Lunchtime Webinar<br />Do You Need an Executive Coach?<br />Presented by: Alumni Career Services <br />
Joe Casey<br />Joe is an Executive Coach based in Princeton, NJ. <br />     He held senior level HR positions at Merrill L...
Corporate Talent Development  Case Study : Merrill Lynch<br />Leadership Development Process <br />Talent Review Process  ...
When are Coaches Engaged?<br />Top 3 Reasons:<br />Develop High Potentials or Facilitate Transitions          48 %<br />Ac...
Who Initiates the Relationship?<br />Windows for Discussion<br />      Joining a New Company<br />      Getting a Promotio...
Selecting Coaches<br />Interview and Due-diligence Process<br />Track Record <br />Relevant Experience, Education and Trai...
Dual Client Relationship<br />Dual client relationship - Company and Coachee<br />Confidentiality<br />Process vs. Content...
How does HR view the ROI from coaching?<br />In favor of measures – prefer sound ones…<br />Empirical studies on ROI  (199...
How Do I Know If I Need a Coach?<br />Get Clear About the End Game <br />Assess Your Readiness <br />Research How Coaches ...
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Do you need an executive coach

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Do you need an executive coach

  1. 1. Lunchtime Webinar<br />Do You Need an Executive Coach?<br />Presented by: Alumni Career Services <br />
  2. 2. Joe Casey<br />Joe is an Executive Coach based in Princeton, NJ. <br /> He held senior level HR positions at Merrill Lynch for 26 years, including head of HR for Global Markets and Investment Banking, Managing Director and COO for Global HR.<br /> Joe is certified in the Hogan, the EQ-I and the CCL 360 suite of assessments and earned a Masters in Executive Coaching at Middlesex University (UK) and a Masters in Organizational Dynamics from Penn. <br /> He is enrolled in the Columbia Coaching Certification Program.<br />
  3. 3. Corporate Talent Development Case Study : Merrill Lynch<br />Leadership Development Process <br />Talent Review Process <br /> Leadership Competencies and Behaviors<br /> 360-degree Feedback Survey<br /> One on One Coaching<br />Transitions <br />New Leaders, Promotions, and Co-heads<br />Build Key Skills or Behaviors <br />Skill Development and Performance Improvement<br />
  4. 4. When are Coaches Engaged?<br />Top 3 Reasons:<br />Develop High Potentials or Facilitate Transitions 48 %<br />Act as a Sounding Board 26 %<br />Address Derailing Behavior 12 %<br /> Considerations: Level, Importance of the Role, Motivation and Resources<br /> Source: The Realities of Executive Coaching, Harvard Business Review, January 2009<br />
  5. 5. Who Initiates the Relationship?<br />Windows for Discussion<br /> Joining a New Company<br /> Getting a Promotion<br /> Taking on a Broader role<br /> 360 Feedback<br /> Year-end Reviews<br /> Career Discussions <br />Harvard Business Review<br />
  6. 6. Selecting Coaches<br />Interview and Due-diligence Process<br />Track Record <br />Relevant Experience, Education and Training<br />Business and Organizational Experience <br />Presence and Passion<br />Willingness to Recognize Limitations <br />Disqualifying Considerations<br />Lack of a clear, structured approach and rationale<br />Lack of flexibility<br />Inability to acknowledge specializations <br />Merrill Lynch Executive Development – Cook, J. and McDermott, M.(2005)<br />
  7. 7. Dual Client Relationship<br />Dual client relationship - Company and Coachee<br />Confidentiality<br />Process vs. Content<br />Contracting<br />Assessment data<br />Objectives – 3 way meeting<br />Mid-point check-in<br />Evaluation of Results <br />Who do coaches keep appraised of progress?<br />Coachee 88 % Manager 68 % HR 56 %<br />Harvard Business Review<br />
  8. 8. How does HR view the ROI from coaching?<br />In favor of measures – prefer sound ones…<br />Empirical studies on ROI (1997 – 2001)<br />ROI of 545 – 788%<br />Considered to be flawed – often conducted by providers for marketing purposes <br />(Source: International Review of Industrial and Organizational Psychology 2010)<br />Stronger research on coaching outcomes<br />Better Benchmark:Evaluate against coaching objectives and business goals - Individual, Team and Organization<br />(Source: The Effectiveness of Coaching, The Korn Ferry Institute 2008)<br />
  9. 9. How Do I Know If I Need a Coach?<br />Get Clear About the End Game <br />Assess Your Readiness <br />Research How Coaches Are Used in Your Company<br />Take Advantage of Windows for Discussion<br />Prepare to Commit Time, Energy and Resources<br />Look for Chemistry, Competence and Challenge<br />

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