PRISM

The Selection Committee for the 2018 PRISM awards this year regrets to inform the membership that due to the lack of nominations, the awards will not be moving forward for 2018.

Although some coaches considered putting forward nominations, in the end, none were received. 

We would like to thank Laurie Johnson, Louise Mallett and Sherri Stephanson for their willingness to participate as our PRISM judges this year.

 To make it easier to apply, the ICF Saskatchewan Board of Directors will augment its support for coaches who would like to submit a nomination for 2019. In the meantime, we look forward to the 2019 PRISM Awards and would love your support in putting forward nominations of deserving organizations.  If you are considering nominating your employer and organization for their efforts in embedding coaching into the organization, we want to hear from you. 

Thank you,

Richard Clatney, Dianne MCoy and Lorna Selinger
PRISM Selection Committee


Is coaching making a difference in your organization?

In 2005, ICF Global adopted the PRISM Award.  The award epitomizes what professional coaching can accomplish in organizations at all levels. 

PRISM Award recipients exemplify how coaching can develop an organization's human capital by maximizing individuals' potential and leading to high Return on Investment (ROI) and Expectations (ROE) from coaching interactions.

Lori Lipinski nominated the the Co-op Refinery Complex (CRC) last year, which won the 2017 Prism award.

Kathy McCrum, former Director, Human Resources at the Refinery, says that the CRC’s coaching program was implemented to enhance leadership effectiveness.

This was a large program that involved 40 leaders who received external coaching. The CRC identified a senior manager to champion the coaching program, which she deemed very important.

Kathy shared, “We were proud of the difference it made with staff,” and the support from the CRC was significant in terms of investment on many levels.

To determine ROI, the CRC conducted numerous surveys with employees that assessed the coaching process and results, which provided data collection to support ongoing coaching and an extension to the program. Kathy reported that many positive changes were seen, but not all results can be observed in one year. For many employees, the results of coaching may be gradual and occur over the years to come, as participants become more self-aware, for example. Other outcomes include improved communication and relationship building.

The benefits of the PRISM nomination process are many. The excitement and energy displayed by the staff who contributed to the nomination was amazing. There was a great deal of pride in what CRC had accomplished. Reporting on the ROI was a reminder of what success looked like for CRC, the coaching program and the leaders who received coaching.

Lori Lipinski, one of the external coaches for the CRC, reported that ROI from coaching is a critical part of the nomination. Collecting the results provided the CRC with valuable information. While reporting on ROI may seem challenging at first, it is achievable. The CRC had a business case for the project, which provided the information needed to calculate ROI as a starting point. Lori commented that she realized once again how important and meaningful it is to celebrate our contributions and achievements.

Both Kathy and Lori reported that the nomination process for the PRISM award was worthwhile and observed many benefits. They report that collaboration is key.


Interview with Kathy McCrum, who was Director, HR at the Co-op Refinery Complex when their coaching program was nominated and received the Prism Award in 2017.

         Jackie Hunter, Prism Committee Chair presents award to Kathy McCrum

     What motivated the nomination from the Co-op Refinery Complex (CRC) for the Prism Award?

The coaching program was implemented to assist CRC leaders at the top two levels in the organization in being more effective leaders.

It was a large investment and an undertaking that involving 40 leaders who were coached by 10 external coaches. We were proud of the difference it made for our leaders, appreciated the support from the CRC for the program and wanted to share that with others.

The Prism Award nomination process at CRC began without Kathy’s knowledge by the Talent Development team. Lori Lipinski, one of the external coaches, brought it to her and she fully supported the nomination to go forward.

What have been the benefits for the organization and staff as a PRISM Award recipient?

We were very proud of what was accomplished through coaching. Being at the PRISM award ceremony provided us with an opportunity to share our story with the attendees and that made us very proud of what we had accomplished.

What have you and the organization learned from this experience?

The coaching project came at a critical time in the organization. They needed to up their game because of the industrial, old school environment that existed. Coaching provided development that involved continuous improvement and accountability for actions that created energy and engagement. It began as a one-year project that was extended for six more months. Employees received two coaching sessions per month.

Throughout the project, there were a number of surveys conducted to assess the coaching and the results which provided a form of data collection that supported the results of the coaching for the employees.

The ROI on the project provided great learning for the organization and the employees in terms of performance and increased interaction of staff. It also created awareness of the project and credibility for the project with senior leaders.

Would you recommend this experience to others and why?

Absolutely! Completing the nomination form assisted the CRC and the nominators with proving the project’s ROI, which in turn provided valuable information for the CRC internally, and ultimately in the nomination process. It was fun and time well spent gathering evidence of performance, and quantifying results against objective measures. The data collected for the nomination was critical in providing evidence of ROI.

What was the ROI for the organization and the coachees on this project?

The results of a project like this can’t be observed in only one year. For many leaders, the outcomes may occur sometime later and be gradual. Those who have received coaching may not even realize shifts in their behaviour as they become more self-aware, better at communication and relationships improve, for example.


Interview with Lori Lipinski, PRISM Coach Award Recipient for 2017

What was your motivation in nominating the Co-op Refinery Complex (CRC)?

I had the privilege of collaborating with an engaged, worthy and motivated client. I wanted to see them recognized for their hard work and dedication to integrating coaching in their organization.

I was motivated to support the mission of the IFC SK Charter Chapter to lead the advancement of professional coaching in Saskatchewan by profiling this organization in our community so they could be recognized for what they have accomplished and how coaching impacted their success.

How did you find the nomination process?

The application looks daunting at first; you just have to get started and engage your client to partner on the submission. Their excitement at the possibility of receiving this award was what drove it forward!  The return on investment (ROI) is usually the challenging part. However, the Human Resources/Coaching/Finance Departments usually have a business case that initially supports the investment in coaching, so you can draw upon that type of  information.

By using a coach approach, identifying the champion for coaching in the organization, and familiarity with the organizational context, you can be well on your way to tapping into all the information you will need from the organization. Collaboration is the key!

What did you learn from the process?

This experience reinforced the importance of having clarity on the organizational outcome from the onset of the coaching engagement; a place from which to measure success – what is their expectation for Return on Investment, for example. The application process is much easier if you start from this big picture place for the organization. The measurement piece is easier then too.

As a coach, I realized once again, how important and meaningful it is to celebrate our contributions and achievements. The PRISM award provides this opportunity, both for coaches and organizations!