to
offer a new perspective on stress.
Not only did coachees using this
technique find that it gave them
greater control over stress, they
were also able to recognize the
benefits of being in the stretch
zone (where development
happens), and even put
themselves into situations that
moved them into the stretch zone.
Early in the engagement, it
became clear that coachees were
also plagued by concerns around
time management; indeed, poor
time management was also a
contributor to both workplace
stress and subpar performance.
Although all of the coachees
were experienced and proficient
in serving as the voices for their
clients, they would often keep
quiet about their own needs and
limitations. As such, many of our
coaching engagements focused
on understanding the power of
the word “no,” and recognizing
that it isn’t always an outright
refusal to do something: It’s
simply a way to put yourself in
control of when you do something
and give yourself a louder voice
in your personal and professional
life. Not surprisingly, when
coachees leveraged the power
of “no,” their self-confidence
increased, their stress levels
dropped further and their grasp
on work/life balance improved.
Passing it On
Despite the absence of hard
data on the organizational
level, pre- and post-coaching
questionnaires administered
to coachees revealed the high
ROE of coaching, with coachees
reporting decreased stress,
improved time management,
enhanced work/life balance and
positive career progression as
outcomes of coaching.
In a post-coaching testimonial,
the organization’s CEO wrote that
the coaching was “well-received
and had lasting effects in relation
to staff’s ability to reflect on
their practice and communicate
effectively with management. As
managers, we have also learned
from the experience, especially
about the value of investing in
staff development and listening to
the voice of practitioners.”
In addition to increased
personal and professional
effectiveness, many coachees
reported that they were able to
“pay it forward;” i.e., to apply
the tools and techniques they
acquired through coaching in
conversations with their own
clients to help improve their
quality of life, demonstrating
the ripple effect of coaching
and its ability to effect genuine
change in our communities and
in the world.
A shortcoming of the coaching
program was that it wasn’t
grounded in pre- or postcoaching data. Collecting
metrics around employee stress
(e.g., absenteeism, citations
of stress as a reason for
leaving during exit interviews)
w ould have enabled a greater
understanding of what caused
employee stress and greater
facility for evaluating the ROI
of coaching.
Coaching World 13