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The term coaching can mean different things in different contexts. In this meeting, we’ll discuss coaching as a development tool whereby a coach helps a leader move from their current state to a desired state. In this context, coaching follows a different model than training, mentoring, or giving feedback.

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  • 1. OD Network of WNY Buffalo, NY M a r c h 1 3 , 2 0 1 4 Executive Coaching and Change
  • 2. Executive Coaching Defined  P2. …”dynamic and flexible, iterative process for change that moves leaders from their current state to a desired state.”  Iterative Process  Gap Analysis  Closing the Gap
  • 3. What Executive Coaching is Not  Consulting  Therapy  Mentoring  Training
  • 4. Ask Probing Questions Masterful CoachingMasterful Coaching ©© 20072007 “Sorry sir, but I just have one more question” -Detective Columbo Get Rid of the Taxi M feeling that you have to add value in the fi five minutes A coach Has a Certain Way of Being …. Engaging and inquiring until you arrive at the momen true insight Coaches engage and inquire until they arrive at the moment of true insight.
  • 5. Coaching Process Actual Desired Performance Feedback Create Tension Gap
  • 6. Coaching Process Assessments Reflective Insights Coachee Experience Coaching Sessions Balance Sheet Assets and Liabilities
  • 7. Leadership Coaching Model Summary  Attributes of Effective Coaching  Create Constructive Tension  Focus on Strengths, Not Weaknesses  Ask Probing Questions  Transfer “Heavy Lifting” to Coachee  When Stuck, Reframe
  • 8. Coachee Development  Personal Awareness  Assessments  Reflective Insight  Leveraging Assets  Managing Liabilities  Emotional Intelligence (EQ)  Reflective Learning
  • 9. Coach Attributes  Investigative questioning  High EQ  Intuitive  Mindfulness – Focus on Coachee  Engaging Coachee in Problem Solving  Reframing  Identify Gaps  Business Acumen
  • 10. Change Methodologies  Reflective Insights  Leveraging Strengths  Reframing  Partnering
  • 11. Shift in Coaching Paradigm Achievement Immediate Weakness Instruct/Tell Ignore Past Development Long Term Strength Question/Probe Engage Past/Reflection
  • 12. Coaching Case Study  Executive Balance Sheet  Leads a company of 300-500 employees  $50-100 Million in sales  Printing and distribution industry  Leadership Assets  Strategic, Sincere, Trusted, Visionary, Planning, Functional Expertise  Leadership Liabilities  Introverted, Soft Spoken, Slow at Making Changes, Does Not Project Traditional Leadership Qualities  Leadership Challenge  Transforming leadership group from low morale, excuse oriented, laid back culture to a cohesive, proactive, high performing team  How would you coach this Executive?
  • 13. Coaching Resource www.executivecoachingandtheprocessofchange.com