Despite the availability of assessment tools such as Kirkpatrick's 4 level model, the vast majority of companies do not measure and track the outcomes of coaching, and with little evidence to support the ROI, coaching will come under increased scrutiny. In addition, behavior/skills based coaching does not produce long-term performance improvement because the underlying motives and and thoughts that drive those behaviors has not changed. Renton very effectively summarizes the approach that Burnham Rosen Group uses to uncover those underlying motives and then help leaders acquire and strengthen the motives that are associated with superior performance.
The book is available in bookstores and online.
Burnham Rosen Group is proud to be featured in CIMA's journal, "Excellence in Leadership." Lorie Farrell and Rob Jackson, two BRG consultants, write this issue's Human Capital article:
The science of superior performance – how can empirical science be applied to leadership? Is it possible to identify what differentiates top performing managers from their less successful peers and can how can leadership development be predicted?
While, as the saying goes, we are all equal in the eyes of God, this is not necessarily the case in the business world. We pay people differently, reflecting differences in perceived worth and, though we endeavour to provide opportunity to all, in a meritocracy our goal is to encourage the best to prosper.
With progression based on merit and dependent on the successful navigation of selection processes one might expect genuine homogeneity in levels of performance. Yet data and everyday experience suggest there can be enormous differences in performance between people in the same job. Performance management systems are the organisational device that should ensure the business ultimately promotes and benefits from the most talented; at least that’s the principle.
There is however a frustrating passivity about relying on such systems, and their effectiveness often becomes diminished by other organisational dynamics. Can we in fact identify why some people substantially out-perform their colleagues? Can we predict who will turn out to be a superior performer for any given job? Farrell and Jackson say yes, but not by using the methods commonly found in organisations today. ‘360 degree appraisals, psychometric testing and the like are simply not sufficiently reliable predictors of outcomes. Bringing a more proactive and scientific approach to the investment decisions around people is the core focus of our work in Burnham Rosen Group’, says Farrell...
Excellence in Leadership
courtesy of CIMA