Maturity Model

Coaching Maturity Assessment

Level 1: Casual

Mostly ad-hoc coaching assignments, if any. No centralized management. No measurement. The coaches = whoever someone knows from wherever.

Level 2: Conditional

1:1 coaching assignments, though some for remedial purposes. Some centralized oversight, tracking with excel spreadsheets(!) Standards for coach selection. Measurement = Ask coachee if they were satisfied.

Level 3: Coordinated/Centralized

Many 1:1 executive coaching assignments, possibly internal coaching too. Coaching perceived positively. Vetted cadre of coaches. Centralized/coordinated management, typically with specialized software. At least 2 varieties of measurement.

Level 4: Coaching Culture

Multiple forms of coaching in place (i.e. external, internal, team, group, leader as coach) and are widely valued in the organization. Coaching Center of Excellence established, coach cadre as full partners, strive toward ROI metrics

Adapted from Mastering Executive Coaching (2019). Passmore, J., Underhill, B., and Goldsmith, M. (eds.) New York: Routledge. Pp 178-193.

 

Where is Your Organization in the
Coaching Spectrum? Start Here!

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Measurement
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MENU – What coaching offerings exist?
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We don't have any substantive coaching offerings at this time.

1:1 Traditional executive coaching assignments and/or offering coaching skills training for our leaders
Internal coaches (who also do other work) and/or coaching is added to ongoing leadership development programs.
We offer a variety of coaching styles, e.g., Team coaching, Group coaching, Peer coaching, Internal coaches (who ONLY coach)
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MANAGEMENT – How is coaching overseen?
Select ONE that best describes your organization


Coaching tends to be ad hoc; Management of coaching is very decentralized.

Coaching is managed by the business unit but we don't always know each instance where coaching is taking place. If we track coaching, we probably use spreadsheets.
Coaching is managed centrally in our organization and/or we use a coaching management software.

We have established a Coaching Center of Excellence (CCoE) which oversees all aspects of coaching in our organization.
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MEASUREMENT – What metrics are employed?
Select ONE that best describes your organization

We don't do any measurement of coaching assignments.
We ask the coachee, and/or their boss, if the assignment was successful.
We run a customer satisfaction-type measurement following assignments or use some form of multi-rater measurement to determine assignment success.
We operate aggregated, company-wide coaching dashboards and/or we are linking coaching to return-on-investment measures.

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MEMBERS – Who are the coaches?
Select ONE that best describes your organization

Leaders/HR find their own coaches.

Individual HR selects coaches for use in our organization.
Coaching selection is done centrally, and we have company-wide standards for coach qualification. We meet with our cadre regularly and 2 way learnings are shared.
We treat our coaching cadre as strategic partners or host our coaches in person periodically. We constantly evaluate and upgrade the quality of our coaches.
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Results

Scores (this section will be hidden in the final version)

Casual
Conditional
Coordinated
Culture
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Coaching Maturity Assessment
Evaluate Your Organization's Coaching Results Here!

Thank you for participating in the Coaching Maturity Assessment. According to your answers, your organization's coaching practice is in the Casual stage of maturity.

Overall – Casual

Overall Organization Coaching Results

Organizations who are in the Casual phase of coaching maturity generally do not spend a lot of time thinking about coaching nor do they consider including coaching in developmental programs. These organizations don't usually perceive the need for coaching and consequently may not be aware that coaching can have positive business impacts.

Conditional organizations typically offer coaching to deliver basic leadership skills and is used to focus on specific areas of poor performance. Coaching is typically assigned by the business unit leader or by the HR department. If executives find their own coach, they generally do not advertise the fact. Success is defined if the coachee is happy and the boss feels the situation is improving. Where multiple coaching engagements are taking place at the same time, these assignments are typically tracked in a document or spreadsheet.

Biggest Opportunity: The biggest opportunity is to help the organization successfully reframe coaching as a proactive development tool that delivers business results, helping managers to use coaching strategically and proactively instead of only using it reactively to address negative performance.

Where to start: Education on the value of coaching is the best starting point. Identify tangible business scenarios where there are performance issues that impact efficiency or overall results.

Explain how improved team or leadership performance could impact results. Identify potential champions of coaching within the organization and look for opportunities to trial a coaching engagement. When coaching happens, share information about any positive business impacts.

How CoachSource helps organizations in the Casual phase: CoachSource is often called on as a resource to help organizations learn more about the value of coaching and showcase where it has impacted business performance. Whether it's an individual or a team in need of coaching, CoachSource can implement a cost-effective coaching engagement that can demonstrate tangible results.

Companies that have a coaching function in the Conditional phase typically view coaching as a corrective action assigned when they believe someone is demonstrating poor leadership or poor performance. If others are aware that someone is receiving coaching, it is typically seen as negative consequence of poor leadership behavior.

Coaching assignments are typically one-off initiatives where executives who want a coach must find one themselves or to ask HR to locate one and nobody is expected to measure results. In Casual organizations, people don't know when coaching is taking place and coaching isn't typically considered as a potential solution.

Biggest Opportunity: Organizations in the Casual stage have the biggest opportunity to recognize the benefits of coaching and consider how it could become a solution to improve performance.

Where to start: Most companies at the Conditional level will need to spend the most effort on resetting the organization's expectations about what coaching is. These organizations will need to overcome internal skepticism that defines coaching as a punishment.

Education and patience can help reframe coaching as a proactive resource for developmental. It may help to identify areas in the organization that could benefit from coaching and to encourage those already engaged in coaching to see coaching as an investment in their future, rather than a corrective action.

How CoachSource helps organizations in the Conditional phase: CoachSource is often called on as a resource to help organizations learn more about the value of coaching and showcase where it has impacted business performance. Whether it's an individual or a team in need of coaching, CoachSource can implement a cost-effective coaching engagement that can demonstrate tangible results.

At this stage of development, coaching is generally seen as a positive investment applied to key leaders and selected emerging high-potentials. The coaching function in these organizations is often used to enhance a well-supported leadership development program and can sometimes accompany internal mentoring and training programs.

Integration of the coaching with the leadership development initiative often establishes clear criteria and standards for coach selection. Coaches may include professional executive coaches (external) and coaches may also be internal, well-respected leaders who work with high-potential, more junior employees.

Because of the many moving parts, companies in the Centralized/Coordinated level will often use some form or software that is designed to track and manage coaching engagements. These organizations typically measure success at the end of the engagement using assessments that collect feedback from multiple stakeholders. Leaders of coaching functions at the Centralized/Coordinated stage meet with their coaching team regularly to share learnings to continuously improve the program.

Biggest Opportunity: Ironically, despite the sophistication of a Centralized/Coordinated coaching function, the biggest opportunity for these companies is to drive coaching down and across the organization. By integrating coaching into every function at every level, organizations can more organically capture the benefits that coaching can provide.

Where to start: Leveraging the power of internal coaches and showcasing the impact these leaders have on their teams and on the culture can help create momentum and drive interest in building a leadership style that engages every employee, at every level.

How CoachSource helps organizations in the Centralized/Coordinated phase: CoachSource has helped many organizations to more efficiently coordinate and manage executive coaching programs. With over 1100 Coaches in over 100 Countries with a wide range of experience and backgrounds, CoachSource can offer turnkey coaching solutions that make managing the coaching function easier. CoachSource Cloud software gathers critical coaching data, tracking coaching and measuring results.

Organizations that have achieved a Coaching Culture leverage coaching as part of their everyday business practices. As a result, coaching and its benefits are widely known and embraced at every level of the organization. Coaching cultures regularly utilize a wide range of coaching approaches including Team coaching, Group coaching, Peer coaching, and have often hired professional coaches on as staff. While coaching takes place at every level of the organization, Formal coaching programs are managed centrally through a Coaching Center of Excellence (CCoE).

Coaching Cultures, often develop aggregated company-wide coaching dashboards and work to link coaching to business results, using sophisticated return-on-investment measures. Whether working with internal or external professional coaches, coaches are considered strategic partners who are critical to the business and are expected to meet clear quality standards.

How CoachSource helps organizations in the Coaching phase: CoachSource has helped many organizations to more efficiently coordinate and manage executive coaching programs. With over 1100 Coaches in over 100 Countries with a wide range of experience and backgrounds, CoachSource can offer turnkey coaching solutions that make managing the coaching function easier. CoachSource Cloud software gathers critical coaching data, tracking coaching and measuring results.

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