Of course as coaches we knew that but research by Rebecca Jones at Aston Business School suggests that when compared to other workplace interventions coaching has a greater impact than training or 360 degree feedback.
She looked at 24 different studies of workplace coaching and found that it produced several positive outcomes such as positive attitudes, improved work behaviour, time management and overall performance.
Coaching achieved these in three ways: by using goal-setting, encouraging reflection, and providing tools to encourage the transfer of new skills.
She found that having multi-source feedback could detract from the coaching process (which is a surprise as I’ve found it to be a powerful tool at an appropriate stage in the coaching process).
However the facility of the coach to tailor an approach enhanced the process and the use of telephone coaching facilitated confidentiality (my colleague is a great believer in Skype for career coaching).
She also found that internal coaches may be more effective due to their insider knowledge of the organisation culture. Past research has found that the more senior the client the more likely they are to prefer an external coach.
This was reported in Coaching at Work magazine Vol 9 issue 2.
In the same issue it was reported that executive coaching had once again become the province of senior leaders as organisations reserved it for their top executives.