You're leading a coaching program. How do you gauge the effectiveness of your innovation efforts?

During executive coaching cohorts and one on one sessions one of the biggest challenges business coaches face is attributed to the designing and execution of leadership creativity & innovation amongst participants and measuring the effectiveness of the participants approach. Having taken through the fundamentals and simulations of building an environment to nurture creativity amongst team members, the following observations are made 1. The ability to come out of the box and view the problem through the 3rd eye 2. The ability to challenge the status quo and the conventions. 3. The ability to garner the support of diverse stakeholders in idea generations 4. Creation of open cultures and active listening 5. Learn fast and fail fast method

When I have a goal discussion with my coaching clients, I always ask this question. "What is the evidence that you have hit this goal?" For many leaders, the evidence that they have hit the goal is actually behavior they have no control over. For most goals, we need to control the activity that creates traction towards achievement. Outcomes are not always guaranteed. Activity targets are completely within our control. If we're not taking action or the action does not result in traction, well that's coach-able

Feedback is key to any lasting change. Collect feedback often and in various ways. Create a core group of change agents and work with them to gather feedback using the methods below: * Conduct surveys to gauge the sentiment of those affected by the change, including a few open-ended questions about what they like and dislike. * Have change agents connect directly with people affected by the change to ask about their feelings, what's working, what's not, and what can be improved. * Conduct workshops to understand the impact of the change. * Present this feedback to management and seek their support. * Foster an environment where people know how to provide feedback as needed.

Once the goals as set you need to work with the individual or team to Map the Journey of how they are going to go from here to where the goals are achieved. Once they start working towards achieving the goals it is more than just gathering feedback. It is also tapping into the team or individuals learning. What are they learning as they work on achieving the goals.? How can they apply what they are learning in other areas of their work or life? Ultimately any coaching program is about transformation and growth. The team or individual need to become the person/team who can achieve the goals.

Feedback einholen ist sehr wichtig. Besonders dann, wenn man au?ergew?hnliche Methoden anwendet. Ich habe jedoch die Erfahrung gemacht, dass sich dieses Feedback schnell und leicht gegen den Coach selbst richten kann. Der Mensch ist leider so gepolt, immer den leichteren Weg einzuschlagen und einen Schuldigen für die eigene Situation zu finden. Dies kann man kompensieren, indem man nach dem "Warum" nachfragt. Die Frage "Warum finden Sie, habe ich diese Technik bei Ihnen angewendet?", spielt den Ball wieder zurück und l?sst den oder die Coachee über sich selbst nachdenken.

Data collection in various forms will provide insight on progress and impact of efforts. Consequently, adjustments can be made based on participant feedback.

La primer frase que aprendí en la materia de #Coaching organizacional dice: "LO QUE NO SE MIDE NO SE VE". Es importante, monitorear el progreso del proceso de coaching, del aprendizaje de los participantes y sobre todo el progreso en el plan estratégico. Es decir, medir cuánto impacta en la concreción de resultados alineados con los objetivo de máxima nuestro programa de coaching. Es por ello, que por ejemplo, la efectividad la puedes medir utilizando la taxonomía de los actos del habla. Puedes medir la cantidad de pedidos que se realizan en las conversaciones, cuántos de ellos se cumplen y el nivel de satisfacción alcanzado por los involucrados. Puedes contabilizar también la cantidad de propuestas realizadas y la calidad de su concreción.

A?adiría a la expresión de la compa?era Carolina Palermo que "Lo que no se mide, no se puede controlar". Si queremos que el proceso de obtención sirva realmente para optimizar, reconducir y mejorar, necesitamos revisar los indicadores regularmente y hacernos preguntas para ajustar nuestras actuaciones.

Para medir la efectividad de tus esfuerzos de innovación en coaching, primero debes definir claramente los indicadores clave de rendimiento (KPI) relevantes. - Evaluar el desarrollo personal y profesional de los clientes a través de herramientas de autoevaluación, retroalimentación de sus supervisores y observaciones directas. - Satisfacción del cliente: Utilizar encuestas de satisfacción periódicas para medir cómo los coachees perciben el valor y la efectividad del programa de coaching. - Impacto en el rendimiento laboral: Analizar cómo el coaching ha influido en el desempe?o laboral de los clientes, incluyendo métricas como productividad, calidad del trabajo y cumplimiento de objetivos.

"Regularly monitor progress to ensure your mentee stays on track with their goals. Schedule consistent check-ins to discuss achievements and address any challenges. Provide constructive feedback and celebrate milestones to keep motivation high and foster continuous improvement."

Eine Einführung von Kennzahlen wird von den wenigsten Coaches angewendet, weil dies schwer einzurichten und zu definieren ist. Soll man % Zahlen verwenden oder Schulnoten oder eine Staffelung von 1-10 und an welchen Kriterien, kann sie festmachen. Ich pers?nlich zerlege die übergeordneten Ziele in einzelne Meilensteine, immer zusammen mit dem Coachee. Diese werden anschlie?end gemeinsam gewichtet. So lassen sich, zun?chst schwer vorstellbare, übergeordnete Ziele in eine Art Treppe unterteilen und nach Erreichen, in einen transparenten Score eintragen. Fortschritte lassen sich so immer visualisieren und rekapitulieren. Es entsteht eine Art Gamification und motiviert st?ndig das übergeordnete Zeil zu erreichen.

Eine Selbstreflektion ist unerl?sslich. Nur wer f?hig ist aus eigenen Fehlern zu lernen, ist dazu f?hig sich zu verbessern und diese Erfahrungen und das erlangte Wissen an andere Menschen weiterzugeben. Das hat einen absoluten Vorteil: Man kommt an den Punkt, sich einerseits selbst zu entwickeln und andererseits, eigene Techniken zu entwickeln, die dazu beitragen, dass sich andere Menschen zu ihrem Besseren entwickeln k?nnen.

As they progress through the journey and you look at what has been learnt, what has been achieved you are able to assess if you are on track to achieve the goals. This process is not cast in stone - it is fluid and can change at any stage in this journey. The journey should always be relevant.

Según mi experiencia como Coach, para que un programa de coaching resulte efectivo para los participantes, tiene que adaptarse totalmente a sus necesidades sin descuidar lo que solicita la empresa. Para cada proyecto tienes que dise?ar estrategias nuevas y a medida del cliente, esto implica los objetivos que pretende el cliente y las necesidades que irán apareciendo durante la ejecución. La agilidad y la adaptabilidad del contenido al contexto que se va produciendo es lo que generará la experiencia positiva en los participantes, por lo tanto, es más posible que se logren los objetivos de máxima planteados por la empresa. Todo el tiempo tienes que monitorear el avance y desarrollo del proyecto y cada capacitación y práctica implementada.

If certain approaches aren't yielding results, analyze the situation and pivot to more effective methods. Continuous learning and openness to change are key to overcoming obstacles and achieving success.

Ich habe die Erfahrung machen k?nnen, nicht alle Methoden passen zu allen Menschen. Als ich gecoacht wurde, versuchte mir eine Technik aufzuzwingen, mit der ich nicht klarkam. Das vermittelte mir das Gefühl nicht richtig, gar dumm zu sein. Dies ist ein Ansatz, den ich in meinen Coachings definitiv nicht anwende. Wenn ein Technik nicht funktioniert, sollte man so schnell es geht umschwenken und einen alternativen Weg suchen, der zum gleichen Erfolgserlebnis für die/den Coachee führt. Viele Wege führen nach Rom, deshalb ist es immer von Vorteil, ein gewisses Repertoire an Techniken zu kennen, die man Fallspezifisch anwenden kann.

It helps to build a cadence around support for the dynamics that contribute to success. For example, I needed my teams to not only meet their project goals, but I needed them to grow as competent leaders of project teams, so I developed a "center of excellence" forum where topics of negotiation, influence, and issue resolution were frequently discussed, helping to bolster continuing success and maturity.

To gauge the effectiveness of the coaching program's innovation efforts beyond defining goals, gathering feedback, monitoring progress, analysing results, adapting strategies, and sustaining success, consider measuring concrete outcomes, benchmarking against industry standards, capturing qualitative impacts, evaluating long-term sustainability, assessing employee engagement, and ensuring stakeholder alignment. These methods offer a holistic evaluation, guiding adjustments for continued program success.

It involves a multi-pronged approach: Track outcomes: Measure tangible improvements in coachee performance, satisfaction, or organizational results. Gather feedback: Collect perspectives from coaches and coachees on the innovativeness and value of coaching sessions. Showcase success: Highlight case studies where coaching innovations led to significant outcomes. Monitor knowledge sharing: Track the dissemination of innovative practices within and beyond the organization. Foster continuous improvement: Regularly review and refine the program based on evaluation findings to ensure ongoing innovation and effectiveness.

It's obvious that we need to measure KPI's and/or smart goals to gauge the success of a coaching program however feedback from the coachees and managers/stakeholders should have a big impact on the definition of success. Soley measuring goals won't give a full picture of success because you can't measure some of the intangible breakthroughs that end up changing a person's life and work.

Measure impact and track progress. Here's how: 1. Ask direct question that informs 'what went well' and what could be 'even better' and how. These feedback surveys will highlight effective strategies and areas needing improvement. 2. Demonstrate value and effectiveness by tracking performance to show the program’s positive impact on intended outcomes. 3. Inform adjustments by using data-driven insights to allow for real-time program improvements. 4. Foster accountability and motivation by requesting regular progress reports to keep stakeholders engaged and committed to goals.