| | NOVEMBER 2024MANAGEHRMAGAZINE.COM9The other reservation I have on the effectiveness is linked to the lack of quality measurement. I have always struggled to find meaningful research that confirms without a shadow of a doubt what makes coaching effective. What should coaches focus on to deliver clear and tangible results? Should it be, as proposed in Paige and De Hann's article "Does executive coaching work?" (2014), the strength of the coaching relationship, the type of coaching intervention, and the self-efficacy of the coachee? And, if that is the case, how can one be certain which variable has the most impact? Moreover, how can we truly measure the impact of the coaching? As David Reimer puts it in his article "The end of executive coaching?", the better question is, if the leader has improved, how and where has the organization become more effective, more productive, more innovative, or more profitable as a result of that leader's evolution? Regardless of my doubts, I nevertheless value what coaching generates. Why? Firstly, because based on what I have experienced over the years, the various discussions I have had with coaches and corroborated by what I have read, I believe that executive coaching does contribute to attaining one's objectives, improving performance and contributing to overall well-being. If I did not, I would not support the implementation of a coaching framework supporting the leaders of the organisation I work for. Secondly, I believe that at the heart of effective coaching is a connection between people, the qualities of which are too vast to measure and yet the benefits cannot be denied. What Should Organisations do Then?I must not be alone also since the data I have seen suggests executive coaching is expanding across more organisations, with an industry revenue increase of 62% since 2019 and with the industry being recognized by PWC as the second-fastest-growing global sector. To maximize its impact though, like many others, I believe that organisations counting on executive coaching should ensure it is not provided to coachees as a stand-alone activity. Executive coaching should be combined with other forms of leadership development. Whether it be through mentoring, projects, or other form of learning strategies, organisations should put in place a leadership ecosystem that supports leaders in their development journey. The intangible nature of coaching should not stand in the way of exploring the benefits it can bring to your organization and the people in it. This is an opportunity to dig in a discover your organizations ideal framework, using the advances in the field such as coaching platforms to your advantage. The industry is expanding with or without you.
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