CLO Session – Coaching
September 2010
Group Notes
Topic #1: Pre-Engagement
1. What are the typical reasons that coaching i...
Selection
• External
• Volunteer executives
• Prescriptive
• Turning retirees into coaches  With interest & passion
• Tec...
• Part of performance management process
Engagement Length
• 6 + months.
• 1 – 6 months (i.e. as short as 2 hours)
• Progr...
• Prof. Assoc.
• Internal Vs. External
Who evaluates coaching effectiveness?
• Coach?
• Coachee?
• Coachee’s mgr.?
• Coach...
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Clo session coaching - group notes 092810 final

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Clo session coaching - group notes 092810 final

  1. 1. CLO Session – Coaching September 2010 Group Notes Topic #1: Pre-Engagement 1. What are the typical reasons that coaching is considered as a development intervention? 2. Who is the client? 3. How are coaches selected? 4. How important is a coaches technical expertise vs. industry experience? 5. How is HR, direct manager, coachee or other constituencies involved in the coaching engagement design? 6. What else? Reasons • Succession planning • Client is fully engaged • Enhance improve performance • Address/ identify behavioral derailers • Union avoidance • Strategy within leadership development process Tech Expertise VS Industry Experience • Incident based • Competency gaps & strengths based • Both *On boarding new hires/ new acquisition of a company • Retention tool • Building competency • Change in organization Client • Company/ Organization • Line leaders • Executives • Upper Management • Anyone
  2. 2. Selection • External • Volunteer executives • Prescriptive • Turning retirees into coaches  With interest & passion • Tech. Expertise  For hand skills • Ind. Expertise  For soft skills • Selection  Past success • Selection  Coachee has inputs (Poll Strategy) Topic #2: Coaching Application 1. How does the coaching engagement transpire? 2. How long are typical coaching engagements? Shortest or longest? 3. What assessments (i.e. multi-rater and personality) are utilized? 4. What kind of “check in” or progress updates are employed? 5. What else? How does the coaching engagement transpire? • In person • Phone • Videoconference • Anytime anyplace & scheduled Assessments • 360 • E.Q • MRG • DISC • Personality profiling (e.g. Myers Briggs) • Skills assessment • Strength profiling • Birkman • Winslow • Hogan • Multi-rater • Interview technique • Part of talent management process
  3. 3. • Part of performance management process Engagement Length • 6 + months. • 1 – 6 months (i.e. as short as 2 hours) • Program based • Relationship based • Program based- employees does follow-up coach/ coachee • Deserved behavioral change Typical Engagements • Onboarding new hires • Supporting partners not necessary in your line of business • Gradual ascension in intensity of coaching (i.e. hard to soft skills, task to strategy) Topic #3: Evaluation 1. Do you evaluate coaching engagement effectiveness? 2. How are coaching engagements evaluated? 3. What areas of the coaching field merit further exploration? 4. What else? Evaluating Coaches • Effectiveness – yes! • Methods – 360 (loose) • Areas for exploration – Prepare coaches • Evaluate ROI|| What else? • Associate #2 & #3 • How to change mindset from punishment • Tie to performance Evaluation • Metrics that are individualized to leader • Observed behaviors Further Exploration • Certification
  4. 4. • Prof. Assoc. • Internal Vs. External Who evaluates coaching effectiveness? • Coach? • Coachee? • Coachee’s mgr.? • Coachee’s direct reports? • HR generalist? Is there tangible evidence that coaching works?

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