Coaching. It's a hot topic and its use to accelerate leader development is on the rise. You've heard of its benefits and how it can transform leaders, teams, and organizations, but you want to make sure your leaders are seeing the benefits.
Many leadership coaching engagements focus on similar topics according to The Conference Board's Global Executive Coaching Survey (2017):
At FlashPoint, we measure coaching engagements in a few different ways, but it always starts by getting agreement on what success looks like up front. This is both at the organizational level and the individual leader level.
Other than 1:1 coaching, there is also team coaching, where the focus is mainly on how the team works together and usually the objective is to increase productivity and positivity.
In most coaching engagements, a 360 degrees before the coaching engagement is recommended , followed by a post 360 degrees conducted with the same stakeholders after the coaching engagement. What coaches need to pay attention to here is that the stakeholders are made aware that they use the same yardstick for measuring the coachee as before.
For the coachee, it is never a bad idea to take a few stakeholders alongwith him/her on the journey.
The “ post-then ” evaluation design corrects this problem. The problem is handled by not providing any pre-assessment at the beginning of the intervention. Then, at the end of the intervention, the participant answers two questions. The first question asks about behavior as a result of the program (“Post” evaluation).
Kenneth Nowack, Ph.D. is a licensed psychologist (PSY13758) and President & Chief Research Officer/Co-Founder of Envisia Learning, is a member of the Consortium for Research on Emotional Intelligence in Organizations. Ken also serves as the Associate Editor of Consulting Psychology Journal: Practice and Research.
Coaching has the potential to facilitate developmental changes for individuals and organizations. In business settings, coaching programs offer an accessible and cost-effective option because they can help executives adapt to new roles or environments on the job.1 Coaching is also considered one of the most powerful methods for developing soft skills.1 It may also be used as a remedy for poor performance or to help navigate extreme organizational changes.2
While program evaluations may seem complicated, expensive, or even overwhelming, they are critical for improving programs. Evaluations can provide process data on the successes and challenges of early implementation or, for more mature programs, can provide outcome data on program participants. The information obtained can help to target program resources in the most cost-efficient way. The key is to understand the questions to be answered and adopt an appropriate, familiar model while conducting evaluation concurrently with program design. Then how well the program is being implemented (process) can be measured as well as its impact on the organization (outcomes or goals).
One of the best ways to come to grips with the evaluation process is to become an expert with one or more models for evaluation. These models serve as heuristics to scaffold the evaluation in ways that make the process more manageable.
Program evaluation is the systematic collection and analysis of information related to the design, implementation and outcomes of a program for the purpose of monitoring and improving its quality and effectiveness.4 Information is collected systematically and deliberately, following the same rigorous methods applied in other types of research
After all, even the top athletes in the world can’t self-diagnose when they’re in the middle of a game and neither can your salespeople. In either case, they’re playing to win. And if you’re struggling to find coaching opportunities with your top performers, observe them.
Coaching isn’t about you ! And no, it’s not effective to split the ‘one on one’ meetings you have with your people, where half of the meeting is their agenda and half of it is yours. The coaching session needs to be their sacred time and it needs to be positioned that way.
One of the most familiar strategies that faculty use to determine the success of course is to review how well students perform on their assignments, exams, projects, papers, and other learning activities - in other words, grades.
The Course Evaluation Form consists of a number of close-ended questions about the course and instructor, as well as open-ended questions for students to complete.
Generally speaking, this means gaining an understanding of what your students have learned and assessing what specific learning activities , assignments, resources, texts, conversations, etc. may have been significant contributors to that learning. Of course, assessment can also shed light on the gaps in student learning ...
Course evaluations play a critical role for faculty at Mason. They are used in faculty annual reviews and decisions about faculty renewal, promotion, and tenure.
Student feedback is an important source of information about what is working well or what might be improved with respect to your course. Students can be refreshingly open about what aspects of a course are fostering their learning and what course components they find less valuable.
Having students evaluate their work and the work of their peers is a valuable learning experience because it makes evaluation criteria explicit, it helps students learn to apply the criteria, and ultimately, it gives them ownership of what they learn.
Of course, assessment can also shed light on the gaps in student learning and what you might consider to address those gaps. As much as possible, assessment should be varied and occur at multiple points throughout the semester. Remember that it does not have to be exclusively your job.