“You cannot be a good manager without being a good coach. You need to go beyond the ‘traditional notion of managing that focuses on controlling, supervising, evaluating and rewarding/punishing’ to create a climate of communication, respect, feedback, and trust. All through coaching. Many of the other skills of management can be delegated, but not coaching.”
The preceding paragraph was lifted from the book ‘Trillion Dollar Coach: The leadership playbook from Silicon Valley’s Bill Campbell’, written by, amongst others, Eric Schmidt. Putting all the Silicon Valley folklore aside, the basic premise is simple; smart people, no matter how accomplished at present, need a good executive coach to help navigate around decision-making blind spots.
This all sounds great, but many of us would be forgiven for mumbling to ourselves that anything is possible at organizations that have seemingly endless budgets for management to play around with. What could possibly go wrong if your office is called a campus, and your workforce is made up of recent graduates wearing ivy-league branded hoodies bought while they attended those institutions of higher bragging.
There is a certain amount of truth to this. Look around and you’ll see a growing disparity in the business world between the haves and have-nots. Those with resources are able to hire the best executive coaches, and the results are plain to see. How about those who don’t have the resources but have a work ethic? Or, how about the ones that tried, and failed? During the Covid-19 pandemic, businesses continue to close at an alarming rate while others are shattering record books. If each failed business owner had access to an executive coach, would the outcome have changed? Would the number of closed businesses have been reduced?
There are many different methods to determine the ROI of coaching. To simply place a number would be disingenuous. Any statistic can be repackaged to suit whatever agenda. Various studies have shown a ROI of anywhere between 528% – 788% on executive coaching engagements. The numbers are irrelevant without context, however what cannot be argued is that great coaching delivers great results.
At 8D40, we have always believed in the principles of human-centered design thinking. What we have learned throughout the years however is that the humans that we’re creating for are just as important as the humans who briefed us. In true creative problem solving mode, we asked ‘What happens when you focus energy not only on the people an organization is creating for, but on the very people within the organization. Instead of just creating better products, services or internal processes, what if we can help create a better leader/manager/team? So we studied, practiced, worked our way to certification. And now we’re launching an executive coaching practice we’re calling coachAbility specifically geared for decision-makers who are confident enough to ask for help. Leaders for whom coachability demonstrates strength in character. We believe that to create change, it will be a collective effort. What better way to create better products, services or processes than to be truly human first.