Developing Leadership in U.S. Government: Financial Institutions During Times of Crisis

EVALUATION OF THE EXECUTIVE COACHING PROGRAM

An evaluation of the agency-wide coaching program launched in FY 2007 was conducted by an independent outside contractor. The responses were overwhelmingly positive in several key areas: the achievement of critical goals established at the onset of coaching; development of leadership competencies that directly impact team and business success; the value of the relationship established between coach and participant; and the skill of the

coaches involved in the program.

Chief among the participants’ assessments was the value of having someone with whom they could share issues and concerns, and who would provide a fresh perspective with direct, honest feedback. Several participants expressed sentiments similar to this coaching client: “Most valuable to me was having another perspective to assess the working relationships within my management team. She provided a unique insight into these relationships and identified opportunities not obvious to me.”

Managers also reported that the program helped their employees become more effective leaders in several areas, including their ability to communicate expectations to staff and hold them accountable. They also emphasized the value of candid discussion and feedback between coaches and program participants.

A second evaluation study was conducted in 2008. The evalu- ation showed that 100 percent of the participants and their supervisors concurred that the participants became more confident as leaders and managers. Additionally, 93 percent of the participants and 100 percent of their supervisors agreed that the coaching participants became more effective managers. Participants noted their greatest growth in three areas: