New Leaf Life Coaching · 2018-12-28 · Page 3 of 28 Lucy Nicholls, 1 February 2010 Becky Wright, New Leaf Life Coaching for NHS Islington Executive Summary Overview This report

Prepared by: Lucy Nicholls for Becky Wright at New Leaf

February 2010

New Leaf Life Coaching Project Evaluation Report

Page 2 of 28

Lucy Nicholls, 1 February 2010

Becky Wright, New Leaf Life Coaching

for NHS Islington

Contents:

Executive Summary

Overview

Methodology

Findings

Concluding remark

Introduction

1. About the Life Coaching Programme

1.2 Methodology

Analysis

2. Sample profile

2.1 The coaching group

3. Attendance rates

Outcomes

4. Measuring participants’ Life Wheels:

4.1 Methodology

4.2 Life Wheel analysis: comparing before and after coaching

5. Attainment of participants’ objectives

5.1 Objective setting: methodology

5.2 Analysis of participants’ objectives

5.3 Participants’ self-reporting of achievement of objectives

6. Participants’ views on the impact of the Coaching Programme on their working

lives

7. Participants’ views on the impact of the Coaching Programme on their personal

development

8. Participants’ review of the Coaching Programme

9. Managers’ evaluations

Appendices:

Appendix 1: Participants’ evaluation data in detail

Appendix 2: Managers’ evaluation data in detail

Cover Image shows wordle of all participants’ feedback, see www.wordle.net

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Executive Summary

Overview

This report presents the results of an evaluation of the Coaching Programme carried out by Becky

Wright from New Leaf on behalf of NHS Islington (NHSI) between April and December 2009.

This Executive Summary provides an overview of the evaluation methodology and findings.

Methodology

The evaluation employed a primarily qualitative approach utilising questionnaires and Life Wheels.

(For more information on Life Wheels, see section 4.1.)

During the first session of coaching, the participants completed Life Wheels. They also

completed forms with their basic details, including length of service. With the coach, they

chose three objectives for the coaching programme.

At the end of the Life Coaching Programme, the participants completed Life Wheels again.

They also completed evaluation forms asking them to reflect on the effect that the coaching

programme had on their personal development and working life, as well as asking for

feedback about the Coaching Programme itself.

At the end of the Life Coaching Programme, the line managers of the participants were

asked to complete an evaluation form asking for their opinions of whether the Life Coaching

Programme had had any effect on their staff member’s working life.

The aim of the questionnaires was to determine the participant profile, what objectives were set,

what the participants felt they had achieved and how their line managers perceived the Life

Coaching to have affected the participant and the organisation as a whole. The questionnaires were

also intended to gather information about the Life Coaching Programme and whether it was felt to

have been carried out in the most effective manner.

Findings

Overall, the average increase in reported satisfaction across all areas of the Life Wheel was 20%. The

area of highest increase was “Career” with an average increase of 33%. This was followed by

“Personal Development” with an average increase of 31% and “Motivation” with 27%.

In analysing the participants’ objectives by theme, 28% focused on improving management skills or

working more effectively, 22% focused on personal or practical aims and 22% focused on increasing

the participants' confidence. At the end of the coaching programme participants were asked to

revisit their original objectives and evaluate how successful they had been in meeting these

objectives. Nine of the 12 original participants returned these evaluations. 85.3% of objectives were

reported to have been met “extremely well or very well.”

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Nine of the original 12 participants returned post-coaching questionnaires. 100% of participants

reported that they felt more positive about their work and felt more positive about their career. 89%

agreed that their motivation had increased as a result of coaching and that their performance at

work had been enhanced. 100% felt that their morale had increased. 100% considered themselves

to be "very satisfied" with the coaching experience and 100% would recommend coaching to

colleagues.

Seven line managers returned evaluations. Of these, 100% considered that their staff member was

more positive about their work as a result of the Coaching Programme. 87.5% felt that their staff

member was more positive about their career as a result of the programme. 100% of managers

agreed that their staff member was more motivated at work and less stressed at work. 88% agreed

that their staff member had their morale raised as a result of the coaching programme.

100% of managers agreed that their organisation would benefit from coaching being more widely

available.

Concluding remark

Both participants and managers were very positive in their feedback and considered that the

coaching programme was beneficial both to the participants and also to their organisations. The

objectives set were largely around improving their own abilities and increasing their own morale and

confidence in order to improve their workplace skills.

The participants appear to have gained many benefits from the coaching programme, becoming

more confident in their own working abilities. This is reflected in the managers’ feedback, which

shows that managers believe that the coaching programme resulted in more motivated staff. It is

reassuring and worth noting that all managers agreed that their organisation would benefit from

coaching being more widely available. This demonstrates that, while coaching may focus on the

needs of the individual, it has wider benefits for the organisation as a whole.

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Introduction

1 About the Life Coaching Programme

The Life Coaching Programme was run for NHS Islington (NHSI) from March 2009 to January 2010. It

was managed and carried out by New Leaf Counselling.

The programme offered life coaching for 12 members of staff identified by NHSI. Each individual

(participant) was offered five sessions of life coaching lasting 90 minutes per session. The venue was

agreed by NHSI.

“The aim of the coaching was to improve productivity and enable the

participants to achieve specific goals. These goals (objectives) were chosen by

the participant during the first session. Each participant chose three specific

objectives.

The agenda will be on achieving specific, immediate goals. The participant will

decide what their goals will be. The coaching will aim to help the individual

make decisions, grow and develop as a specialist practitioner. It is essentially a

non-directive form of development. It focuses on improving performance,

productivity and developing/enhancing individuals skills. Life Coaching can

increase productivity levels because people feel the company is investing in

them on an emotional level. Time can also be spent exploring stress and

techniques to help deal with this in the work place.

The main benefit to companies with Life Coaching is retention and better

performance. When people feel happier, they perform better. They also see

this as a real commitment on the part of the company and they feel valued.”

- Becky Wright

About the coach

The Life Coaching Programme was carried out by Becky Wright. Becky Wright is a qualified

counsellor . She holds a Diploma in Counselling and a Master of Science Degree in Counselling

Research. She also holds a Diploma in Individual and Group Supervision. Much of Becky Wright’s

experience has grown from her work within health services and private practice. She uses mentoring

and coaching in short term work with participants or for those who it assumes do not require a

psycho-social intervention. Becky works within the Association for Coaching’s Statement of Shared

Professional Values.

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1.2 Methodology of the Coaching Programme

The coaching was carried out in one-to-one sessions in Islington with Becky Wright, Life Coach and

counsellor trading as New Leaf. The coaching group (the participants) comprised 12 individuals

selected by NHS Islington (NHSI) to participate in the coaching programme.

The venue was chosen by NHSI. Each session lasted for 90 minutes. Each participant was offered

five coaching sessions. At the first session, objectives were set and participants completed Life

Wheels (see section 4.1 for more information).

The meetings were structured in nature and focussed on specific areas, according to the

participant’s objectives, with the overall focus on personal development or issues in working life.

The coaching aimed to help the individual make decisions and grow and develop. It focused on

improving performance, productivity and developing individuals’ skills. The coaching assumed that

the individual participants were self-aware and psychologically healthy.

Evaluation Methodology

For the purposes of goal-setting and also to enable the programme to be evaluated, the following

methodology was used:

During the first session of coaching, the participants completed Life Wheels. They also

completed forms with their basic details, including length of service. With the coach, they

chose three objectives for the coaching programme.

At the end of the Life Coaching Programme, the participants completed Life Wheels again.

They also completed evaluation forms asking them to reflect on the effect that the coaching

programme had on their personal development and working life, as well as asking for

feedback about the Coaching Programme itself.

At the end of the Life Coaching Programme, the line managers of the participants were

asked to complete an evaluation form asking for their opinions of whether the Life Coaching

Programme had had any effect on their participant’s working life.

The aim of the questionnaires was to determine the participant profile, what objectives were set,

what the participants felt they had achieved and how their line managers perceived the Life

Coaching to have affected the participant and the organisation as a whole. The questionnaires were

also intended to gather information about the Life Coaching Programme and whether it was felt to

have been carried out in the most effective manner.

When reporting the findings of these evaluations, we have omitted comment-type responses that

may identify the participant, in order to maintain anonymity.

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2. Sample Profile

2.1 The coaching group

Length of NHS service:

The participants had been employed by the NHS for an average of 9.7 years. A graph showing the

individual’s length of service in the NHS is shown below.

Number of year in NHS - individual clients' data

2 2

45

6 6

13

15

17 17

20

0

5

10

15

20

25

1 2 3 4 5 6 7 8 9 10 11

Clients

Nu

mb

er

of ye

ars

in

NH

S

Average

Note: Of the 12 participants, one did not specify how long she had been

working for the NHS, therefore this chart shows the 11 responses received.

Gender of participant group:

The participant group was 100% female. There was no particular reason identified for this particular

trend.

Previous experience of Life Coaching:

Of the 12 participants, one had worked with a coach before. For the other 11 participants, this was

their first experience of working with a coach.

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Is this your first experience of working with a coach?

yes

92%

no

8%

3 Attendance rates

Twelve participants started the programme. Each participant was offered five coaching sessions.

The overall attendance across all sessions was 71%. 83% of the participants attended 80% or more

of the sessions. 58% of the participants attended all the sessions.

Two participants were unable to attend all the sessions due to work commitments. One participant

moved to a new job after 80% of the sessions.

A breakdown of attendance by participant is shown in the bar chart below.

% Sessions attended

20%

60%

80% 80% 80%

100% 100% 100% 100% 100% 100% 100%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

1 2 3 4 5 6 7 8 9 10 11 12

Individual clients' attendance

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4 Measuring participants’ Life Wheels

4.1 Methodology

The Life Wheel (or Wheel of Life) is a tool commonly used by professional life coaches. It is called

the "Wheel of Life" because each area of the participant’s life is mapped on a circle, like the spoke of

a wheel. It helps participants focus on different areas of their lives and assess which areas need

focus and improvement.

The categories that were chosen for the purpose of this evaluation were general categories with an

emphasis on work-related areas. They were: emotional, health, motivation, work, career, personal

development, home life and spiritual. Precisely how these areas were defined was left to the

individual.

The Life Wheel tool used during this evaluation

The Life Wheel is a visual representation of the participant’s perception of their life. It illustrates the

areas where the participant feels that their life is not as fulfilling as it could be.

The Life Wheel can be used as preparation for life coaching and as a tool for measuring how self-

reported changes have occurred over time. The Life Wheel was used during this coaching

programme for these purposes, and as a means of evaluating the participant’s perceptions of the

changes that occurred by the end of the coaching programme.

After discussion with the Coach, the participant draws their current frame of mind onto the Life

Wheel. This exercise is undertaken at the beginning of the coaching programme and again at the

end. In this way, we can compare how the participant feels that their satisfaction levels have

‘improved’ across a broad range of areas. For the purpose of reporting the results of the Life Wheel

exercise for this evaluation, the before and after reports from the participants are mapped onto an

octagon on a scale of 0-10, corresponding with the participant’s own assessment.

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0

2

4

6

8

10

Emotional

Health

Motivation

Work

Career

Personal Development

Home life

Spiritual

The Life Wheel results are mapped onto a calibrated octagon

4.2 Life Wheel analysis: comparing before and after coaching

Of the 12 participants, all were asked to complete a Life Wheel before and after the coaching

programme. Of those, 9 completed a Life Wheel both before and after the programme. These Life

Wheels are shown below.

Key: Green: Before Coaching

Red: After Coaching

Client 1

0

2

4

6

8

10Emotional

Health

Motivation

Work

Career


Home life

Spiritual

Client 2

0

2

4

6

8

10Emotional

Motivation

Work

CareerPersonal Development

Home l ife

Spiritual

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Client 3

0

2

4

6

8

10Emotional

Health

Motivation

Work

Career


Home life

Spiritual

Client 4

0

2

4

6

8

10

Emotional

Health

Motivation

Work

Career


Home life

Spiritual

Client 5

0

2

4

6

8

10

Emotional

Health

Motivation

Work

Career


Home life

Spiritual

Client 6

0

2

4

6

8

10Emotional

Health

Motivation

Work

Career


Home life

Spiritual

Client 7

0

2

4

6

8

10Emotional

Health

Motivation

Work

Career


Home life

Spiritual

Client 8

0

2

4

6

8

10Emotional

Health

Motivation

Work

Career


Home life

Spiritual

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Client 9

0

2

4

6

8

10

Emotional

Health

Motivation

Work

Career


Home life

Spiritual

Overall, the average increase in reported satisfaction across all areas of the Life Wheel was 20%. The

area of highest increase was “Career” with an average increase of 33%. This was followed by

“Personal Development” with an average increase of 31%, and “Motivation” with 27%. A bar chart

showing the average change by life area is shown below.

Self-reported changes in satisfaction levels (Life Wheel) -

average change over all clients

13%

19%

27%

21%

33%

31%

13%

19%

0%

5%

10%

15%

20%

25%

30%

35%

Emotional Health Motivation Work Career Personal

Dev.

Home life Spiritual

Perc

enta

ge c

hange

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5 Participants’ objectives

5.1 Objective setting: methodology

Each participant set their own goals and objectives at the first session, as well as stating the criteria

by which success could be measured. This was done in order to set specific, immediate goals that

would be the focus of the coaching programme. Each participant set three objectives.

5.2 Analysis of participants’ objectives

The objectives set were specific to each participant and covered a broad range of themes. Analysis

of the participant’s objectives show that the largest theme was that of “improving management

skills/working better” (which covers such objectives as working more effectively or communicating

better at work). This was followed by “Practical/Personal aims” which included things such as

managing one’s finances better or arranging holidays or non-work-related training.

Clients' objectives by theme

(3 objectives x 12 clients)

10

8 8

6

1

3

0

2

4

6

8

10

12

Improve

management

skills/to w ork

better

Personal/Practical

aims

Increase

conf idence

Gain a better

w ork-life balance

Deal better w ith

stress

Improve decision-

making ability

Objectives - theme

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The following pie chart presents these themes as percentages.

Objectives by theme

Deal better w ith

stress

3%

Improve

decision-

making

ability

8%

Gain a better

w ork-life balance

17%

Increase

confidence

22%

Improve

management

skills/to w ork better

28%

Personal/ Practical

aims

22%

Once the participants had chosen their objectives, they were asked to explore the success criteria for

their objectives. This ensured that the participant would know what they were aiming to achieve

and gave consideration to how their achievements could be accomplished and monitored.

A selection of objectives and success criteria appear in the following table. This table comprises 12

objectives from the original 36 objectives of all the participants, and is intended to give an

illustration of the type of objectives that participants were aiming towards. (Objectives that have

been omitted from this illustrative list have been omitted as they may compromise the anonymity of

the participants, or may repeat objectives that are already listed.)

Objective: Success criteria:

I would like a healthy balance between work and

home.

Feeling that I can do activities e.g. go to the gym

once a week.

I would like to cope with stress more effectively. I would be more relaxed and approachable.

I want to be confident and more assertive both

at home and work.

Improved communication: I will put my thoughts

forward and speak out more.

I want to be better at making decisions. I will take control of decisions made. I would see a

difference in my career.

I would like to switch off and create some space. I would feel less stressed out. I would feel better.

I would like to be in control of my finances. I would be managing my finances efficiently.

I want to be the best manager I can be. I would know and understand how to manage

member of staff. Feedback from staff members.

I would like to be more assertive in my role to

make my views heard.

I would challenge views and feel more confident in

work.

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Objective: Success criteria:

I would like to be clearer on career

opportunities.

I would complete a skills audit and update my CV.

I want to be able to leave work on time and have

lunch. Boundaries to leave work at work.

I would have a regular lunch break and be able to

'let go'.

I want to be more confident in myself. I would be more confident to speak more at

meetings: I would have a voice.

I want to delegate more. The team would be working better.

5.3 Participants’ self-reporting of achievement of objectives

At the end of the coaching programme participants were asked to revisit their original objectives and

evaluate how successful they had been in meeting these objectives. Nine of the 12 original

participants returned these evaluations. Of these, each had three objectives. Across all 27

objectives, 85.3% of these objectives were reported to have been met “Extremely well or very well.”

The following pie chart shows the overall evaluation of the achievement of objectives, according to

the participants.

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6. Participants’ views on the impact of the Coaching

Programme on their working lives

Participants were asked to rate the impact of the Coaching Programme on their working lives. They

were given a variety of statements and asked how strongly they agreed with each statement.

Five options were given for each statement: strongly agree, agree, neither agree nor disagree,

strongly disagree or disagree. The statements were all positive statements. For the purpose of

reporting, Strongly agree and agree are illustrated in green, neither agree nor disagree is illustrated

with amber and disagree or strongly disagree is illustrated in red. The responses are detail are

provided in Appendix 1.

As a result of the Coaching Programme:

100%

100%

100%

100%

89%

89%

89%

89%

67%

11%

11%

11%

11%

22% 11%

I feel more positive about my work

I feel more positive about my career

I am more confident in my ability to

make decisions

I feel more positive about my ability to

lead

I have taken steps to further my career

in the organisation

My motivation has increased

My performance at work has been

enhanced

I have been able to deal with personal

issues which may otherwise have

affected my performance at work

I feel less stressed at work

strongly agree and agree neither agree nor disagree strongly disagree or disagree

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7. Participants’ views on the impact of the Coaching

Programme on their personal development

Participants were asked to rate the impact of the Coaching Programme on their personal

development. They were asked how good the Coaching Programme had been at helping them to

improve in various areas of their personal development.

Four options were given for each statement: excellent, good, satisfactory and not satisfactory. For

the purpose of reporting, excellent and good are illustrated with green, satisfactory is illustrated

with amber and not satisfactory is illustrated with red. The responses in detail are provided in

Appendix 1.

How good was the coaching programme at helping

you to:

100%

100%

100%

100%

100%

100%

100%

Improve your performance

Become more aware of learning

Prioritise your development

needs

Set yourself development goals

or targets

Set yourself new goals

Feel more positive about your

development

Raise your morale

excellent or good satisfactory not satisfactory

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Further questions about the impact of the Coaching Programme and

participant responses

Please comment on any impact that you believe the Coaching Programme has had on you:

} I have more independence in my abilities and conviction in the choices that I make.

} Life coaching has given me a space to reflect and realise how much I still have to offer. More

importantly, it's helped me to understand that putting myself first is essential! That way I

can make better choices, be more balanced and productive.

} I feel so much more motivated and in control of my life. I was a bit lost before but the

coaching has given me the time to think about what I really want to achieve and how I can

make it happen.

} Awareness of self and making space for new experience. Thank you.

} It has allowed me to recognise and deal with (partially!) personal and work issues which

otherwise would not have been addressed. I am definitely more positive and able to

recognise times when I am responsible for issues affecting me work to determine steps to

address them.

} Coaching has helped me to clarify where I am going and what I really want to achieve. I feel

less stressed and enabled to get on with what I see as a priority.

} More assertive and improve my [work skills]. I've learnt to set myself goals. I feel like I've

matured more. I'm more independent.

} The Coaching Programme has had a profound effect on me which I have shared with

colleagues and friends.

} I've thought more about myself and set goals which have been achievable. I looked forward

to the sessions and felt extremely positive afterwards.

Please comment on any impact that you believe the Coaching Programme has had on your

working life:

} I have been able to make a more active choice in ensuring that I leave work (mentally) in the

workplace and enjoy the time I have at home.

} I can now see clearly what I still need to develop while celebrating the positive contributions

I've been making.

} I've learnt a few key coping mechanisms which have changed the way I behave at work and

deal with work situations and generally I think I am a much better colleague and manager!

} Increased my confidence, awareness of my management style. Given me the insight to deal

with difficult situations.

} Has helped me to prioritise and develop strategies to achieve goals/address obstacles

importantly, to take ownership of events/results and to be aware of the degree of influence

or impact I have on a given situation or issue.

} I am able to divide work from home life and explore future career options while appreciating

my value in the organisation.

} To enhance my management of staff.

} I feel more control during my working day, more in command of my work and working

environment.

} I have a better work-life balance.

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Please comment on any impact that you believe the Coaching Programme has had on your

organisation:

} Hopefully for the better.

} Happier, satisfied, self-aware staff make productive and motivated workers. NHS Islington is

a forward thinking employer. I enjoy working here and would like to continue developing

within the organisation.

} I am very grateful to the organisation for giving me this opportunity - happy, confident staff

are much more productive and loyal to their organisation.

} I believe it should be mandatory for all Band 7/8 managers as part of their leadership

development or PDP.

} Coaching has allowed members of staff an external 'safe' environment to discuss work

concerns and consider options for self-improvement and improving motivation.

} I've been able to reflect and look at my options so helped with reflective practice. I've

reviewed my work this has really helped.

} I found the coaching programme empowering and enabling. I approach my work with a

stronger sense of purpose, working through difficult tasks to ad hoc in a logical and

structured way.

} My performance … has improved.

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8. Participants’ review of the Coaching Programme

The coaching programme

offered five sessions.

Was this:too many, 0%

about right,

78%

too few, 22%

Was the frequency of the sessions:

too many, 0%

about right,

100%

too few, 0%

How satisfied do you feel

with your coaching experience?

Very satisfied,

100%

satisfied, 0%Not satisfied, 0%

Would you recommend

a coaching programme

to your colleagues?No, 0%

Yes, 100%

‘Would you recommend a coaching programme to your colleagues?’(see above) ancillary question:

Please expand on your reasons:

} Sessions are tailored to need and this is rarely offered within our organisation – [they are]

usually v[ery] broad in focus.

} Because you get a chance to explore and be challenged about the blocks that stop you

achieving.

} Partly it is about having that time to think only about yourself, and secondly it has helped

focus my mind and take responsibility to change my life for the better.

} It allowed for personal and workplace development and explored areas where one may have

affected the other.

} I have thoroughly enjoyed the sessions and have felt challenged to drill down into what has

left me to my current position and state proactive steps to self improvement.

} From what I've gained, the support from [the coach] and it’s helped me to stick to goals.

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} The programme covers the whole person and permits a step away from daily constrictions. I

felt a new lease of life. Confidential discussion included all aspects not just work and play!

} This has been a life-changing experience and made me feel very positive.

How has the Coaching Programme compared with other learning and development opportunities

you have been given?

} As above - very few opportunities given for personal training and tailored to needs and

expectations.

} It's personal, specific and impartial. 1:1 sessions have helped to enhance my confidence and

sharpen some old tools.

} Completely different. Usual learning and development opportunities focus on one skill or

area for development. Coaching loves all sorts of things - things I wasn't even expecting!

} Very useful in focusing on the positive in a given situation or requiring me to think about my

ability to manage/respond/plan about a situation in a constructive manner. Probably the

most holistic in its incremental usefulness of courses I've attended as a manager at NHSI.

} I found the sessions with New Leaf more individualised and personal and felt listened to with

good tips for further development.

} This has been really good, it's more practical it helped me personal development and it them

impacts on my professional life. It can transform people. This is work based and personal this

enhances your performance and work.

} The coaching programme centres on me, whereas other interventions and not centred on an

individual. As a result the content is entirely relevant.

Do you have any additional comments about your coaching programme?

} Really useful - hopefully [this is] something that will be fed back to management.

} Thank you!

} I had no idea what to expect when I signed up to this and simply thought I'd just see what

happens. I have been completely blown away by how much I have enjoyed coaching and

embraced the concept across my whole life. Thank you!

} Thank you for your support, wisdom and advice.

} Just to say I feel very fortunate to have been given the opportunity and to thank [the coach]

for continued patience and understanding. The lessons I've learnt will be with me always!

} It's a very good programme which should be directed at band 6/7. I also think some bands 5

will benefit. I think this will help to increase their way of thinking and working and help in

staff retention.

} I would encourage people to attend.

} I would encourage employers to provide such coaching.

} The programme is an all encompassing opportunity which provides immediate and on-going

support for those who are lucky to have experienced it.

} I would like to thank [the coach]. I always found [the coach] very easy to get along with. She

was always very encouraging and helped/enabled me to think through solutions.

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9. Managers’ evaluations Managers’ evaluations of the effects of the Coaching Programme on their staff

After the Coaching Programme, the line managers of the participants were given evaluation forms

and asked to complete them. These forms asked the managers for their opinions of the effects of the

Coaching Programme on their employees (the participants).

Of the 12 managers contacted, eight returned completed evaluation forms.

As a result of the Coaching Programme,

I believe that my staff member:

100.0%

87.5%

85.7%

87.5%

100.0%

100.0%

87.5%

100.0%

87.5%

75.0%

12.5%

12.5%

12.5%

25.0%

12.5%

14.3%

is more positive about their work

is more positive about their career

is more confident in their ability to make

decisions

is more positive about their ability to

lead

is more aware of the impact of their

behaviour on others

is more motivated

is performing better at work

is less stressed at work

cooperates with their team better

is more effective in dealing with difficult

people and situations

strongly agree or agree neither agree nor disagree disagree or strongly disagree

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Do you consider your staff member to be a better team leader as a result of the Coaching

programme? Can you think of an example of something that has happened that has made you

come to this conclusion?

} Absolutely - [the participant] has clearly benefitted in confidence.

} There is no one example with [the participant]. [The participant] works positively and with

motivation on a day-to-date basis. [The participant] particularly works professionally and

flexibly viewing all issues positively and constructively.

} [The participant] demonstrates more certainty with her decision making and more

confidence in taking a leadership role.

} Her [recent work] show this emerging strength but can still be built on.

} [The participant] has had to deal with some very complex and difficult staff management

issues. She has dealt with these professionally and responsibly and I have seen her

confidence grow as a manager as a result.

} [The participant] feels that coaching has helped her to think more strategically especially

now she has less direct responsibility for corporate management.

} Yes - she is now confident in making decisions and prioritising her work.

} [The participant] has been able to take charge of the team […] dealing with challenging

situations.

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for NHS Islington

As a result of the Coaching Programme,

I believe that my staff member:

75%

75%

100%

100%

100%

25%

87.5% 12.5%

25%has improved their performance

is more aware of learning

is better able to prioritise their

development needs

is better able to set themselves

development goals or targets

is more positive about their

development

has raised their morale

strongly agree or agree neither agree nor disagree disagree or strongly disagree

On reflection, which aspects of your staff member’s behaviour have changed most noticeably

since starting the Coaching Programme?

} Confidence.

} There have been a lot of changes in the department so particularly [the participant’s]

motivation and ability to maintain positive morale which is also reflected in the team that

[the participant] leads.

} Her positive attitude has come to the fore, demonstrably less self-doubt or concern about

others.

} The motivational approach [the participant] now takes when dealing with tricky situations.

} Has enabled [the participant] to shift to focus much more on emergency planning - she'd

been wondering about a change for a long while!

} Positive about her work, more confident. Performing better at work.

} [the participant] seems more chirpy and relaxed and managing the work world (sic) about

her.

} Management of staff.

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for NHS Islington

Do you have any other feedback about the Coaching Programme?

} The input for [the participant] has been overall very positive. Some of the areas where I have

recorded "neither agree nor disagree" are elements where she is already outstanding.

} Probably but hard to be sure what is attributed to the coaching programme without talking

with [the participant]. She certainly feels yes!

} [the participant] is very positive about the experience.

Do you think your organisation would benefit from

Life Coaching being more widely available?

yes, 100%

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for NHS Islington

Appendices

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for NHS Islington

Appendix 1: Participants’ evaluation data in detail

Referring back to your Aims and Objectives: How well did the coaching programme help you meet

these objectives?

Extreme-ly well

Very well Reason-ably well

Not very well

Not at all

Objective 1 66.7% 22.2% 11.1%

Objective 2 33.3% 44.4% 22.2%

Objective 3 44.4% 44.4% 11.1%

As a result of the Coaching Programme: strongly

agree agree

neither agree nor

disagree

disagree strongly disagree

I feel more positive about my work 11.1% 88.9%

I feel more positive about my career 55.6% 44.4%

I am more confident in my ability to make decisions 77.8% 22.2%

I feel more positive about my ability to lead 33.3% 66.7%

I have taken steps to further my career in the organisation

44.4% 44.4% 11.1%

My motivation has increased 55.6% 33.3% 11.1%

My performance at work has been enhanced 33.3% 55.6% 11.1%

I have been able to deal with personal issues which may otherwise have affected my performance at work

55.6% 33.3% 11.1%

I feel less stressed at work 33.3% 33.3% 22.2% 11.1%

How good was the coaching programme at helping you to:

excellent good satisfact

ory

not satisfact

ory N/A

Improve your performance 44.4% 55.6%

Become more aware of learning 66.7% 33.3%

Prioritise your development needs 88.9% 11.1%

Set yourself development goals or targets 100.0%

Set yourself new goals 77.8% 22.2%

Feel more positive about your development 77.8% 22.2%

Raise your morale 88.9% 11.1%

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for NHS Islington

Appendix 2: Managers’ evaluation results in detail

As a result of the Coaching Programme, I believe that my staff member:

strongly agree

agree

neither agree nor

disagree

disagree strongly disagree

is more positive about their work 12.5% 87.5%

is more positive about their career 37.5% 50.0% 12.5%

is more confident in their ability to make decisions 14.3% 71.4% 14.3%

is more positive about their ability to lead 12.5% 75.0% 12.5%

is more aware of the impact of their behaviour on others

25.0% 75.0%

is more motivated 25.0% 75.0%

is performing better at work 12.5% 75.0% 12.5%

is less stressed at work 12.5% 87.5%

Cooperates with their team better 12.5% 75.0% 12.5%

is more effective in dealing with difficult people and situations

12.5% 62.5% 25.0%

has improved their performance 25.0% 50.0% 25.0%

is more aware of learning 25.0% 50.0% 25.0%

is better able to prioritise their development needs 12.5% 87.5%

is better able to set themselves development goals or targets

12.5% 87.5%

is more positive about their development 25.0% 75.0%

has raised their morale 37.5% 50.0% 12.5%

New Leaf Life Coaching · 2018-12-28 · Page 3 of 28 Lucy Nicholls, 1 February 2010 Becky Wright, New Leaf Life Coaching for NHS Islington Executive Summary Overview This report

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