Chapter 8

Step E of Procoach:
Evaluate the Impact

“Quality is never an accident. It is always the result of intelligent effort.” JOHN RUSKIN

E: Evaluate the impact

Key chapter points

  • This step is concerned with assessing both the progress of your coachee and your effectiveness as a coach
  • You should evaluate the contribution your coachee makes to business results and how your coaching has influenced this

Effective coaches look at progress made by their coachee at regular intervals. They compare it to the original development plan to check that the coachee has achieved their objectives.

A second part of this evaluation step involves an assessment of their personal coaching delivery in supporting the coachee.

Your coachee’s progress

  • Have there been changes in habits, new behaviour, and/or different results?
  • What qualitative and quantitative evidence is available?

Consider what you want to measure and how you are going to do this.

Your development as a coach – self-assessment

  • Be objective about the effectiveness of your coaching
  • Do not be afraid to ask for feedback from others
  • Assess yourself against the five foundations of

Having carried out your assessment, consider how your findings will influence your next coaching efforts.

Case Study

David considers his coaching of Emma:

Emma has just completed her departmental presentation and David is pleased to observe that she engaged with her audience, showed few nerves and even managed to make the occasional joke.

He intends to feed this back to Emma after checking how she felt the presentation went. He hopes that she felt as comfortable as she looked.

He also wants to ask her about his coaching. Has it worked for her?  He decides that he will ask her to evaluate his coaching approach and suggest any areas he can improve.

Chapter check

What have you learnt from this chapter?

Check your knowledge by answering these questions:

Self-assessment questions

  1. What two assessments do you need to carry out during Step E of the Procoach A-E approach?
  2. What forms of evidence might you look for as part of your evaluation of your coachee’s progress?

Chapter 8 – Summary & Actions

In this chapter we covered:

  • This step is concerned with regularly assessing both the progress of your coachee and your effectiveness as a coach
  • By assessing both, you can evaluate the contribution your coachee makes to business results and how your coaching has influenced this

Your action plan

Consider the actions you will take to encourage performance improvement in your team, department, or organisation.

Ask yourself:

  • How regularly do you assess your coachees’ progress?
  • How often do you review your performance as a coach? Who do you ask for feedback on your coaching?

Make a note of any aspects that you feel you can improve. Then plan how to work on the areas you’ve identified.

Overall Summary & Actions

You have now reached the end of our description of our Procoach approach and model. In this book we looked at:

  • The rationale and principles behind Prosell’s performance coaching approach
  • Two causes of a performance gap or a shortfall in coachee’s potential
  • What the Procoach approach aims to achieve
  • The five mindset principles required of a coach
  • The Procoach structure and an in-depth look at the A-E model

Your action plan

Consider what actions you will take as a result of reading this book.

Ask yourself:

  1. What skills and techniques do you need to build, to become an effective performance coach?
  2. How close are you to having a coaching mindset? What aspects do you need to work on?
  3. Does the coaching model used in your organisation provide your coachees with the support they need to improve their performance?

Make a note of any aspects that you feel you can improve. Then plan how to make a start on the areas you’ve identified.

“The past cannot be changed. The future is yet in your power.” HUGH WHITE

Conclusions and recommendations

Now that you have reached the end of this book we hope you have a greater insight into performance coaching and how it can make a dramatic difference to business results through improved performance by individuals.

We would suggest that, now you have learnt a little about the power of performance coaching you examine what already exists in your organisation. Then consult this book to decide where any gaps exist in the coaching provision available to you. Finally identify any areas in which you can personally make a difference. For example perhaps you can start to apply some of these concepts with your team.

Good luck with your performance coaching journey!

Additional Information: Research and articles

How can you accurately measure customer satisfaction?

Retentions and referrals are a good measure of business success and suggest you have engaged motivated employees.

Net promoter scores (NPS) help you to track these over time. Developed by Fred Reichheld and Satmetrix, Bain & Company (Net Promoter, NPS, and Net Promoter Score), they identified through research that the single most important question to ask any customer is whether they would recommend your company to a friend or colleague.

Using a 0 to 10 scale, they divide respondents to this question into three groups:


Customer category

9 or 10


7 or 8


0 - 6


NPS Calculation

NPS = Percentage of promotors less percentage of detractors

A good NPS is relative to your market and how your competitors are scoring. As a rule of thumb, Satmetrix provide this guidance:

NPS Calculation

Company type



5% – 10%

Most efficient growth engines

50% – 80%

Recommended further reading

First Break All The Rules: What The World’s Greatest Managers Do Differently

Marcus Buckingham and Curt Coffman

1st edn. Reading: Pocket Books.2005

The Growth Mindset: How You Can Fulfil Your Potential

Dr Carol Dweck

New York: Robinson 2012

Bounce: The Myth Of Talent And The Power Of Practice

Matthew Syed

New York: Fourth Estate 2010

Best Practice in Performance Coaching: A Handbook For Leaders, Coaches, HR Professionals and Organisations

Carol Wilson

London: Kogan Page 2011

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