Coaching World Issue 11: August 2014 | Page 13

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