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Jesse Hsu’s
                  Coaching
                  Approach

              Each individual is
         different, so are the paths



Jesse S. Hsu, Executive Coach &
 Talent Management Consultant
徐显光 Jesse Hsu
   McKinsey & Co. Asia 麦肯锡亚太区管理顾问
   P&G marketing & finance 宝洁市场营销和财务职位
   15 years in CEO and boards including non-profit
   Lecture in EMBA programs include EM Lyon,上海交通大学金融 Shanghai
    Advanced Institute of Finance, SJTU 等商学院

Education   教育
1. Advanced Coaching Certification 哥伦比亚大学 Columbia U.in NYC
2. Marketing & Finance dual major MBA 西北大学 Kellogg Northwestern U
3. 培训师TT认证:性格测试 MBTI,情商EQ,Transition Facilitation 变革管理
   Change Mgmt,Coaching for Engagement辅导训练,Feedback
   Facilitation 绩效评估反馈,Crucial Conversation关键对谈,Cross
   Culture in the Work Place 跨文化组织管理
4. BU Level Assessment Center,Lead Assessor 高管评鉴中心 测评认证师
                    Jesse S. Hsu, Executive Coach & Talent
                                   Management Consultant
Clients served in Asia




                    Jesse S. Hsu, Executive Coach & Talent Management
                                                            Consultant
Exploratory meeting
            Want to Accomplish?
Connect with coachee’s Values / Pain / Drive
 / Inspiration, according to-

 Stakeholders’ expectation
 Own desired result

 Business purpose



              Jesse S. Hsu, Executive Coach &
               Talent Management Consultant
Jesse’s Coaching Process overview
Adopted from Columbia University’s Advanced Coaching approach




                  Jesse S. Hsu, Executive Coach &
                   Talent Management Consultant
Phase 1. Context
                Co-define the current reality
Drill deeper a foundation, the taller a construction
     possible.
    Entry & contract/agreement
    Developmental frames/values
    Situation analysis
Optional: co-discover from debrief of (one or more)
 Feedback, Multi-rater Survey, Self assessment, Sponsor input


                        Jesse S. Hsu, Executive Coach &
                         Talent Management Consultant
Phase 2. Content
        Co-determine scope of action needed
Between reality and goal, options are unveiled and mini-
    projects grow wings for momentum to win.
   Feedback
   Exploring options
   Planning



                     Jesse S. Hsu, Executive Coach &
                      Talent Management Consultant
Phase 3. Conduct
       Co-develop the new behavioral pattern
Make sure the Stakeholders provide powerful feedback to
   coachee’s changes. Positive reinforcement leads to
   healthier sustainable team dynamics.
   Action strategy
   Growth & renewal
   Execution


                    Jesse S. Hsu, Executive Coach &
                     Talent Management Consultant
Expect coaching with principles
Adopted from Columbia University’s Advanced Coaching approach



  Guiding Principles
        Adhere to High                               Focus on
        Standards                                  the Client’s
        of Ethical                                     Agenda
        Conduct


                            Effective
                            Coaching


        Earn the Right                                    Build
        to Advance at                              Commitment
        Each Stage of the                              Through
        Coaching Process                           Involvement


                                        Jesse S. Hsu, Executive Coach & Talent Management
                                                                                Consultant
Follow Up

    With the Talent Development and sponsoring
     executives during and after the coaching
     process with pre-agreed frequency and
     confidentiality.

    A follow-up survey that measures the degree
     to which coachees have improved in areas
     committed in their individual development plan

    Re-assesses the behaviors targeted for
     development, 3 months after the coaching
     sessions with mini- 360 survey (typically only
     2-10 items).The questions are tailor-made to
     each senior leader’s specific development
     objectives

    Organization feedback and further
     development discussion will be conducted with
     key stakeholders based on the survey results

                                                      10
Group Coaching
   Leverage the clear goals, conscious choices,
    effective action framework (SEE SLIDE 9)
       Get group to generate one or two topics they would
        like to address (on the spot)
       Then around that topic start a discussion how to
        address that issue (choices)
       Move to identifying effective action, do obstacle
        analysis, and identify success factors (looping back to
        clear goals)
       After identification of topic and choice generation, it
        may be helpful to leverage a framework (e.g., Change
        Equation) to help contextualize and provide tool they
        can use to support ongoing self development
                                 11

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Jesse Hsu Coaching Approach Oct2010

  • 1. Jesse Hsu’s Coaching Approach Each individual is different, so are the paths Jesse S. Hsu, Executive Coach & Talent Management Consultant
  • 2. 徐显光 Jesse Hsu  McKinsey & Co. Asia 麦肯锡亚太区管理顾问  P&G marketing & finance 宝洁市场营销和财务职位  15 years in CEO and boards including non-profit  Lecture in EMBA programs include EM Lyon,上海交通大学金融 Shanghai Advanced Institute of Finance, SJTU 等商学院 Education 教育 1. Advanced Coaching Certification 哥伦比亚大学 Columbia U.in NYC 2. Marketing & Finance dual major MBA 西北大学 Kellogg Northwestern U 3. 培训师TT认证:性格测试 MBTI,情商EQ,Transition Facilitation 变革管理 Change Mgmt,Coaching for Engagement辅导训练,Feedback Facilitation 绩效评估反馈,Crucial Conversation关键对谈,Cross Culture in the Work Place 跨文化组织管理 4. BU Level Assessment Center,Lead Assessor 高管评鉴中心 测评认证师 Jesse S. Hsu, Executive Coach & Talent Management Consultant
  • 3. Clients served in Asia Jesse S. Hsu, Executive Coach & Talent Management Consultant
  • 4. Exploratory meeting Want to Accomplish? Connect with coachee’s Values / Pain / Drive / Inspiration, according to-  Stakeholders’ expectation  Own desired result  Business purpose Jesse S. Hsu, Executive Coach & Talent Management Consultant
  • 5. Jesse’s Coaching Process overview Adopted from Columbia University’s Advanced Coaching approach Jesse S. Hsu, Executive Coach & Talent Management Consultant
  • 6. Phase 1. Context Co-define the current reality Drill deeper a foundation, the taller a construction possible.  Entry & contract/agreement  Developmental frames/values  Situation analysis Optional: co-discover from debrief of (one or more)  Feedback, Multi-rater Survey, Self assessment, Sponsor input Jesse S. Hsu, Executive Coach & Talent Management Consultant
  • 7. Phase 2. Content Co-determine scope of action needed Between reality and goal, options are unveiled and mini- projects grow wings for momentum to win.  Feedback  Exploring options  Planning Jesse S. Hsu, Executive Coach & Talent Management Consultant
  • 8. Phase 3. Conduct Co-develop the new behavioral pattern Make sure the Stakeholders provide powerful feedback to coachee’s changes. Positive reinforcement leads to healthier sustainable team dynamics.  Action strategy  Growth & renewal  Execution Jesse S. Hsu, Executive Coach & Talent Management Consultant
  • 9. Expect coaching with principles Adopted from Columbia University’s Advanced Coaching approach Guiding Principles Adhere to High Focus on Standards the Client’s of Ethical Agenda Conduct Effective Coaching Earn the Right Build to Advance at Commitment Each Stage of the Through Coaching Process Involvement Jesse S. Hsu, Executive Coach & Talent Management Consultant
  • 10. Follow Up  With the Talent Development and sponsoring executives during and after the coaching process with pre-agreed frequency and confidentiality.  A follow-up survey that measures the degree to which coachees have improved in areas committed in their individual development plan  Re-assesses the behaviors targeted for development, 3 months after the coaching sessions with mini- 360 survey (typically only 2-10 items).The questions are tailor-made to each senior leader’s specific development objectives  Organization feedback and further development discussion will be conducted with key stakeholders based on the survey results 10
  • 11. Group Coaching  Leverage the clear goals, conscious choices, effective action framework (SEE SLIDE 9)  Get group to generate one or two topics they would like to address (on the spot)  Then around that topic start a discussion how to address that issue (choices)  Move to identifying effective action, do obstacle analysis, and identify success factors (looping back to clear goals)  After identification of topic and choice generation, it may be helpful to leverage a framework (e.g., Change Equation) to help contextualize and provide tool they can use to support ongoing self development 11