Executive Coaching...For the Seriously Curious
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Executive Coaching...For the Seriously Curious

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Transformational Executive Coaching ...

Transformational Executive Coaching

Expands people’s capacity to take effective action.

Challenges beliefs and assumptions that are responsible for one’s actions and behaviors.

Examines what one does, why one does what one does, but also who one is. What are the principles upon which one forms identity?

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Executive Coaching...For the Seriously Curious Executive Coaching...For the Seriously Curious Presentation Transcript

  • EXECUTIVE COACHING…For the Seriously Curious Presenter: Dr. Maynard Brusman Consulting Psychologist & Executive Coach
  • DEFINITION OF EXECUTIVE COACHING l A facilitative one-to-one mutually designed relationship between a professional coach and a key contributor who has a powerful position in the organization. The focus of the coaching is usually upon organizational performance, but may have a personal component as well. International Coach Federation
  • WHAT IS A COACH? l A “trusted role model, adviser, wise person, friend, Mensch, steward, or guide – a person who works with emerging human and organizational forces to tap new energy and purpose, to shape new visions and plans, and to generate desired results. A coach is someone trained and devoted to guiding others into increased competence, commitment, and confidence.” F. Hudson, 1999
  • TRANSFORMATIONAL COACHING l Expands people’s capacity to take effective action. l Challenges beliefs and assumptions that are responsible for one’s actions and behaviors. l Examines what one does, why one does what one does, but also who one is. What are the principles upon which one forms identity?
  • MEANINGFUL CHANGE “It is incumbent on each of us, to start telling our story in such a way that you can grant magnificence back to your work and back to what you do. If you can’ t grant magnificence to your work, you grant magnificence to yourself and have the courage to step out of it into something that is really commensurate to your gifts and is a place where you can really feel like you come alive again at the frontier of your own destiny” David Whyte, 1999
  • MENTORING l In Homer’s Odyssey, Odysseus, left his son, Telemachus, with Mentor, a wise person who agreed to raise the boy until Odysseus could return. Mentor modeled the skills and attitudes that Telemachus needed.
  • PSYCHOTHERAPY VS. COACHING l Psychotherapy generally deals with emotional or behavioral problems. l Coaching moves an already successful person toward greater effectiveness.
  • MASTERFUL COACHES l The ability to inspire l Setting higher standards l Honesty and integrity l Disciplined intensity l Forwarding action l A passion to help others learn and grow Robert Hargrove, 1995
  • EXECUTIVE COACHING THREE MAJOR STEPS 1. Contracting Develop mutual understanding of coaching process, expected outcomes, specific issues and time frame. Minimum of 6 months. 2. Assessment and Development of Action Plan Structured interview, data collection and assessment instruments to clarify values, interests, work style and other key factors. Multi-Rater 360-Degree Feedback and development plan. 3. Implementation Weekly one to three hour sessions.
  • THE EXECUTIVE COACH l Observes clients behavior in the workplace. l Creates a partnership with clients engaging in a dialogue of mutual influence. l Gives respectful, candid feedback to both client and company. l Operates with the highest standards of honesty and integrity.
  • INSTRUMENTED ASSESSMENT l Leadership, Personality and V alues Tools
  • MULTI- MULTI-RATER 360-DEGREE 360- FEEDBACK l Enhances self-awareness by highlighting what supervisors, peers, subordinates, and customers see as an individual’s strengths and development needs.
  • BENEFITS OF COACHING l Create the best choices and decisions possible for you and your company. l Enhance leadership capability. l Develop more effective interpersonal communication skills. l Improve job performance and develop skills to manage conflict and change. l Clarify causes of behavior and create a strategy for long term change. l Achieve more business and personal goals. l Improve communication between leaders and their team. l Resolve problems that impede job performance.
  • COACHING ROLES l Coaching for skills – to focus on a client’s current project or task. l Coaching for performance – to focus on a client’s effectiveness in a present job. l Coaching for development – to focus on a client’s future job responsibilities and/or career. l Coaching for an executive’ s agenda – to focus on a client’s larger issues, including better business results. Robert Witherspoon, 2000
  • TOP REASONS FOR OFFERING COACHING l Sharpen the leadership skills of high-potential individuals. l Correct management behavior problems such as poor communication skills, failure to develop subordinates, or indecisiveness. l Ensure the success of new managers. l Correct employee relations problems such as poor interpersonal skills, disorganization, demeaning or arrogant behavior. l Provide the required management and leadership skills to technically oriented employees.
  • OUTCOMES OF EXECUTIVE COACHING l Preventing executive derailment. l Improve specific managerial competencies or solve specific problems. l Help executives address behaviors or issues that impede job effectiveness. l Better management by enhancing executive’s ability to navigate sensitive political issues. l Strengthening strategic decision-making.
  • EXECUTIVE DERAILMENT l Difficulty managing change. l Not being able to work well in a team. l Poor interpersonal relations.
  • EMOTIONAL INTELLIGENCE l The ability to send, understand, and effectively apply the power and acumen of emotions as a source of human energy, information, trust, creativity, and influence.
  • EMOTIONAL INTELLIGENCE AT WORK l Self-awareness l Self-regulation l Motivation l Empathy l Social Skill
  • EMPLOYEE RETENTION l Research shows that the quality of the relationship between manager and employee is major predictor of keeping talented people.
  • EFFECTIVE COACHING IN ORGANIZATIONS l Involves much more than goal-setting. l Unleashes the human spirit and expands people’s capacity to reach stretch goals and bring about real change.
  • ORGANIZATION CULTURE l Coaching explores the context or the conclusions, beliefs and assumptions people in the organization have reached in order to succeed. l Context is shaped by the shared interpretations people make about their work environment. l Includes the management culture.
  • KEY COACHING PRINCIPLES 1. Proper coach/client synergy. 2. When people are fully heard, they move forward. 3. Sometimes the client has the answer, sometimes the coach does. 4. One can have a great life. 5. Humans operate at one percent of our potential.
  • KEY COACHING PRINCIPLES 6. Success is a basic human right. 7. Most people don’t know what they truly want. 8. What one puts up with costs one dearly. 9. Client defines success. 10. We are all Picassos-In-Training. Thomas Leonard www.coachville.com
  • QUESTIONS FOR SELECTING A COACH 1. What direct experiences do you have regarding what I need to accomplish? 2. Who else have you coached in a similar situation? Did they reach their goals? 3. If I were your client, what strategies would you offer based on what I’ve explained about my situation? 4. What’s your approach when coaching clients? 5. What’s your personal style? 6. What’s your biggest strength?
  • QUESTIONS FOR SELECTING A COACH 7. Who would you turn down and why? 8. Do you have any immediate suggestions for changes? 9. Why would you want to work with me? 10. How much do you charge? 11. Am I required to sign up for a minimum amount of time? 12. How much advance notice is required for canceling an appointment? Source: Coach University; 800.48.COACH
  • SELECTING A COACH 1. Look for coaches who are credentialed or who’ve had some type of professional training. 2. Know your objectives in working with a coach. Assess which coach will be a good fit. 3. Choose someone who can inspire, support and challenge you. 4. Interview three coaches. Ask about experiences, approach, qualifications and skills. 5. Ask for two references. 6. Educate yourself about coaching. 888.BE.MY .COACH; www.coachfederation.org.
  • INITIAL COACHING SESSIONS l Examining clients personal values, interests and creating a personal mission statement. l Coaching conversation around aligning the organizational purpose and goals with those of the person being coached. l Examine gaps between what person believes they do and what they actually do. l Coach uses listening and observing skills, and asks the right questions.
  • COACHING STRATEGIES l Forge a Partnership Build trust and understanding so people want to work with you. l Inspire Commitment Build insight and motivation so people focus their energy on goals that matter. l Grow Skills Build new competencies to ensure people know how to do what is required.
  • COACHING STRATEGIES l Promote Persistence Build stamina and discipline to make sure learning lasts on the job. l Shape the Environment Build organizational support to reward learning and remove barriers. Personnel Decisions International, 1996
  • APPRECIATIVE INQUIRY l Clients are guided through a conversation process to explore “What is working well?” l Search for solutions that already exist.
  • How to Get the Most Out of Coaching 1. Talk about what matters most. 2. Focus on how you want to feel. 3. Get more space, not more time, into your life. 4. Reduce energy drains. 5. Be open to see things differently
  • How to Get the Most Out of Coaching 6. Increase self-awareness. 7. Design and strengthen your business and personal environments. 8. Improve your ability to give feedback. 9. Be clear about your goals and take action. 10. Be willing to evolve yourself, not just increase performance.
  • THREE LEVELS OF LISTENING 1. Listening that considers impact on us. 2. Listening that is primarily focused on other person. 3. Listening with wide open attention and acute awareness of all cues and stimuli.
  • COACHING QUESTIONS 1. What is your purpose? 2. What do you need to learn? 3. What do you perceive are your greatest strengths? 4. Can you identify the patterns of when you have gotten in your own way? 5. What skill or ability would you like to develop?
  • COACHING QUESTIONS 6. What decisions do you need to make? 7. What gives you meaning? 8. What are your 3 most important values? 9. What limiting self-talk are you aware of? 10. What are your personal resources? 11. What changes do you want to make? 12. Which first steps can you take?
  • Dr. Maynard Brusman Consulting Psychologist & Executive Coach Working Resources P .O. Box 471525 San Francisco, California 94147 T el: 415-546-1252 E-mail: mbrusman@workingresources.com Web Site: http://www.workingresources.com Subscribe to Working Resources Newsletter: http://www.workingresources.com Visit Maynard's Blog: http://www.workingresourcesblog.com