Measure what matters in team coaching

Evidence based. Data driven. Results oriented. These are key foundations of modern business. We need to align with them to be taken seriously as team coaches. This post, and the seminar on May 14/15, are about tracking the data and results that matter most for client value. Once we are clear on that, we figure out how to measure them in practical, realistic ways.

Team coaching results simply are not covered in full by precise numerical reports that read like a chart or a balance sheet. Performance numbers are an excellent way to grab the attention of business leaders. But if we limit ourselves to numerical measurement, we’re likely to miss the true value of team coaching.

A lot of the value in team coaching resides in unlocking human energy and collaboration. This requires innovative approaches to measurement and reporting of results.

Measurement tools currently in the market

• Individual assessment tools are widely available and used, with strong validation and market acceptance. But in focusing on individuals they miss most of the systemic purpose of team coaching.
• Team assessment tools are part of the way forward in tracking the systemic benefits of team coaching. However these tools are in earlier stages of development and acceptance. So far I – and my clients – have not been wowed. Often the process of measuring is more costly and cumbersome than the real business relevance of the results.
• Self-rating by teams on their particular agenda (using a free online survey tool) is quick and easy. It has the benefit of being focused on the specific issue at hand. We can compare their self-rating on, for example, collaboration before and after the team coaching process and deliver meaningful numbers.
• Corridor talk: this is not a recognized measurement tool but actually in my experience it is highly influential in contract renewal. And it is largely invisible to coaches! We ignore it at our peril. Consider office chat as an informal measurement tool of the value of team coaching.
• Qualitative reporting of outcomes: this is surprisingly effective and powerful in the real world. It takes account of the complex mix of numerical measurement and less tangible energetic shifts that nonetheless are vital to business success. More about this in the preparation video and the seminar itself.

Validity of measurement

Measurement is not always as impartial as we would like. It’s a well known principle of physics (Heisenberg’s Principle) that the act of measuring a system often impacts the system in a way that renders the measurement out-of-date due to the changes. I see something similar happening when I perform standard assessment surveys with my clients. Just being asked about a whole range of people and business dynamics often raises new questions and complaints which are different for each respondent. This can render many of the numerical assessment results rather bland averages.

The important business outcomes in a large system usually depend on so many factors that we simply can’t claim easy victories for team coaching. Employee engagement went up by 10%? Important, yes. But was it only due to team coaching? Profits went up (or down)? Can the leadership team coaching project take the credit (or blame)?

Measure the value that matters

In my experience, the more senior the executive you are reporting to, the more they are paying attention to the subtleties of aligning the people they lead. They can quickly see through any glib claims of massive ROI or improved profitability through team coaching. But if you learn to discuss their real concerns about people dynamics with business leaders, you will find a results-reporting language that works for them.

Often the outcomes lie in subtle energy shifts. Business leaders have celebrated outcomes with me that are not numerical but extremely valuable. For example

• The top executive team are no longer stabbing each other in their backs.
• I see the production people working better with the design team than they have for years.
• The team got over the pain of the change and started to really tap into new AI opportunities.

If we only report on what is easily measured, we can end up with “team cohesion went up from 7.3 to 7.7” and in my experience that doesn’t win me repeat business. Or we can try to widen the lens and talk about factors more commonly discussed in boardrooms, such as return on investment (ROI). But claims about “50x ROI” make the business leader in me very sceptical. The ICF posted a useful outline of how to track ROI in a pragmatic way but again, beware of using these kind of big claims outside of HR departments.

Join the generative conversation

I have more ideas and war stories to share, which I will do in the seminar preparation video as well as the session itself. I invite you to be part of the advanced conversation that creates new possibilities. How have you measured results in your work? In your clients’ words, what is the true value of your team coaching?

Join us and build your skills in measuring and reporting the true value of team coaching and consulting. We meet across the date line:

• Thursday May 14th at 6 pm Pacific / 9 pm Eastern time
• Friday May 15th at 9 am Singapore & China / 11 am Sydney time