Ineffective leadership coaching is costly and impedes development, according to the Institute for Corporate Productivity (i4cp)
Seattle, WA (June 18, 2013) - The Institute for Corporate Productivity (i4cp), a research organization that focuses on the people practices that drive market performance, has released new research that reveals that organizational ineffectiveness at coaching future leaders is potentially costing companies and shareholders in a big way.
i4cp's new report, How High-Performance Organizations Accelerate Executive Leadership Development, offers three key leadership development approaches that characterize high-performance organizations:
- Call upon trusted individuals for mentoring and professional colleagues for coaching.
- Utilize high-visibility assignments as well as hands-on developmental opportunities.
- Access internal resources and external institutions to provide leadership development learning content.
Of the three practices discussed in the report, coaching has the highest correlation to market performance—defined by revenue, profit, market share and customer satisfaction—yet 44% of organizations say they're not effective at coaching high-potential employees.
The biggest source of this deficiency falls on managers and supervisors. In fact, 51% of survey respondents (a mix of human resources and business leaders) indicated that leaders who are ineffective at coaching high-potential employees are the top hindrance to the success of leadership development programs.
"Of course, managers who are ineffective at coaching their employees are just a symptom of a deeper issue," said Donna Parrey, senior analyst at i4cp and study author. "This latest research offers clear evidence that organizations need to do more to support their managers. Providing leaders with adequate training on how to coach effectively is critical to both coach and coachee, and that in turn can have a significant impact on financial performance."
This research was developed in conjunction with i4cp's Executive Leadership Development Exchange, a peer working group that includes AT&T, Cargill, Pitney Bowes, Toyota Financial Services and several other leading organizations.
A complimentary abbreviated synopsis of the report is now available on the i4cp website and i4cp members have exclusive access to download the full report now. This research will be followed with an upcoming report, Journey to Leadership Profiles, which includes stories on their personal journeys to leadership from executives in firms that are members of i4cp's Executive Leadership Development Exchange.
i4cp focuses on the people practices that make high-performance organizations unique. Years of research make it clear that top companies approach their workforces differently. In recognition of our status as the largest and fastest-growing network of its kind, i4cp was named to the prestigious 2012 Inc. 500|5000 list. We work with our network of organizations to:
- Reveal what high-performance organizations are doing differently
- Identify best and next practices for all levels of management
- Provide the resources to show how workforce improvements have bottom-line impact
Through our exclusive, vendor-free network―in which peers collaborate to drive strategic research, as well as share tools and insights—i4cp provides a unique, practical view of how human capital practices drive high performance. For more information, visit http://www.i4cp.com/