The importance of coaching at scale
Coaching in the workplace is the gold standard for creating lasting behavior change. For decades, executives and high-potential employees have experienced the career defining and even life-changing transformation that occurs during one-to-one coaching, walking away from the process more agile, empathetic, resilient, engaged, self-aware and emotionally intelligent. Now that these qualities have become more important than ever at all levels of an organization, business leaders are keen to scale coaching to overcome challenges ranging from retention to reskilling and transforming an organization and its culture.
Scaling coaching is exactly the right move for most organizations. But how you scale coaching, and what coaching looks like at scale, makes all the difference for accelerating enterprise-wide behavior change and achieving your ultimate business outcomes.
The problem with digital coaching
Many leaders learned this the hard way during the pandemic. Concerned about stressed out and checked out employees working in a bubble during lockdowns, many organizations scrambled to roll out off-the-shelf digital coaching solutions that offered virtual coaching "nudges" and self-directed learning. While these enterprise coaching solutions were certainly scalable (employees just needed to download an app), most organizations found they were only halfway successful. Although every employee was given access to coaching, the coaching was still happening in a bubble.
"Scale without connection is chaos," says Bryan Ackermann, a Managing Partner for Assessment and Succession, Leadership and Professional Development at Korn Ferry. "You engage a lot of people in coaching, but they all go their own way. Coaching, when it's connected, changes the organization."
What is connected coaching?
Connected coaching is a new model for enterprise coaching. It channels the energy of your people towards a shared goal, creating momentum and accelerating organizational change.
With connected coaching, experienced coaches working from a shared playbook fan out across the enterprise. They design and deploy coaching journeys for individuals and teams, align those journeys to common business objectives and—most important of all—return with valuable insights for the broader talent organization.
When strategy, technology and human expertise are connected, coaching becomes a catalyst for behavior change at scale.
Connected coaching in practice
Behavior change in individuals is very different than organization-wide behavior change. Consider a group of musicians who each play a different instrument. The trumpet players all have their own personal teachers, who coach them on the finer points of the instrument and work with them on their individual strengths and weaknesses—and so on for the violinists and the bassists and the percussionists. That's enterprise coaching when it's not connected.
But what happens when those musicians come together as an orchestra? The individual gains they've made with their teachers won't necessarily translate to how the orchestra sounds as a whole. That depends not only on their individual ability but also on how well they read each other's cues, how they respond to each other, the feeling they bring to the music and how they follow the lead of the conductor. Individual execution is critical, but the orchestra (and the conductor) is ultimately judged on the performance as a whole.
Connected coaching is like individual instruction in the context of the orchestra. Every musician still has a personal coach and individual goals, but they are working on the same composition, with shared direction and purpose—and the coaches are comparing notes behind the curtain to ensure that everyone is aligned. The coaching is personal, but the ultimate objective is to make the orchestra perform at the highest level.
"If coaching is just general, then you just get increased individual performance," says Dennis Baltzley, PhD, Senior Partner at Korn Ferry and the Global Head of Leadership Development Solutions. "If the coaching is directed, and everybody's focused on agility, say, then you actually create a tipping point and become a more agile organization."
With connected coaching, the organizational objective provides the common thread. The desired behavior change informs the competencies and mindsets that coaches bring to their one-to-one coaching at every level of the enterprise, down to the assessments and feedback that measure the progress of teams and individuals.
Building a coaching ecosystem
If enterprise coaching is disconnected, individual growth and performance will only ever add up to a series of disconnected moments. When individual growth is aligned to a shared objective, on the other hand, behavior change starts to accelerate. Competencies and mindsets become a shared language. Moments turn into momentum and a network effect kicks in.
If coaching is a tool, connected coaching is a system. And striking the right balance between individual growth and organizational growth is essential for the system to thrive.
Coaching at scale is only sustainable if both the organization and the individual see a return on their investment—of time, resources or both. "Like most systems," says Kevin Gagan, a Senior Client Partner in Leadership and Professional Development at Korn Ferry, "if it works for the organization but not the individual, or the individual but not the organization, then it's not sustainable."