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Executive Coaching Presentation

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Mastermind Coaching Process, by Joslyn Johnson

Mastermind Coaching Process, by Joslyn Johnson

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  • The purpose of this study is to explore the field of executive coaching and see its effects on the workplace. Additionally, the objective is to see if executive coaching accelerates growth in the effectiveness of executives to the point of personal transformation that affects all levels of management and employees including productivity, profitability, teamwork, and the quality of work as a whole within the workplace.
  • Productivity in the workplace has been an issue since there was a workplace low productivity, inefficient, and laziness can become common descriptions of employees In order to fix this problem many EAP programs have developed over time
  • According to a study done by Human Capital Management from Taylor Protocols the majority of companies admitted:20-30 hires to get 1 top performer- To put that in perspective in order to get one good hire most companies would have to go through this entire class.
  • It is a huge financial loss when you add up the amount of money spent to pay low productive employees. It is not logical to keep hiring more and more candidates in hopes of getting higher productivity with no guarantees.
  • While it is easy for employers to point the finger at lazy employees Gallup research by Jerry Krueger and Emily Killham shows that there is a correlation between executive performance and the workplace environment.Poor supervising tactics lead to unhappy employees, producing low productivity.Greenberg and Arakawa’s research showed that supervisors that focus on employee strengths have a much more positive and efficient work environment. Unfortunately many organizations are not strength focused, but rather have a system that focuses on weaknesses. Greenberg and Arakawa also uncovered how executives that frequently recognize and engage their employees have tremendous impact on the work environment. The researchers concluded that “Managers have more influence than perhaps they realize on the employees’ engagement, optimism, and performance, and can consciously use this influence to benefit these employees and the organization as a whole”The researchers also noticed that supervisors that maintained a positive attitude during high stress had a direct correlation with higher performances among their employees.
  • Leadership67%Strategic Thinking53%Communications53%Building Teamwork47%Vision47%Motivating People46%Engaging Others42%Managing Others38%Decisiveness33%Interpersonal 32%Creativity24%Nancherla, A. (2010). C-level boot camp: many senior executives need further training in their job responsibilities. Training & Development, 64(1), 24.
  • Outside Coaching 74% Outside Training 48% In-house Coaching 38% Assigning Leaders To Project Teams 29% Pairing Leaders With Mentors 20% Nancherla, A. (2010). C-level boot camp: many senior executives need further training in their job responsibilities. Training & Development, 64(1), 24.
  • As a remedy to address issues of productivity within the workplace and personal transformation of executives as a whole, executive coaching has begun moving to the forefront, where the focus is big picture (executive) to detail (employees). The same way coaches train world class athletes, the focus on executive coaching is to challenge and support higher levels of performance, which in return will affect the entire work environment. Coaches are there to help develop action plans to better the executive and organization as a whole
  • Brain-Based: Uses NeuroscienceMastermind: Confrontational to get to the root, trains on coaching and coaching othersPsychodynamic: Focuses on making links from the past to the present in order to figure out the cause of oppression and or repetitive behaviors.GROW: Goal Setting, Reality (looking at reality), Options (look at different options), Will (choosing actions to take)7 step: assessment, brainstorming alternatives, honing goals, initiating/evaluating options, momentum, and action plan design.
  • Meet Mary Jane, your average female innovator, if average and innovator can even be put in the same sentence. Her mind is wired to always be pressing the envelope; she has visions galore, a fluid business plan that never stops running, and enough ideas to fill the Sears Tower. She thrives on exploration and coming up with new and improved ways of doing things. While the popular saying teaches, “If it’s not broken, don’t fix it,” an innovator would beg to differ. This person borders along the lines of, “Let’s break it to make it even better!” Inside every pioneer, there is an innovator’s heart beating to the frontiers of the unknown. Cutting edge companies are always looking for innovation, but unfortunately being an innovator can have its down sides.  While innovators are known for their ideas, the downfall of many is being sporadic. They come up with idea after idea, at the expense of not executing any. This can become a slippery slope for an innovator if it is not balanced with structure and practical application. Mary Jane is struggling with this very problem. She is launching a new business that seeks to connect Christian women entrepreneurs from all over the world. She sees the big picture of everything that she wants the business to be but cannot seem to tie all the strings together before her mind starts venturing to another component. At times she feels all over the place. She craves stability, but at the same time, she wants to “think big” by throwing all of her energy into innovation with the hope of keeping the momentum going, which ultimately breaks the dam and causes a flood of overwhelming energy. Mary Jane finds herself burned-out, without a solid vision, and with quicksand for a foundation and the pressure of a newly launched business on her shoulders. Not only has Mary Jane become overwhelmed, but her small group of employees are flustered, never knowing what to expect next.
  • No directionFrustrated/Flustered
  • Transformational
  • Transcript

    • 1. Executive Coaching and Work Place Productivity By: Joslyn Johnson
    • 2. Unproductive Workplace?
    • 3. Consider This…Hires 1 Productive A+ Performer
    • 4. Is that logical?75 Percentof Workers are C or Dperformers
    • 5. Steps To Executive Success
    • 6. Executive Training Trends 80% 70% 60% 50% 40% 30% 20% 10% 0%Outside Coaching Training Outside Ways Organizations Are Helping In-house Coaching Senior Executives Build Their Skills Assigning Leaders To Project Teams Men Pairing Leaders With
    • 7. Executives Need Coaches Too… Tangible Results Intangible ResultsImproved productivity-- 53% increase Better relationships with direct reports-- 77% increaseBetter quality work product-- 48%increase Better relationships with supervisors-- 71% increaseGreater organizational strength-- 48%increase Improved teamwork -- 67% increase Better relationship with peers-- 63% increase Greater job satisfaction-- 61% increase
    • 8. 7 Step GROW PsychodynamicMastermind Brain Based
    • 9. Case Scenario… Introducing Mary Jane
    • 10. Mary Jane’s Employees
    • 11. The SolutionCertified MasterMind Coach Program™
    • 12. Mastermind Coaching™ Results Personal Assessment • Identifies Root Problems/Nature Values Identification • Business Shaped By Core Values Time Audit • Eliminates Wasted Time/Productive SWOT • Identify Opportunities/Activate Mission/Roadmap • Clear Decisive MissionPriorities/Goals/ Calendar • Creates Priority Based CalendarCreate Executive Dashboard • Linear Schedule With Deadlines Accountability Plan • Day Reviews/Priorities Test Sustainability • Support Group/Investment Spread The Concept • Empower Others Through Coaching
    • 13. Executive Coaching
    • 14. References Boylston, D. (2010). Mastermind coaching program, Retrieved from http://rescueinstitute.org Brunning, H. (2006). Executive coaching: systems of psychodynamic perspective. London: Karnac BooksDembkowski, S., Eldridge, F., & Hunter, I. (2006). The seven steps of effective executive coaching. London: Thorogood Publshing. Nancherla, A. (2010). C-level boot camp: many senior executives need further training in their job responsibilities. Training & Development, 64(1), 24. Taylor, LE. (2007). The core values handbook:introducing the only assessment that characterizes and measures the innate unchanging nature of people. Tukwila,WA: Taylor Protocols, Inc.

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