FOR IMMEDIATE RELEASE

Systemic Coaching Transforms Leaders and Organizations
COACH A’s latest findings presented at Columbia UniversityTokyo, Japan 24th October 2014

COACH A Co., Ltd. presented its latest coaching findings “Systemic Coaching’s(1) Impact on Clients’Managerial Coaching Skills and Stakeholders’(2) Engagement Behaviors in Their Work” at the 1st
International Columbia Coaching Program Conference at Columbia University in New York on October
22-23, 2014.
■Presentation at Columbia University
Over the years, coaching has mainly focused on business executives’ and leaders’ individualperformance. There have been research conducted on the impact of executive coaching in the past, butthese were limited to the individual. Our findings presented at Columbia University were unique fromother presentations in terms of the amount of data gathered and its scope, which covered not just theindividual but other members of the organization.
Over 300 participants from 17 countries attended the two-day conference. The event hall for COACH A’spresentation was at full capacity. The audience had keen interest in the structure of our systemiccoaching and thoroughly impressed with the amount of data gathered and used in the research.

■Research Findings
Through COACH A’s systemic coaching, the impact of coaching is not only on the clients themselves,
but also on the stakeholders working with the clients. Our findings showed that as people received
coaching, they developed a stronger influence in the organization and their interaction with others
changed, producing a positive impact on driving the organization forward.
To summarize, the results of our research suggest the following:
1． The clients improved their managerial coaching skills.
2． The stakeholders improved their engagement behaviors in their work.
Furthermore, improvements in the clients’ managerial coaching skills also contributed to better
engagement behaviors of their stakeholders.

■Research Duration and Participants
The number of participants consisted of 67 coaches, 567 clients and 3170 stakeholders. Surveys
were gathered between 2012 and 2014.
(For details on the research, please refer to the supplementary materials.)■Coaching: from Individuals to Organizations
Coaching is quickly emerging as an effective method in transforming an organization.
Our latest research findings provide evidence that our systemic approach to coaching has an impact on
both the individual and the organization. With our extensive experience in coaching with over 1,700companies, we will continue in our ongoing mission to transform organizations around the world.
Notes（1） Systemic Coaching: A coaching method developed by COACH A using executive coaching as the starting point
enabling capability development for the entire organization. This not only brings changes to the executives
themselves, but also delivers a systemic impact to stakeholders who work with the executives. The results aremeasured and provided as part of feedback. Through a systemic approach in coaching, COACH A asserts thatcreating leaders who work toward change can transform not just the people around them but also the entire
organization.
（2） Stakeholders: Refers to the people who work and interact with the coaching client. For example, the stakeholder ofa business executive may include direct reports and colleagues from similar or equal positions.

■About COACH A
COACH A is a global coaching firm and has worked with over 1,700 corporations and organizations,transforming organizations through the development of leaders. With offices located in New York, Tokyo,Shanghai, Hong Kong, Singapore and Bangkok, COACH A provides systemic coaching in English,
Japanese, Mandarin Chinese and Thai languages. The firm’s extensive infrastructure allows clients toreceive coaching from any location at any time. In addition, the firm’s research arm Coaching ResearchInstitute (CRI) measures coaching impact through quantitative evidence enhancing the quality of coaching
and helps produce faster results for clients.
■About Coaching Research Institute (CRI)
Coaching Research Institute LLP (CRI) is a research institute established through financing from COACH A
Co., Ltd., consisting of researchers who are certified in professional coaching. CRI has conducted studies
based on data from over 120,000 people from 800 companies. CRI’s goal is to pursue the most effective
mechanism in how coaching functions and foster the global standardization of methods for impact
measurement.
COACH A Co., Ltd. http://www.coacha.com/
2-1-30, Kudan-Minami, Chiyoda-ku, Tokyo Japan
Offices: New York, Singapore, Shanghai, Hong Kong, Bangkok
President: Yoshiyuki Suzuki
Contact:
Kei Ohtani or Mariko Yasuoka
TEL: 03-3237-8050
E-Mail: tm_pr@coacha.com
END

Conference Report

Research presented at Columbia University

The Impact of Systemic Coaching Reaches Beyond Individuals
COACH A presented its latest coaching findings titled “Systemic Coaching’s Impact onClients’ Managerial Coaching Skills and Stakeholders’ Engagement in their Work” at the first
International Columbia Coaching Program Conference at Columbia University held in New
York on October 22-23, 2014. In this newsletter, we will be introducing the details of our latestfindings.

Using systemic coaching to catalyze organizational transformation
The purpose of coaching is to satisfy the individual’ s coaching experience and to produce
behavioral change for successfully achieving the individual’ s goals. Traditional approaches
to coaching usually involve two parties – the coach and the client (the person being coached,such as managers and high potentials). However, we have incorporated coaching into
companies for the purpose of improving not just the individuals but also the performance ofthe organization. We believe that when leaders who have strong influence in an organization
receive coaching, their interactions with others can change and bring a positive impact driving
the organization forward.
In our experience, this systemic approach to coaching has been effective in transforming
organizations. Therefore, our coaching not only included the coaches and the clients, but also
involved the stakeholders (i.e. direct reports or colleagues who interact with the client at theworkplace) as well. There are numerous studies on how coaching has an impact on
individuals, but our research study goes one step further by looking at how coaching impacts
on the clients’ stakeholders as well. The results of our studies showed that through coaching,(1) the clients have improved their managerial coaching skills and (2) the stakeholders have
improved their engagement behaviors in their work.

Research Overview
Survey results were gathered between 2012 and 2014. The number of samples consistedof 67 coaches, 567 clients, 3170 stakeholders (pre-coaching) and 3083 stakeholders(post-coaching). Coaches were professional coaches who received training from a coaching
program accredited by the International Coach Federation (ICF). Clients were managers andhigh potentials working in organizations that have direct reports. Stakeholders were mostlydirect reports and peers working in the same organization.
© 2014 COACH A Co., Ltd. All Rights Reserved.

Measurement indicators(1) The clients’ managerial coaching skills
We prepared an online survey and had the clientsask their stakeholders to provide an evaluation on
the clients’ managerial coaching skills. This part ofthe survey included 24 items on managerial skills
and abilities. (e.g. He/she asks questions to help
others come to their own realizations.)(2)The stakeholders’ engagement behaviors
We used the same survey from (1) and asked theclients’ stakeholders to provide a self-evaluation on
their engagement behaviors in their work. This partof the survey included 9 items on various workplaceactions and behaviors (e.g. I actively create and act
on my own goals.) The survey used for the first andsecond indicators was conducted twice, during
pre-coaching and post-coaching.
(3)The coaches’ coaching skills
The clients filled out an online survey using theCoaching Skills Evaluation System (CSES) at theend of the coaching engagement. We only usedthe 18 items about the coach’s coaching skills inthis research study. (e.g. The coach listened to me
until I finished speaking and did not interrupt in themiddle of my speech.)

Improvements in clients’ skills and stakeholders’ engagement in their work
The results of our research study suggest the following:(1)Clients have improved their managerial coachingskills
We compared the clients’ managerial coaching skill scores
between pre-coaching and post-coaching. There was astatistical significance (p<.01) in the score increase for all 24
items. There was a medium effect size (d=0.5) on 3 items aswell.
(2)Stakeholders have improved their engagement
behaviors in their work
We compared the stakeholders’ engagement behaviors
between pre-coaching and post-coaching. There was astatistical significance (p<.01) in the score increase for all 9 items.
In addition, we were able to see that coaches who had higher coaching skills improved theclients’ managerial coaching skills and marked improvements in the clients’ managerialcoaching skills also contributed to better engagement behaviors of the stakeholders.
© 2014 COACH A Co., Ltd. All Rights Reserved.

From clients to stakeholders, and onto entire organizations
The results showed that through systemic coaching, the impact of coaching was not only
limited to the clients, but also to the stakeholders working with the clients. It showed that aspeople received coaching, they developed a stronger influence in the organization and theirinteractions with others changed, bringing a positive impact that drives the organization
forward. In the future, we hope to study the impact coaching may have on other members of
the organization who were not assigned as stakeholders and how this may contribute to thetransformation of the organization.

About the International Columbia Coaching Program Conference
The 1st International Columbia Coaching Program Conference
was sponsored by The Columbia Coaching Certification Programand Teachers College at Columbia University.
The conference included paper presentations, experiential
learning sessions, coach demonstrations and panel discussions
from coaches and professionals around the world.

© 2014 COACH A Co., Ltd. All Rights Reserved.