Internal Coaching Guide

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  • 1. National Aeronautics and Space Administration NASA Handbook on Building Internal Coaching Capability__________________________________________ A Guide for NASA Internal Coaches and HR Executives ________ May 2007
  • 2. Contents_________________________________________________________ NASA's Coaching Policy and Strategy .......................................................................1 NASA's Policy for Internal Coaches ...........................................................................2 Internal Coaching at NASA......................................................................................2­3 How Internal Coaches are Identified and Selected ....................................................4 How Internal Coaches are Utilized to Support NASA Goals ....................................4­5 How Internal Coaches are Trained and Developed .................................................5­6 Roles and Responsibilities ......................................................................................6­8 Appendices .......................................................................................................... 9­13
  • 3. NASA’s Coaching Policy and Strategy__________________________________ NASA implemented coaching Agency­ NASA’s strategy for developing coaching wide as part of its Strategic Human for mission results is three­fold: Capital Plan (SHCP) initiative. 1) To provide leaders, managers, and supervisors with training, experience, “The SHCP Pillar 5.0, Leadership, states and tools to incorporate coaching that “NASA ensures it has leaders who conversations into their daily are adaptable; who inspire, motivate, professional work. and guide others toward goals; who 2) To develop internal coaching expertise mentor and challenge the workforce; as a cost­effective, cross­Agency and who demonstrate high standards of resource to draw from, and to ensure honesty, integrity, trust, openness, and that NASA has the expertise to be a respect.” Goal 5.1 of this, and retains a “smart buyer” of coaching services. diverse, high­performing cadre of 3) To continue to utilize external coaches and leaders who are nurtured through organizational development specialists to training and development build on the Agency’s internal efforts.”1  opportunities,” which concurs with Strategy 5.1.2, “Provide mentoring, training, development, and coaching opportunities to equip employees to assume leadership positions within the Agency.” 1  NASA’s Business Coaching Handbook, August  2006, Page 3. 1
  • 4. NASA’S Policy for Internal Coaches_____________________________________ The field of coaching is growing and return­on­investment possible for changing. There are a number of issues our coaching dollars, that can impact coaching effectiveness · be a “smart buyers” of external and can potentially pose risk to both the coaching services, individual being coaches and the · build and maintain coaching Agency. capabilities, and · understand and mitigate risks In establishing the Coaching Program it associated with coaching for was important for NASA to have the both the employee and the expertise and ability to: Agency · design, and deliver efficient and effective coaching services to ensure NASA receives the greatest Internal Coaching at NASA________________________________________ NASA’s Business Coaching Handbook (April 2005) states: assessment tools to help individuals “Internal coaching is a facilitative one­ become more effective. Through the on­one, mutually designated coaching insight gained from assessment relationship between a NASA civil tools and observations by the coach, servant, certified coach and a key NASA individuals become more self­aware employee who is accountable for highly of their strengths and barriers, and complex decisions with wide scope of develop strategies and plans to impact on the NASA organization, reach their goals. government, and industry as a whole. The primary impetus for engaging in The role of a coach is that of a non­ coaching is organizational performance judgmental, strategic business or development, either of which may partner. The coaching relationship is have a personal component as well. The built on trust. The details of coaching results produced from this relationship conversations remain confidential are observable, measurable, and between the individual and the aligned with the performance coach in order for the partnership to requirements the individual (or NASA work. When NASA provides organization) has established. coaching, the relationship extends to Coaching services are arranged the individual’s supervisor, who through the Center Coaching Point of helps define the performance goals Contact (POC).”2 and provides feedback on progress. “Characteristics of Effective Coaches at NASA must demonstrate Coaches ­ Executive coaches help knowledge through their past individuals set and achieve desired experience and application of basic goals and necessary results. competencies. NASA has adopted Coaches utilize questions and  the competencies identified by the International Coaching Federation 2  NASA Business Coaching Handbook, August 2006,  (ICF). First, the coach must meet the Page 6. ethical guidelines of the profession. 2
  • 5. Other competencies include the Skilled at Problem Diagnosis – If ability to: diagnostics instruments are used, · Establish a coaching the coach must be appropriately agreement certified to administer those · Establish a trusting instruments to assess gaps, help relationship with the identify blind spots for the coachee individual being coached, · Be fully present, attentive, determine outcome measurements and spontaneous (score card for accountabilities · Express active listening pre­ and post assessments to · Ask powerful questions measure 360­degree feedback), · Be a direct communicator and facilitate communication and · Create and raise personal feedback. (See Appendix D) awareness · Design and create action Results Oriented – The outcomes of the plans and action behaviors coaching relationship should specify · Develop plans and establish how the coaching success would be measured, evaluated, and realized by goals with the coachee individual performance improvement · Manage the progress of the and NASA mission impacts. coachee and hold them Additionally, a coaching agreement for accountable for their the employee should be established up actions front and refined throughout the coaching relationship. In addition to the above, effective coaches believe in the potential of their Knowledge and Application of client and demonstrate a personal Coaching Competencies, including integrity in “walking the talk.”3 Interpersonal Competencies . The coach must demonstrate “Characteristics and Requirements through past experience and for Internal Coaches – application of competencies In addition to the characteristics of previously identified4.”  an effective coach as noted above, NASA has established the following standards for selecting internal coaches. Coaching Certification – All internal coaches must have coaching credentials from an ICF­certified training program. Tested Experience – The coach must have the appropriate level of corporate experience to understand the development, political and environmental needs of the employee.  3  4  NASA Business Coaching Handbook, August 2006,  NASA Business Coaching Handbook, August 2006,  Page 4.  Page 6. 3
  • 6. How Internal Coaches are Identified and Selected_________ Center Human Capital Director is · Ensure that the individual is responsible for selecting individuals competent and has the requisite who will serve as internal Center and background for this training. Agency Coaches. Human Capital · Ensure that the program the individual directors are required to: has selected is on the International Coaching Federation’s list of approved · Identify the Center’s strategy for programs. executive coaching and the role · Commit to the expenditure of the of internal coaches in that training and travel dollars required strategy. to fully fund the individual to the · Provide a statement that they are point of receiving final program confident in referring this individual certification. to coach senior executives at their · Commit to the continued development Center and in referring these of Internal Coaches. individuals to coach executives at other NASA Centers and If funding is being requested from the Headquarters. (See Appendix A) Agency the Center Human Capital Director · Obtain the commitment from the must provide a memo containing all the supervisor of this individual that above elements to the NASA Director of he/she is committed to allowing Leadership Development and Executive the individual to devote a Coaching. minimum of 10% of their time to coaching over the next three years. How Internal Coaches Are Utilized to Support NASA Goals_____________________________________________________________ Internal Coaches are utilized as Center whether trained with Agency or Center and as Agency­resources. Each Center funds are considered Agency­wide needs to have a Center Coaching Point resources. of Contact (POC) who has received ICF level training and who has the Internal coaches, coach all levels of experience and ability to manage and NASA including Senior Executives. oversee the coaching policies and Most internal coaching serves GS­14 activities at that Center. This Center and 15 level supervisors and managers. Coaching POC serves as an internal Coaching below the GS­14 level may be coach, along with other internal supported by internal coaches if coaches. Together they meet the resources are available. Internal internal coaching needs of the Center. coaches also serve as coaching All certified, or in­training coaches, are resources to Agency­wide and Center required to provide a resume to the leadership and management Agency Coaching Contact and may be development program participants both asked to coach individuals at other during and after attendance in these Centers or Headquarters as time programs. permits. All internal NASA coaches 4
  • 7. Internal coaches may be authorized by Return on Investment Requirement: The the Center Coaching POC to coach creation of and tracking of individual outside of NASA as a means of coaching agreements provides the data maintaining or expanding their coaching from which Center Coaching POC’s will capacity and skill at coaching. These evaluate the effectiveness of Center outside coaching opportunities help the coaching efforts. In addition, an coach expand their perspective and individual approved for training as an observations which is critical to internal coach must devote a minimum effective coaching. of 10% of their time to coaching for three years after the completion of their training. How Internal Coaches are Trained and Developed__________________ Training: To “seed” this expertise while the internal coach is in training as across NASA, Agency coaching funds these individuals will be performing their were initially used to train internal coaching under the guidance of a trained coaches at each Center. The coaching professional as part of the development of additional coaches program. needed by the Center, and the funding of continued learning of existing All coaching performed at a Center or at coaches, is the responsibility of each NASA Headquarters must be scheduled Center. NASA will provide Agency­wide and coordinated through the Center coaching development for internal Coaching POC. (See Appendix B and C) coaches through ongoing learning This includes coaching performed by opportunities via teleconferences and internal employees, internal video conferences several times each contractors, or external contractors no year. This training is not intended to be matter the contract funding source. The comprehensive but, in addition to the Center POC shall be responsible for training provided and/or funded by the determining the most appropriate coach Center. or coaching vehicle for Center employees. The Center Coaching POC NASA Centers are expected to provide will also have oversight of all coaching an on­going training option to coaches engagements and shall be responsible at least every 18 months. This option for maintaining the names of all can include short term training, employees being coached at the Center, attendance or presenting at a coaching and the goals, conditions and results of meeting, conference, telecom or Vits the coaching engagement. The Center training or other means. This training Coaching POC will have the authority to may also be provided to internal require coaching engagements to meet coaches by the Center Coaching POC. the assessment requirements identified in NASA’s Business Coaching Development: Developmental Handbook. opportunities for internal coaches will continue to take place in the form of Program Certification: All NASA coaching NASA employees. Centers are Coaches whose training is funded by the expected to sanction only internal Agency or their Center must complete coaches who have completed training in an International Coaching Federation one of the ICF certified schools. approved Coaching Program. All Coaching of NASA employees will begin internal coaches are required to obtain 5
  • 8. the certification associated with their the Center Training Officer. Centers are training program. also responsible for funding the internal coaches training required to obtain and Coaches Assessment Capabilities: All maintain these certifications. coaches are expected to be qualified in the use and provide coaching on NASA’s Coaches are required to have multi­rater instrument the 540 Degree knowledge of an extensive number of Feedback Instrument (See Appendix E). assessment instruments that may In addition coaches should be certified in support the coaching process. the use of at least one Personal Appendix A provides a list and the Preferences/ Behavior Instrument and a individuals at NASA who are certified to Conflict Resolution instrument. The use these instruments. Internal Personal Preferences/Behavior Coaches can request the support of assessment instruments commonly used these certified employees to perform by NASA include MBTI, DISC, FIRO B and assessments and provide feedback to Birkman. The Center Coaching POC the employees being coach. along with the Center Training Officer may also determine that other ICF Certification: Internal coaches can assessment instruments are also needed go on to obtain ICF certification by internal coaches. Ensuring that center however, neither NASA nor the Centers internal coaches have the appropriate are under any obligation to fund costs qualifications and certifications to safely associated with obtaining or maintaining perform coaching is the responsibility of this certification. Roles and Responsibilities_________________________________________ Training and Development Officers:– NASA: The Agency is responsible for Establish mechanisms for oversight and determining the overall policy for evaluation of coaching and for planning coaching at NASA and for the strategic and budgeting for coaching resources utilization of coaching resources. including the initial certification training and continued develop of internal Center Director: Determine the strategy coaches. for effectively utilizing coaching as a developmental option for high potential Center Coaching Point of Contact (POC): Senior Executives. The role of the Coaching POC is key in enabling the effective management and Human Capital Director: In addition to implementation of the coaching program the responsibilities defined above in at the Center and in enabling the Center selecting internal coaches the HR to maximize their ability to acquire Director shall determine how coaching Agency coaching dollars and resources. can best be utilized to meet Center Human Capital strategic goals this includes determining the number and best qualified individuals to be trained as internal coaches. The Human Capital Director is also responsible developing a strategy for identifying the best candidates for coaching. 6
  • 9. Responsibilities Include: Internal Coaches – Provide quality coaching to meet employees needs. · Ensuring that coaching is the best Complete all required paperwork as and most cost effective option to required by NASA Coaching Guidelines. meet the employee’s needs and Provide information and supporting employees in identifying recommendations to Center POC. the most appropriate coach either Maintain capabilities through training, internal or external. coaching or other means. Provide coaching a minimum of 10% of their time · Overseeing all coaching performed for three years after training is at the Center. This requires that all completed. coaching performed at the Center be requested through the POC Internal Coaches Supervisor: Support the including coaching performed by internal coach in attending coaching internal coaches, and internal and training and acquiring certification. Make external contractors, regardless of 10% of the employee’s time available for the organization conducting, or coaching. funding, the coaching activity. It also includes coaching being performed as part of a Center or Agency training or development program. · Processing requests for coaches and following up with the employee, supervisor and coach as needed. POC’s are also responsible for maintaining records of all employees being coached and the number and duration of the coaching, when that information is not being maintained at the Agency­level. · Assessing whether the Center coaching goals have been met, for evaluating the effectiveness of the centers coaching program, and for providing recommendations and guidance to Center leadership. POC’s have the authority to require all or part of the coaching performed at the Center to meet the assessment reporting requirements identified in NASA’s Business Coaching Handbook. · Serving as the Center representative on the Agency­ wide coaching strategy team. 8
  • 10. Employee Being Coached: Provide all Employee’s Supervisor – Provide required paperwork. Be available and guidance and support. Provide required responsible for the coaching process. feedback and reports. Be open to feedback and flexible in gaining new learning. 8
  • 11. Appendix A Required Qualifications for External Coaches_____________________ The contractor will be provided the following matrix as a means for rating and ranking potential coaches. % of Rating Rating Areas Excellent Meets Fails to Meet 10 Number of years 10 + 7­9 5­6 of experience 10 Certification ICF Approved Other Coaching Related Certification or University Relevant Course Work. Ie: Graduate Degree Human Behavior, OD, Psychology, etc. 20 Skill and Method Very High Degree Usually High Moderate Degree of Problem of Proven Ability. Degree of Proven of Proven Ability. Diagnosis* Use of Valid & Ability. Reliable Tools & Methods 25 Ability to Achieve Always Meets Meets Goals Usually Meets Results* Goals Identified in Identified in Goals Identified Coaching Coaching in Coaching Agreement Agreement to a Agreement Degree 10 Familiarity with Broad Experience Broad Industry & Broad Industry or Industry & in Both Industry Government Government Government and Government Experience Experience Specifically with Technical/Scientific Organizations 20 Knowledge & Possesses All of Possesses All of Possesses Most Application of the Characteristics the of the Coaching of Effective Characteristics, Characteristics Competencies, Coaches Identified Some to a Lesser Some to a Lesser Including in the NASA Degree of Skill. Degree of Skill. Interpersonal Coaching Guide to Characteristics a High Degree of Skill. 5 Discretionary High Degree of Some Additional Minor Additional Additional Qualifications Qualifications Qualifications Total 100% * Degree of proven ability in Problem Solving and Ability to Achieve Results will be ascertained through examples of tangible evidence.”5  5  NASA Business Coaching Handbook, August 2006, Page 8. 9
  • 12. Appendix B Procedures for Obtaining Coaching by NASA’s Internal Coaches_______________________________________________________ The following process is used for obtaining NASA Internal Coaches. Who Does What How To Whom Employee Makes request Any (Face to face, Center POC e­mail, etc.) Coachee Fill out forms A (Coaching Paper or Electronic Supervisor for Application) signature Supervisor Signs form A If paper – mail/fax Center POC If electronic – e­ mail Coachee & * Fill out form B (Preference Paper or Electronic Center POC Center POC Guide) Center POC Forwards Form A Paper or Electronic Agency Coaching Coordinator (ACC) ACC Contacts potential Internal Phone or e­mail Internal Coaches Coaches for availability ACC Forwards Form A to available Paper or Electronic Available Internal Internal Coaches Coaches ACC Sends 2­3 Resumes E­mail Coachee and cc’s Center POC Coachee Reviews/Interviews potential Phone, Face­to­ Available Internal Coaches within 30 days of receipt face, etc. Coaches Coachee Notifies selection Phone or e­mail Center POC Center POC Notifies selection Phone or e­mail ACC Coach Schedules initial meeting Phone or e­mail Coachee Coach Fill out and submit Form C Paper or Electronic Center POC (Coaching Agreement) with coachee Center POC Reviews and files Form C Paper or Electronic N/A Coach Conducts Mid­Point Assessment Paper or Electronic ACC with Coachee and forwards to ACC Coach Gives Final Assessment (Form E) Paper or Electronic Coachee at the final coaching session Coachee Completes Final Assessment and Paper or Electronic ACC forwards to ACC Coach Notifies end of engagement within E­mail or phone Center POC and ACC 10 days of completion Coach Conducts Follow­up Assessment Paper or Electronic ACC with Coachee 6 months after completion and forwards to ACC Coach Conducts Supervisory Paper or Electronic Coaching Contractor Assessment (Form G) with Supervisor 6 months after completion and forwards * The Center Coaching POC should fill out the NASA Preferences Guide with the potential coachee if there is any doubt as to whether or not Coaching is the right tool for the individual. Contact the Agency Coaching Coordinator for the Preferences Guide Key. The preferences guide is found in NASA’s Coaching Guide on the NASA Training and Development web site. 9
  • 13. Appendix C From NASA’s Business Coaching Handbook________________________ “II. The NASA Coaching Process agreement regarding the desired results of the coaching relationship. Formal coaching relationships are based on written agreements between HQ and Centers should align their the coach and the individual being coaching efforts to the philosophy and coached. This written agreement strategy outlined in these guidelines. delineates the goals and mutual The coaching process may begin in a expectations for how the coaching variety of ways including conversations relationship will work. The individual, with HR specialists, supervisory coach, and supervisor must be in referrals, or employee request. In general, the process consists of the following additional step coaching application (Form A). This Step 1: Meet with Center Coaching request form is designed to help the POC POC better understand the individual’s needs and professional goals as they If the employee is confident that he or begin the coaching process. she can benefit from and is willing and ready to participate in the coaching During the meeting with the POC, the process, the next step is to set up a individual may complete a preferences meeting with the Coaching POC at his or guide (Form B). This questionnaire is her Center. Prior to this meeting, the designed to help the POC identify the employee will be asked to complete a learning option that is best suited to meet the individual’s developmental needs. Step 2: Coach Assessment and Selection Based on the information provided in The best way to select a coach is to step 1, a pool of potential coaches will review the bios of two or three coaches, be identified for the employee. The and then conduct a screening interview individual will then review the coaches with those that meet the individual’s identified and conducts interviews. personal criteria. Both during the screening interview and throughout the Selecting a Coach coaching process, the individual should continue to refine and adjust their Each coach has his or her own unique style, assessment of how the coach is helping personality, strengths, preferences and them achieve his or her stated weaknesses. objectives. Similarly, each individual has his or her own Screening Interview Questions unique developmental needs, personality, · Describe your career history. preferences and learning style. For this reason, selecting the best coach is an · What coaching education and important first step in ensuring the success training have you completed? of the coaching engagement. · Have you worked with Federal agencies before? With NASA? 9
  • 14. · Have you coached individuals at · How will you keep me my level? accountable for results? · Can you work with me to help me · How do you normally understand how to work more communicate with coaching effectively with others? clients? · How will you maintain my · What type of clients do you work confidentiality? with most effectively? · Describe your coaching · What are the essential skills for approach. being an effective coach? · What assessment instruments do you use as part of the coaching process? · How will you measure improvement/success? new explanations for behaviors, After the interview process is completed discover new possibilities, generate a the individual will contact the Coaching baseline of information about the POC to finalize their selection of a individual being coached, build the coach. coach/client relationship, and facilitate identification of the coaching Step 3: Coaching intervention. All assessment data will be kept confidential between the client and At the beginning of the relationship, the the coach. coach typically conducts an assessment. Assessments are tools Once assessments are completed, the used to gather information about an coach will review the data with the individual’s values, behaviors, individual being coached and provide competencies, goals, interests, and feedback. The coach and coachee then potential opportunities for development. work together to create a development plan and a set of objectives based on This assessment can range from being the data results and the individual’s very formal to informal depending on goals. The coach and individual will also where the individual is in the identify the roles of stakeholders development process and their past (including the individual’s supervisor experience. and the coaching POC); significant milestones related to their progress; An informal assessment may consist of and measures of success. Additionally, a brief questionnaire, face­to­face the coach and the individual will work discussion, or simple observation. The out the terms and logistics of the coach will determine the appropriate coaching relationship and gain assessment instrument tool to use in the appropriate approvals. (See Form C for coaching process. a Coaching Agreement.) The coach is responsible for providing copies of the Assessments are used in a coaching Coaching Agreement to the Center POC relationship as a way to provide and the coaching contractor. valuable information to guide and focus the relationship. Assessments provide 12
  • 15. Step 4: Periodic Assessments Follow­up Assessment Mid­point and Final Assessments The final phase of the coaching assessment process is the follow­up The mid­point assessment will be assessment. This is normally conducted conducted half way into the coaching six months to a year after the end of the contract. This assessment is designed coaching contract. Coaches are to track the progress with the coaching responsible for obtaining a follow­up contract, relationship, and coaching assessment form is included at the back process. During this phase some of the of this guide (Form F).”6  following questions may be asked: · What is working well? · What needs improvement? · How can we do things differently? · Are we on track in accomplishing our goals? After this assessment, the coach sends the completed assessment to the Center coaching POC and the coaching contractor. A sample mid­point assessment form is included in Form D. At the end of the coaching engagement, the coach and coachee will determine whether to stop or continue the coaching process. The coach gives the coachee the final assessment form to complete and is responsible for providing a copy to the coaching contractor. This information is kept confidential and only aggregated data is given to the coach and NASA. A sample final assessment form is included in the back of this guide (Form E). At this time an assessment from the supervisor is obtained (Form G) by the coach and provided to the coaching contractor. 6  NASA’s Business Coaching Handbook, August  2006, Pages 10­11. 13
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