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Full Description
This book offers an essential evaluation model so that leadership coaches and stakeholders can demonstrate the impact of their coaching programmes, challenging current thinking that the return on investment from leadership coaching is too complex to measure. The book is both practical and strategically informative, supporting coaches and organisations to plan confidently for the future as they collaborate over both short- and long-term decisions.
The book provides:
•Ideas and insights into the dissemination of evaluation data to key strategic destinations
•Case studies that show how to evaluate Return on Investment (RoI) for both financial and non-financial targets such as behaviours, potential and wellbeing
•Tips, templates and reflective activities
Re-imaging evaluation as a strategic opportunity rather than an operational task enables leaders to perform in an agile way that is responsive to local and global uncertainties and business priorities.
"It's a pleasure to find a comprehensive, insightful and evidence-backed approach with practical examples of how [evaluation in coaching] can be done."
David Clutterbuck, Special Ambassador, European Mentoring and Coaching Council
"A real aid for leaders, managers and indeed all organizational members."
Professor Peter Stokes, Leicester Castle Business School, De Montfort University, UK
"'Evaluating the Impact of Leadership Coaching' makes for a great read from two writers interested in helping move the debate from the facile to the factual, and from ego to evidence."
Prof Jonathan Passmore, Senior VP CoachHub and Professor of Coaching and Behavioural Change, Henley Business School, UK
Mark Jamieson is an award-winning leadership coach and founder of the GreenWing Project focused on the development of young leaders. His coaching specialisms include youth leadership and women in business leadership.
Tony Wall is Professor at Liverpool Business School, Liverpool John Moores University, UK, and an affiliated professor at Stockholm University, Sweden. Working with the European Mentoring & Coaching Council (EMCC) in Brussels, he founded the EMCC provocations series.
Contents
Part I. Where evaluation fits, why it's not working, and why we should care
Chapter 1: Why organisations prioritise leadership coaching and how they are failing to evaluate their investment
Chapter 2: How ambidexterity awarded strategic thinking an 'A+' and exposed evaluation as a 'Fail'
Chapter 3: Ambidexterity proves one size doesn't fit all
Part II: Ambidexterity, the key that unlocks evaluation
Chapter 4: No more excuses for not evaluating
Chapter 5: How to evaluate: Part 1- Evaluation levers
Chapter 6: How to evaluate: Part 2 - Putting evaluation levers to work
Part III: Bringing Evaluation to Life: Four Case Studies
Chapter 7: Evaluation in a private sector partnership
Chapter 8: Evaluating youth leadership coaching in a state school
Chapter 9: Evaluating in a charity
Chapter 10: Evaluating in a local government department
Chapter 11: Evaluation - the future: How to do it and why we need to do it
