What's Happening?
John A. Locke, an Executive Coach with Forvis Mazars, a top ten accounting firm, has detailed the evolution and impact of the firm's internal coaching practice. Initiated approximately 12 years ago, the program was initially met with skepticism, as coaching was often
perceived as a remedial measure for underperforming employees. Locke, who is not an accountant by background but has extensive experience in sales, marketing, project management, and philanthropy, was tasked with establishing this practice. The firm's leadership, particularly former regional managing partner Mike Crawford, envisioned coaching as a tool for leadership development and career acceleration, rather than a corrective action. The initial years involved significant effort to re-educate employees and shift perceptions, emphasizing that coaching was a benefit for high-potential individuals and existing leaders. The practice has since grown to include three internal coaches, primarily serving partners and executive leaders across the firm's 75 U.S. offices and international presence. Locke highlights that the coaching approach is highly individualized, addressing both professional and personal goals, and aims to foster a holistic sense of well-being among leaders.
Why It's Important?
The integration of an internal executive coaching program within a large accounting firm like Forvis Mazars signifies a notable shift in corporate talent development strategies. Traditionally, professional services firms, especially in accounting, have not widely adopted internal coaching, often viewing it as an external, remedial service. This initiative demonstrates a proactive investment in human capital, aiming to cultivate leadership skills, improve employee retention, and enhance overall organizational culture. By focusing on personalized development, the program addresses the diverse challenges faced by leaders, from business development to team dynamics and work-life balance. The emphasis on psychological safety, as identified by Google's Aristotle project, is crucial for fostering an environment where employees feel valued and supported, ultimately reducing turnover and increasing productivity. This model could serve as a blueprint for other U.S. professional services firms looking to differentiate themselves in a competitive talent market and build a more resilient and engaged workforce.
What's Next?
Forvis Mazars plans to continue elevating the value proposition of its coaching program, leveraging testimonials and success stories to further embed a coaching culture within the firm. The firm's experience with integrating coaching during mergers, particularly with entities that did not previously have such programs, suggests a continued focus on demonstrating its benefits to new and existing employees. The internal coaches, including Locke, will likely continue to engage in speaking engagements and workshops to disseminate coaching principles more broadly across the organization. Locke also mentioned his ongoing work on a book, 'Serve Your Way to Success,' which could further amplify the firm's philosophy on leadership and personal development. The success of this internal coaching model may encourage other large U.S. corporations, particularly those in professional services, to explore similar in-house programs, potentially leading to a broader adoption of internal executive coaching as a strategic talent development tool.
Beyond the Headlines
The journey of Forvis Mazars in establishing its internal coaching practice reveals deeper implications regarding the evolving perception of professional development in corporate America. The initial resistance to coaching, rooted in its association with remediation, underscores a cultural challenge in many organizations where seeking help can be perceived as a weakness. The firm's successful re-framing of coaching as a 'privilege' and 'career accelerator' highlights the importance of strategic communication and sustained effort in cultural transformation. Furthermore, Locke's holistic approach, integrating health and wellness with professional goals, reflects a growing recognition of the interconnectedness of personal well-being and professional performance. This trend suggests a move beyond purely technical skill development towards a more comprehensive view of leadership, where emotional intelligence, psychological safety, and personal fulfillment are seen as critical components of success. The firm's ability to measure the impact of coaching, even if initially qualitative, provides valuable insights into the long-term benefits of investing in employee growth and fostering a supportive work environment.
