Coaching World Issue 13: March 2015 - Page 13

estimates a savings of $744,632 USD and a return on investment of 211 percent over five years. LTC has also been credited with an 18 percent increase in employee engagement (from 52 percent in 2005 to 70 percent in 2013). CareSource also measures LTC clients’ return on expectations. After clients identify their expectations for the coaching engagement, Becker asks them to use a 10-point scale to assess their confidence in achieving each goal. They’re asked to repeat the exercise at the end of the engagement. Current ROE numbers show a 91 percent increase in leaders’ confidence in their ability to achieve their goals after coaching. Smith says one of the most powerful illustrations of LTC’s impact is the way coaching skills have been put into action across the organization. “When I’m doing three- to four-month post-coaching evaluations, I often hear, ‘I now use the coaching questions that were used with me with my staff, and that’s making them more effective,’” Smith says. “Their personal goal for coaching may be to become more effective as a leader, but the longer-term effect is that they in turn are using these skills with their staff, thereby allowing them to be more effective and become more empowered.” Prior to September 2014, Becker—whose job description allocates 75 to 85 percent of his work time to coaching—was one of only two internal coach practitioners serving LTC clients. (The second internal coach had 25 percent of his time allocated to coaching. CareSource also keeps an Executive Coach, and ICF Member, on retainer to partner with senior leaders as requested.) As CareSource continued to grow, however, the demand for coaching in LTC outpaced Becker’s availability. As a result, the organization added a second ICF Professional Certified Coach with 15-plus years of experience to the team. Becker says the addition of another full-time staff resource helps ensure the program’s continued success by enabling LTC clients to lengthen engagements on request and providing for expanded training of managers and leaders to use coaching skills. Coaching World Becker and Smith encourage other nonprofit talentdevelopment professionals to invest in coaching for their organizations—however lean their operating budget. “As a nonprofit, we put roughly 93 cents of every dollar back into our members’ care,” Smith says. “Yet, in the midst of all that, we have chosen to invest in coaching our leaders. Having an internal coaching program in our organization is that critical.” 13