Engaging An Executive Coach

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To provide a framework for Executive Resources and Human Resources professionals to engage an executive coach for their senior executives

Engaging An Executive Coach

  1. 1. Engaging an Executive Coach Discussion Document For Executive Resources & Human Resources Professionals Ephraim Schachter President Schachter Consulting LLC www.schachterconsulting.com
  2. 2. Today’s Meeting <ul><li>Objective: </li></ul><ul><ul><li>Explore why, when & how ER/HR professionals engage an executive coach </li></ul></ul><ul><li>Process: </li></ul><ul><ul><li>Typical presenting scenarios </li></ul></ul><ul><ul><li>What coaching is & isn’t </li></ul></ul><ul><ul><li>Coach selection </li></ul></ul><ul><ul><li>Structure of engagement </li></ul></ul><ul><ul><li>Do’s & don’ts </li></ul></ul><ul><ul><li>Trends & developments </li></ul></ul><ul><ul><li>How to have the client conversation </li></ul></ul><ul><li>Outcome: </li></ul><ul><ul><li>Familiarity with another tool in your ER/HR toolkit </li></ul></ul>
  3. 3. Why Consider a Coach? Your client tells you . . . <ul><li>“ Paul’s brilliant, but we can’t play him in front of the senior team.” </li></ul><ul><li>“ Eva ‘manages up’ but ignores her directs” </li></ul><ul><li>“ The last two people we put in this role floundered; we need this one to stick.” </li></ul><ul><li>“ As soon as this economy improves, Anne’s a defection risk.” </li></ul><ul><li>“ Sohail is too operational; he needs to think strategically.” </li></ul><ul><li>“ Pat’s team members aren’t on the same page.” </li></ul>
  4. 4. Coaching Defined <ul><li>Help client become self-aware and deliberately change behavior(s) to improve results </li></ul><ul><li>Coach elicits development by helping client: </li></ul><ul><ul><li>focus thinking; </li></ul></ul><ul><ul><li>consider opportunities and implications; </li></ul></ul><ul><ul><li>accelerate considered action; and </li></ul></ul><ul><ul><li>loop learning continually. </li></ul></ul><ul><li>A high-touch professional development mechanism </li></ul>
  5. 5. Coaching Essential elements for success <ul><li>Confidentiality with Transparency </li></ul><ul><li>“ Safe space” </li></ul><ul><li>Client free choice & commitment </li></ul><ul><li>Client self-awareness </li></ul><ul><li>Knowledge to action </li></ul>
  6. 6. Coaching Postures of a good coach <ul><li>Catalyst </li></ul><ul><li>Elicitor </li></ul><ul><li>Facilitator </li></ul><ul><li>Midwife </li></ul><ul><li>Confidante </li></ul><ul><li>Tweaker </li></ul><ul><li>Cajoler </li></ul><ul><li>Refuge </li></ul><ul><li>Advocate </li></ul><ul><li>Devil’s advocate </li></ul><ul><li>Truth-teller </li></ul><ul><li>Comforter </li></ul>
  7. 7. What Coaching Isn’t <ul><li>An excuse for a manager not to manage </li></ul><ul><ul><li>If manager “too busy” to manage direct reports, then s/he needs the coach </li></ul></ul><ul><li>Outsourced performance management </li></ul><ul><ul><li>Performance management = evaluation </li></ul></ul><ul><ul><li>Executive coaching = development </li></ul></ul><ul><li>A step you take to prepare for termination </li></ul>
  8. 8. Why a Coach Listen for these scenarios <ul><li>“ Finishing School” </li></ul><ul><ul><li>Help technical expert become senior leader </li></ul></ul><ul><ul><li>Enhance executive polish </li></ul></ul><ul><li>Critical leadership transitions </li></ul><ul><ul><li>Onboard new exec for early traction </li></ul></ul><ul><ul><li>Support a key promotion </li></ul></ul><ul><ul><li>Develop Hi-Po’s </li></ul></ul><ul><li>Realizing senior leadership potential </li></ul><ul><ul><li>Accelerate learning of targeted proficiencies </li></ul></ul><ul><ul><li>Prevent derailment </li></ul></ul><ul><li>Aligning the senior team </li></ul><ul><ul><li>Enhance CEO and “Inner Circle” interaction group coaching </li></ul></ul>
  9. 9. How to Select a Coach <ul><li>CXO track-record </li></ul><ul><ul><li>Experience with senior leaders </li></ul></ul><ul><li>Compatibility </li></ul><ul><ul><li>Your sense that coach & coachee are well-suited </li></ul></ul><ul><li>Choice / Ownership </li></ul><ul><ul><li>Provide options to coachee </li></ul></ul><ul><li>Chemistry </li></ul><ul><ul><li>The coachee’s agreement that well-suited </li></ul></ul>HR’s Call Coachee’s Call
  10. 10. Structure for Engagement <ul><li>Client contracting </li></ul><ul><li>Coach selection </li></ul><ul><li>Assessment </li></ul><ul><li>Feedback </li></ul><ul><li>Action-planning </li></ul><ul><li>Coaching </li></ul><ul><li>Monitor progress </li></ul><ul><li>Evaluate results </li></ul>
  11. 11. Structure for Engagement Stages & Roles
  12. 12. Trends in Executive Coaching <ul><li>Top 3 reasons coaches are engaged </li></ul><ul><ul><li>Develop high-potentials or facilitate a transition (48%) </li></ul></ul><ul><ul><li>Act as sounding board (26%) </li></ul></ul><ul><ul><li>Address a “derailing” behavior (12%) </li></ul></ul><ul><li>Median hourly cost of coaching: $500/hr </li></ul><ul><li>Most frequent initiator of coaching </li></ul><ul><ul><li>HR (30%) </li></ul></ul><ul><ul><li>Coachee (29%) </li></ul></ul><ul><ul><li>Manager (23%) </li></ul></ul><ul><li>Length of coaching engagements </li></ul><ul><ul><li>7-12 months: (45%) </li></ul></ul><ul><ul><li>3-6 months: (27%) </li></ul></ul>The Realities of Executive Coaching, HBR Research Report, January 2009
  13. 13. Trends in Executive Coaching* <ul><li>78% of enterprise executives view executive coaching as credible and valuable </li></ul><ul><li>Organizations on the whole plan to increase their use of coaching in order to: </li></ul><ul><ul><li>Groom high-potential employees (62%) </li></ul></ul><ul><ul><li>Help capable executives achieve higher levels of performance (58%) </li></ul></ul><ul><ul><li>Enhance the effectiveness of leadership teams (48%) </li></ul></ul><ul><ul><li>Provide on-demand coaching for short-term, targeted situations (44%) </li></ul></ul><ul><li>The most significant planned decreases in the use of coaching: </li></ul><ul><ul><li>Addressing derailing behaviors (14%) </li></ul></ul><ul><ul><li>Guiding career decisions (12%) </li></ul></ul>Trends in Executive Coaching: New Research Reveals Emerging Best Practices. DBM and the Human Capital Institute (HCI), 2008 *Note, pre-economic downturn
  14. 14. Current SC Client Trends <ul><li>Coaching for executive polish / presence </li></ul><ul><li>Coach as sounding board for exec </li></ul><ul><li>Leader & Core Group coaching </li></ul><ul><li>Competitive perk; coaches visible </li></ul><ul><li>ER & HR more involved </li></ul>
  15. 15. The Client Conversation <ul><li>Post-stigmatic </li></ul><ul><ul><li>Best practice in large organizations across industries </li></ul></ul><ul><ul><li>A perk; not remediation </li></ul></ul><ul><li>Clear linkage to succession planning / talent management </li></ul><ul><ul><li>Building bench strength </li></ul></ul><ul><ul><li>Accelerating promotion readiness </li></ul></ul><ul><li>Retention tool for top performers </li></ul><ul><ul><li>Coachee </li></ul></ul><ul><ul><li>Direct report defections </li></ul></ul><ul><li>Focus is individual; Outcomes are organizational </li></ul><ul><ul><li>Coachee’s peers benefit </li></ul></ul><ul><ul><li>Coachee’s direct reports benefit </li></ul></ul><ul><ul><li>Product improves </li></ul></ul>
  16. 16. Do’s & Don’ts <ul><li>Do </li></ul><ul><li>Determine whether a genuine coaching issue </li></ul><ul><li>Set clear & achievable expectations with client & coachee </li></ul><ul><li>Vet the prospective coach </li></ul><ul><li>Don’t </li></ul><ul><li>Over-promise & under-deliver </li></ul><ul><li>Allow manager to distance self </li></ul><ul><li>Engage coaches who “empire-build” & freeze out HR </li></ul>
  17. 17. Ephraim Schachter <ul><li>His approaches utilize diagnostic-based processes that help CXO clients and their teams deliberately choose behaviors and courses of action to optimize their organization’s success. </li></ul><ul><li>Previously, Ephraim was a Principal with Mercer Delta Consulting (now Oliver Wyman), a premier consultancy for enterprise change management and organization architecture. Ephraim helped clients quickly and successfully assess organizational change readiness, mobilize and align leadership, and devise and implement change strategies. He also utilized competency-based executive development processes to cultivate senior and high-potential leaders. </li></ul><ul><li>Before Mercer Delta, Ephraim managed strategic accounts for Wilson Learning Corporation, one of the industry’s foremost training and development firms. At Wilson, he helped Fortune 1000 clients with sales force effectiveness and management development. </li></ul><ul><li>Before beginning his work in executive coaching and consultation, Ephraim practiced law with a Manhattan litigation boutique, counseling both corporate and pro bono clients. </li></ul>Ephraim Schachter, the President of Schachter Consulting, LLC, is an executive coach and consultant who has been working with senior business leaders from Fortune 500 companies for over 15 years. Ephraim has created customized, high-touch approaches to senior level executive coaching, team building, and large and small group facilitation.
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