Whilst it is clear that workplace ​coaching is effective, the features that make it so have proved incredibly difficult to assess.

Studies tend to involve very few people, tend not to have meaningful control groups (i.e. a replica group of people subject to the same conditions who don't get coaching, for comparison purposes), don't account for differences in coach style, approach and quality, or find companies willing to fund it. Added to this, coaching is still a relatively new area so there is limited solid information on effectiveness available (although many coach training programmes suggest otherwise by reporting on coaching studies most of which are not robust or authoritative).

​​So, it was good  to see a new analysis of 117 studies carried out in 2018 (by Bozer and Jones*) to identify those aspects that make a difference to coaching effectiveness. They found that coachee characteristics count enormously. Effective outcomes were linked to coachees:

• being interested in learning and improving (i.e. they did not have a fixed mindset and were not over-confident)
• having good levels of self-efficacy (i.e. had confidence in their ability to develop)
• being well motivated to take part
• trusting the coach and being comfortable to speak openly

​This supports the findings from other studies. In our one-to-one coaching programmes, coachees are invited to take a self-assessment to check their readiness for coaching. Our coaches all undertake a 'willingness and readiness for coaching' assessment as part of the initial engagement.

​Many of our coachees tell us about regularly feeling stressed in their working lives. Many struggle to find good ways to address it. Very often it seems that the worse the problem is, the more complex and sophisticated the solution needs to be.

A study by King’s College London last year found that being among trees and hearing birdsong improved mental well-being, and the effect lasted for hours. Other studies suggest that a forest environment can lower blood pressure and the stress hormone cortisol. Forty years ago the Japanese government initiated Shinrin-yoku, a 'woodland bathing' activity to help business people to de-stress.  

So, for a rapid and effective de-stressor, leave the phone behind (or in your pocket) and take a walk through the park, woods or other outdoor space and see how it benefits you... Let us know how you get on.

Leadership development is notoriously difficult to get right. For years consultants, business school gurus and other experts have created new trends as they have attempted to define what makes a good leader and how those characteristics can be developed. 

These trends have included authentic leadership, transformational leadership and emotionally intelligent leadership among others. Whilst it is likely that there is value in all of these there is no evidence at all to suggest that high authenticity or emotional intelligence for example, will cause a person to be a better leader. (Most of us probably know poor leaders who are very authentic or highly emotionally intelligent. If we are very unlucky we have also worked for one!) 

John Antonakis*, Professor of Organisational Behaviour at the University of Lausanne, describes this as the classic problem when experts mix up correlation with causation. Most experts examine the top performing companies and then look to see what their CEOs have in common. They then determine that these are the essential characteristics of success and go on to promote developing those features in others.  Antonakis illustrates the problem: "it’s like studying the top CEOs in Switzerland and saying their names are Hans, Ulrich, Juergen, Joerg, and what have you. What do they have in common? They’re male. If the top 10 performing companies have a male with a Germanic name as CEO, does it mean that you need to have a Swiss German male to run a top performing company? No. Because the bottom performing companies probably also have Swiss German male CEOs running them". 

A very firm advocate of evidence-based practice, Antonakis outlines what the characteristics known to be important in good leaders are:

• personality traits such as emotional stability, extraversion, conscientiousness and open-mindedness
• intelligence - to be effective a leader must be smarter than the average in the group BUT not too much smarter as that risks the group not understanding or being left behind
• task-oriented leadership - having a good grasp of the system, the organisation and the strategy 

Once these essentials are in place, people and communication skills come to the fore (but without these essentials will remain ineffective). Other characteristics may well prove to be important, but the evidence isn't there yet. 

Good, effective assessments for these characteristics are readily available and can form a robust basis for selection and promotion decisions as well as underpinning leadership development programmes.  

To discuss how we can help you with these approaches for development and assessment, or our leadership development programmes generally, do get in touch.