Success & Effectiveness

Coaching  is extremely effective process. Nowadays, there is a number of published studies demonstrating that coaching has the following positive effects on coachees (Kombarakaran et al, 2008; Baron & Morin, 2009; Grant et al, 2009; Garcia, 2012; Utrilla et al., 2015; Bozer & Pirola-Merlo, 2018):

  • Achievement of demanding goals.
  • Greater activation and productivity.
  • Improvement in managing divvesrity.
  • Strengthening of resilience.
  • Boosting of performance.
  • Improvement of wellness.
  • Development of leadership skills.
  • Behavioral change.
  • Adaptability and flexibility.
  • Building of a positive and optimistic attitude.
  • More effective stress management.
  • Strengthening self-efficacy.
  • Self-knowledge at an individual and systemic / organizational level.
  • Improvement in the sense of job satisfaction.

However, coaching alone is not a “magic potion”. Often, extensive interventions and changes that will contribute to a positive outcome are needed in the organization.

Efficiency criteria

The factors that determine the success of our interventions include:

The Coach’s training

It is important to choose the right Coach. The market has pseudo-coaches with only a few days of training, no university background or certifications. At CP we differ. Our people stand out for their high level of education, their interdisciplinary approach, their professional training in coaching and adult education and their extensive experience in the field.

Clarification of the initial goals and expectations

Coaching is an extremely effective tool but without a clear framework, it cannot yield the desired results. We work closely with all involved parties to come up with clear, concrete and measurable objectives from the outset.

The relationship between the Coach and the Coachee

The relationship with the coachee or the team is decisive for a positive outcome. We develop an alliance with coachees and organizations that can be characterized by clear boundaries, trust, acceptance and reciprocity. We create the intervention plan together with our customers; therefore, all parties are actively and equally involved in its implementation.

Mutual commitment to the goal

Every relationship needs all sides to be sync to be effective. We shape the required framework but ask for our clients’ conscious involvement and commitment for their growth, change and success.

Management’s presence & support of the project

Close cooperation with Management and its support during the implementation of our work within organizations and businesses, is important. Management support includes the provision of necessary resources, participation in working meetings with the coach, feedback directly to coachees about the progress of their development.

Authenticity, sharing knowledge and ideas.

As a personal, inter-subjective experience, coaching can not be assessed with statistical indicators. Every measurement and assessment should remain very close to people’s own experience, focus on what is happening, avoiding theoretical and mental leaps (Bonito et al, 2008). For this, every intervention involves the regular supervision of each project and the authentic subjective view of each side.

References & indicative bibliography

Agarwal, R.; Angst, C.; Magni, M. (2009). The Performance Effects Of Coaching: A Multilevel Analysis Using Hierarchical Linear Modeling. The International Journal Of Human Resource Management, 20(10): 2110-2134.

Baron, L., Morin, L., (2009). The Coach-Coachee Relationship In Executive Coaching: A Field Study. Human Resources Development Quarterly, Vol. 20, No 1.

Bozer, Gil & Pirola-Merlo, Andrew. (2018). Executive Coaching Effectiveness: A Conceptual Framework.

Bono, J.; Purvanova, R.K.; Owler, A.J.; David, B. (2009). A Survey Of Executive Coaching Practices. Personnel Psychology, 62(2): 361-404.

Bowles, S.V., & Picano, J.J. (2006). Dimensions Of Coaching Related To Productivity And Quality Of Life. Consulting Psychology Journal: Practice And Research, 58(4), 232–239.

Bozer, Gil & Pirola-Merlo, Andrew. (2018). Executive Coaching Effectiveness: A Conceptual Framework.

Burke, D., & Linley, P.A. (2007). Enhancing Goal Self- Concordance Through Coaching. International Coaching Psychology Review, 2(1), 62–69.

Conway, R.L. (2000). The Impact Of Coaching Mid-Level Managers Utilizing Multi-Rater Feedback. Dissertation Abstracts International, A (Humanities And Social Sciences), 60(7-A), 2672.

Ely, K., Zaccaro, S.J. (2010). Evaluating The Effectiveness Of Coaching: A Focus On Stakeholders, Criteria, And Data Collection Methods. In G. Hernez-Broome & L. Boyce (Eds.). Advancing Executive Coaching (Pp. 317-349). San Francisco: Jossey-Bass.

Garcia, J. M. De Haro, (2012). Executive Coaching Results: A Classification Proposal. Papeless Del Psicologo, Vol. 33(3), Pp. 221 – 226.

Utrilla, P., Grande, F.,A., Lorenzo, D. (2015). The Effects Of Coaching In Employees And Organizational Performance: The Spanish Case. Intangible Capital 11(2): 166-189.

Grant, A.M. (2003). The Impact Of Life Coaching On Goal Attainment, Metacognition And Mental Health. Social Behavior And Personality: An International Journal, 31(3), 253–264.

Grant, A., Curtayne, L., Burton, G. (2009): Executive Coaching Enhances Goal Attainment, Resilience And Workplace Well-Being: A Randomised Controlled Study, The Journal Of Positive Psychology: Dedicated To Furthering Research And Promoting Good Practice, 4:5, 396-407.

Hodgetts, W.S. (2002). Executive Coaching: What Can Go Wrong (And How To Prevent It). In C. Fitgerald And J. G. Berger (Eds.), Executive Coaching: Practices And Perspectives. Palo Alto, C.A.: Davies-Black.

Kombarakaran, F., Yang, J., Baker, M., & Fernandes, P., (2008). Executive Coaching: It Works! Consulting Psychology Journal: Practice And Research, Vol. 60, No 1, Pp 78-90.

Kampa-Kokesch, S. (2002). Executive Coaching As An Individually Tailored Consultation Intervention: Does It Increase Leadership? Dissertation Abstracts International: Section B: The Sciences & Engineering, 62(7-B), 3408

Libri, V., & Kemp, T. (2006). Assessing The Efficacy Of A Cognitive Behavioural Executive Coaching Programme. International Coaching Psychology Review, 1(2), 9–20.

Luthans, F.; Peterson, S.W. (2003). 360-Degree Feedback With Systematic Coaching: Empirical Analysis Suggests A Winning Combination. Human Resource Management, 42(3): 243-256.

Machin S., (2010). The Nature Of Internal Coaching Relationship. International Journal Of Evidence-Based Coaching & Mentoring, Special Issue No 4, Pp. 37-52

Moen, F.; Allgood, E. (2009). Coaching And The Effect On Self-Efficacy Organization Development Journal, 27(4): 69.

Smither, J.W., London, M., Flautt, R., Vargas, Y., & Kucine, I. (2003). Can Working With An Executive Coach Improve Multisource Feedback Ratings Over Time? A Quasi- Experimental Field Study. Personnel Psychology, 56(1), 23–44.

Stober, D.R. (2008). Making It Stick: Coaching As A Tool For Organizational Change. Coaching: An International Journal Of Theory, Research And Practice, 1(1), 71–80.