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Executive coaching and business value
Executive coaching and business value
Executive coaching and business value
Executive coaching and business value
Executive coaching and business value
Executive coaching and business value
Executive coaching and business value
Executive coaching and business value
Executive coaching and business value
Executive coaching and business value
Executive coaching and business value
Executive coaching and business value
Executive coaching and business value
Executive coaching and business value
Executive coaching and business value
Executive coaching and business value
Executive coaching and business value
Executive coaching and business value
Executive coaching and business value
Executive coaching and business value
Executive coaching and business value
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Executive coaching and business value

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  • Difficult Finding “Best Fit” Professional Coaches—An abundance of coaching providers coupled with an absence of coordinated coach recruitment approaches prevents organizations from identifying suitable coaches.Unfocused Coaching Engagements—Organizations often do not appropriately prioritize coaching engagements, offering coaching based on the merits of an individual request rather than business needs and requirements.Poor Matching of Coaching Resources to Executive Requirements—High-impact coaching depends on a positive relationship between executive and coach, yet few organizations are able to ensure accurate matching of coaches’ experience and personalities with executives’ needs and requirements.Disconnect from the Organization—The “behind closed doors” nature of coaching engagements often means that coaching goals do not correspond with business or organizational requirements and coaching fails to generate an ongoing impact for the business.Inconsistent Delivery and Quality of Coaching—A wide diversity of coaching approaches and styles prevents organizations from effectively implementing and managing a performance standard for coaches across the organization.  
  • Transcript

    • 1. Executive Coaching and Business ValueDipti SanzgiriExecutive Director (HR),Bharat Petroleum Corp. Ltd. Presented at Oil & Gas HR Round Table, August 2011organized by ISPe & UPES Dehradun
    • 2. The Context Of Change ... The only sustainable competitive advantage that Organisations (Teams & Individuals) will have in the future is the ability to Learn faster than their Competitors. Arie De Gues, Ex- Head of Strategic Planning, Shell & Author of " The Living Company"
    • 3. Purpose of Coaching“ Coaching is unlocking a person‟s potential to maximise his own performance. It is helping him to learn rather than teaching him. ”  Timothy Gallwey a Harvard Educationist & Tennis Coach, Author of: “ Inner Game of Tennis”
    • 4. Purpose What percentage of people‟s potential is used at work? What evidence (from personal experience) do you have that there is more potential? If that potential exists, and there is evidence, what blocks (internal and external) that prevent people from using it?
    • 5. The Mind is Key Mind Awareness and ResponsibilityKnowledge Experience(Technique) (Fitness)
    • 6. Change can be blocked in differentways... I cannot SKILLS I can KNOWLEDGE I don’t know how EXPERIENCE I know how It’s not important SOCIAL ROLE, VALUES It’s important to me or appropriate to me “It’s not me” SELF IMAGE “It is me” “It doesn’t come “It comes easily to TRAITS easily to me” me”I don’t enjoy it MOTIVES I enjoy it . Coaches role is to identify where the blocks are….
    • 7. Two Basic Rules of Coaching To invest in people effectively, the leader  must have fundamental belief that people can achieve whatever they believe is achievable (The first rule of coaching).  Needs to continually raise that level of belief (The second rule of coaching)
    • 8. What does an effective coach do? Enhance level of awareness (self generated high quality inputs) & take responsibility (his choice to own a goal /task) Empower people to build their lives around what is meaningful to them Alter the context in the way people makes decisions. This context is composed of people‟s belief and assumptions.
    • 9. Two approaches to coaching… Develop internal capability – leaders adopting coaching as a style of leadership Outsource – hire executive coaches
    • 10. Why Coaching as a style of leadershipNecessary?  The pace of change requires Leaders to produce results quicker than before.  Command and control and directive style have limited short term relevance  People want more from their work.  Today‟s managers have to manage the paradox of time.  To create more time they will have to invest more time in their people; there is not other way.
    • 11. Coaching: a new way of Leading Coaching Both are ResponsibleBoss has Performer hascontrol control     Tells Sells Discusses Leaves alone
    • 12. Maslow‟s Hierarchy of Needs Self Actuali -sation The waterline: Self esteem the collective need level in an organization Recognition & Status Belonging & social needs Safety and Shelter Basic Survival
    • 13. Performance CoachingMay be used for all management interactions including: Planning Reviewing Motivating Delegating Learning a new skill or a new way of working Problem solving Assessment/ Appraisals Mentoring & Counselling Team building & Team working Performance managementCONTEXT: It demands and it generates a far more positive/ optimistic perspective of all people.
    • 14. Don‟t have time to coach?Youve an opportunity to coach whenever : You are asked how to do something. Your advice is sought by others. One of your staff says that they cannot do a particular job. Your opinion is asked for or a decision required. You see a job or task that could be done quicker, better or cheaper. Mistakes are made. In fact, any situation where you want people to raise their current levels of skills abilities and overall performance.
    • 15. BPCL Experience… Trained Managers / Leaders in GROW model of Sir John Whitmore Leadership assessment framework clearly emphasised on developing coaching as a leadership style Trained senior leaders as „Leadership Group Facilitator‟ who then invested significant of their time in development of talent
    • 16. Challenges: Internal Capability From HR side – more focus on capacity building over foundation setting Most importantly leaders not recognising the need for them to invest in their people Failure to acknowledge Employee Motivations – more governed by competency framework Inability to blend coaching in to daily work Lack of alignment between coaching and business priorities
    • 17. Challenges : External Coaching Difficult Finding “Best Fit” Professional Coaches Unfocused Coaching Engagements Poor Matching of Coaching Resources to Executive Requirements Disconnect from the Organization Inconsistent Delivery and Quality of Coaching
    • 18. Coaching as development program..
    • 19. Optimizing Returns from Coaching..Needless to say, Return through Building „Internal Capability‟ would be many times higher in comparison to „Outsourcing‟ Are we ready to change our beliefs?
    • 20. The people, led by wise leadership will come to the realization, “We did it ourselves.” Lao Tsu
    • 21. Thank You

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