Description
Book SynopsisThis book offers an essential evaluation model so that leadership coaches and stakeholders can demonstrate the impact of their coaching programmes, challenging current thinking that the return on investment from leadership coaching is too complex to measure. The book is both practical and strategically informative, supporting coaches and organisations to plan confidently for the future as they collaborate over both short- and long-term decisions.
The book provides:
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Ideas and insights into the dissemination of evaluation data to key strategic destinations
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Case studies that show how to evaluate Return on Investment (RoI) for both financial and non-financial targets such as behaviours, potential and wellbeing
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Tips, templates and reflective activities
Re-imaging evaluation as a strategic opportunity rather than an operational task enables leaders to perform in an agile way that is responsive to local and global uncertainties
Table of ContentsPart I. Where evaluation fits, why it’s not working, and why we should careChapter 1: Why organisations prioritise leadership coaching and how they are failing to evaluate their investment
Chapter 2: How ambidexterity awarded strategic thinking an ‘A+’ and exposed evaluation as a ‘Fail’
Chapter 3: Ambidexterity proves one size doesn’t fit all
Part II: Ambidexterity, the key that unlocks evaluationChapter 4: No more excuses for not evaluating
Chapter 5: How to evaluate: Part 1- Evaluation levers
Chapter 6: How to evaluate: Part 2 – Putting evaluation levers to work
Part III: Bringing Evaluation to Life: Four Case StudiesChapter 7: Evaluation in a private sector partnership
Chapter 8: Evaluating youth leadership coaching in a state school
Chapter 9: Evaluating in a charity
Chapter 10: Evaluating in a local government department
Chapter 11: Evaluation – the future: How to do it and why we need to do it
