49% of Resilient Organisations Invested in Coaching during the Pandemic
A recent McKinsey survey identified that organisations who invested in coaching amidst the adverse conditions of the pandemic, became more resilient financially and productively
Of the 49% resilient organisations surveyed*, the report indicated that those who developed their managers and frontline managers’ coaching capability skills, helped to enable their businesses to become more resilient, and for some, even improved their productivity and performance overall.
The role of the direct/frontline manager in performance management is not about the system nor about the form and how it fits into the broader strategy – it is about Coaching.
In most cases within these resilient organisations, the role of the manager was redefined to include more time to coach individuals and teams to improve their performance. At these ‘best practice’ companies, frontline managers allocated 60-70% of their days to the floor, with much of this time spent on high-quality individual and team coaching to help solve immediate problems, and to provide support where required.
This practice of adopting a strong coaching muscle, resulted in improving productivity and performance with a significant increase to the bottom line.
Examples of how the Coaching Capability Skills practice helped these organisations to become Resilient Organisation:
• A global vehicle manufacturer and assembly business who applied this ‘best practice’ programme to address their issues of backlogs, capacity constraints, quality and profitability, achieved: 40% per month increase in completed vehicles, quality improvement by 80%, with workers hours falling by 40%.
• A retail organisation who also invested in improving the coaching capabilities of their store managers, saw managers spending more time on the sales floor actively coaching and supporting individual employees to drive their performance to deliver on the organisation’s strategic goals. Overall, this organisation achieved impressive results: productivity rose by 51% in one region and 65% in another.
• In Healthcare, applying the Coaching Capabilities Skills programme to senior nurse leaders saw improvements in reducing employee burnout, workplace incivility, and staffing turnover. The programme included onboarding, mentoring and coaching skills, and developing their transformational leadership competencies that cultivated nurturing, motivating, empowering and educating individuals and teams.
A nursing supervisor at a hospital that empowers its nurses offered the clearest description of the way frontline managers ought to think. This description could be applied to all organisations!
“I am a valued member of the team who has responsibility to make sure my ward nurses have the right coaching to improve patient service while contributing to the overall functioning of our ward. For the first time, I feel as important as a doctor or (Hospital) Administrator in the success of this institution.”
By developing your Coaching Capability Skills, the return on investment for your organisation will be clear. Brigit Egan, MD and Owner of The Oakridge Centre emphasises, “The only justification for coaching is if it really makes a difference to performance. Real behavioural change comes as a result of challenging coaching which questions assumptions, support strengths, and inspires innovation.”
At The Oakridge Centre, we approach assignments by combining people and process issues with our overall objective – to achieve the desired outcomes.
Our coaching programmes are tailored to you, the coachee, and our approach varies according to the personality and needs of the coachee, as well as the culture of the organisation.
To find out more about our Coaching Capability Skills and Performance Coaching for personal and organisational improvement, please visit our Coaching webpages:
Contact Simone Robinson, Interim Managing Director, for more information about The Oakridge Centre's Bespoke Coaching solutions.
*McKinsey report: Unlocking the potential of frontline managers | McKinsey and Return as a muscle: How lessons from COVID-19 can shape a robust operating model for hybrid and beyond | McKinsey
A recent survey identified that organisations who invested in coaching amidst the adverse conditions of the pandemic became more resilient financially and productively.*
