• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
Internal Leadership Coaching Best Practices
 

Internal Leadership Coaching Best Practices

on

  • 809 views

Webinar Slides: Internal Leadership Coaching Best Practices

Webinar Slides: Internal Leadership Coaching Best Practices
How to Be an Effective Leadership Coach

Statistics

Views

Total Views
809
Views on SlideShare
809
Embed Views
0

Actions

Likes
1
Downloads
22
Comments
0

0 Embeds 0

No embeds

Accessibility

Categories

Upload Details

Uploaded via as Adobe PDF

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    Internal Leadership Coaching Best Practices Internal Leadership Coaching Best Practices Presentation Transcript

    • Internal Leadership Coaching Best Practices Linda Linfield, M.A. Charles Rogel, M.B.A.Director of Talent Assessment Director of Business Development DecisionWise, Inc. DecisionWise, Inc.
    • About DecisionWise Client sAwareness | Action | Accountability 360-Degree Feedback Employee Engagement Leadership Coaching Organization Change ©2012. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com 2
    • Poll QuestionWhat best describes your organization’s use of coaches?1. We have yet to implement a coaching process.2. We use internal leadership coaches.3. We use external leadership coaches.4. We use both internal and external leadership coaches. ©2012. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com 3
    • Types of CoachingLeadership/Executive Coaching Life Coaching Career Coaching Skills Coaching Counseling ©2012. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com 4
    • Potential Leadership CoachesBossHR professional (informal)Internal coach (formal)Peer coach/mentorExternal coach ©2012. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com 5
    • The Difference Between…Corrective Action Coaching MentoringPoor performance Meeting expectations Superior performersDirective Approach Leverage their initiative Leverage their expertiseConsequences Clear goals Stretch assignmentsGoal: Goal: Goal:Meet expectations Achieve higher Develop potential for performance succession/promotion Achieve superior performance ©2012. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com 6
    • 4 Leadership Domains EXPERTISE PERFORMANCE Do they have the cognitive ability, Do they have a track record that provesknowledge, competency, and skill to they can achieve the results for which succeed in the role? they will be accountable? INTERPERSONAL DISPOSITIONWill they engage others effectively and Will their personal attitudes, with integrity to accomplish characteristics, and style enhance their organizational goals? effectiveness? ©2012. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com 7
    • Escalating Difficulty of Coaching Issues Values and BeliefsPersonal Characteristic DISPOSITION Attitude Relationship issue Personal Appearance INTERPERSONALPerformance Problem Knowledge Habits PERFORMANCE Job Skills Policy/Legal Violation EXPERTISE ©2012. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com 8
    • Starting a Coaching Program Select the right coach based on leader’s level in organization, relationship with coach, and presenting challenges. Establish a long-term, process-oriented approach, not just specific meetings placed on a calendar. Ensure that each internal coach has no more than 3 consistent participants at a time. Garner senior leadership endorsement of coaching. Include in job description; allow adequate time to fulfill coaching responsibilities. Establish clear relationship boundaries and contract these. ©2012. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com 9
    • Internal Coaching: Pros and ConsPros ConsMore familiarity with Confidentiality situation/climate CredibilityLess expensive PoliticsLong-term engagement Lack of supportMore flexibility Lack of training/expertise Lack of time/focus ©2012. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com 10
    • How to Gain Trust and CredibilityUnderstand leader’s world (observe him/her intheir work setting before starting coaching)Gather data from those who best know theindividual (360, interviews, or other assessments)Listen to ensure understanding before givingadvice and recommendationsUse a validated coaching methodologyAsk for feedbackSupport the individual outside of the coachingrelationshipMaintain confidentiality – don’t “leak” ©2012. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com 11
    • Coaching Works When…1. You create cognitive dissonance.2. You work through the dissonance in an effective way.3. You bridge the gap through adaptive processes rather than allowing ego Realities defenses to take over. about who I am and what I do. Beliefs about who I am and what I do. ©2012. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com 12
    • Common Coaching Issues1. Frequently shows up for work late and/or leaves early.2. Misses deadlines.3. Makes too many errors in his/her work. DISPOSITION4. Is trying to develop a new skill.5. Lacks focus on key priorities.6. Does not allocate resources wisely.7. Comes across as arrogant and insensitive.8. Continually delivers superior quality products.9. Appears aloof and detached from the team. INTERPERSONAL10. Is sharp and confrontational.11. Wants to increase job responsibilities.12. Appears bored or disengaged at work.13. Resists change or fails to learn new ways.14. Over-commits.15. Blames others and avoids responsibility. PERFORMANCE16. Spends too much time socializing.17. Lacks the technical skills he/she needs to do the job.18. Does not get along with some individuals.19. Could be even better– has potential.20. Micromanages others. EXPERTISE ©2012. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com 13
    • Measuring Coaching Progress Self- Behavioral Reaction Performance Awareness ChangeThe person being He or she The change in hiscoached responds The person being demonstrates an or her positively to the coached changes awareness of the performance feedback. He or his/her behavior in situation, and brings about the she indicates a a way that will recognizes the desired state, and willingness to be more closely align gaps between the improves the state coached– both him/her with the desired state and of the through actions desired state. the current state. organization. and words. ©2012. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com 14
    • Steps to an Effective Coaching ProcessAWARENESS ACTION ACCOUNTABILITY ©2012. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com 15
    • An Effective Coaching Process8-step process for turning feedback into results: 12-month1. 360 or other assessments 30-day2. Debrief results3. Develop Action Plan 60-day4. Action Plan Review (2 weeks)5. 30-day follow up 9-month 360 90-day6. 60-day follow up7. 6-month follow up8. 1-year 360 repeat 6-month ©2012. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com 16
    • Data-Driven Performance CoachingApril 18-19 | Park City, Utah$995 per person Linda Linfield Director of Talent Assessment llinfield@decision-wise.com Charles RogelBecome an expert on 360-degree Director of Business Developmentfeedback. Learn how to coach others on crogel@decision-wise.comtheir results. 1.800.830.8086This program has been approved for 12 www.decision-wise.comcredit hours toward PHR, SPHR and www.decision-wise.com/blogGPHR recertification through the HR LinkedIn: 360 Degree Feedback SurveysCertification Institute. Twitter: DecisionWise ©2012. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com 17