Executive Coaching


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Executive coaching best practices for national workshop. Contains information about how an effective executive coaching process should be implemented.

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Executive Coaching

  1. 1. HRPS EXECUTIVE COACHING WORKSHOP FEBRUARY 6, 2007 DAVE BROOKMIRE Copyright © 2007, Corporate Performance Strategies, All Rights Reserved. No part of this publication may be reproduced, stored in a retrieval System, or transmitted in any form or by any means without prior written permission from CPS.
  2. 2. Agenda Session I – February 6th Introduction – Walt Cleaver Executive Coaching Applications – D. Brookmire Improving Executive Coaching Effectiveness – J. Zenger Q & A Best Practices – J. Zenger & D. Brookmire Wrap-up – D. Brookmire Session II – February 15th Introduction – Walt Cleaver Extraordinary Coach 360 Survey Feedback and Applications – J. Zenger Case Discussion – D. Brookmire Measuring the Effectiveness of Executive Coaching – J. Zenger HR’s Role in the Process – D. Brookmire Close – Walt Cleaver Copyright © 2007, Corporate Performance Strategies, All Rights Reserved
  3. 3. Participation We welcome your contributions during the workshop There will be Q&A points that we ask for your participation and to answer any questions Our experience tells us that participation will make the workshop more enriching for you and other participants Here’s how it works: - Sarah Tripp is our moderator - Submit questions on-line during discussions using your console - At points we will stop for moderated Q & A Copyright © 2007, Corporate Performance Strategies, All Rights Reserved
  4. 4. Background Much is known about effective leadership development in formal training methods Classroom training remains the most popular delivery method for leadership development Executive coaching continually gains as a method to supplement or replace traditional training How executive coaching can be most impactful across individually different coaches is still largely anecdotal Executive coaching as a technique can by very inconsistent This workshop focuses on sharing best practices and research to build executive coaching’s effectiveness Copyright © 2007, Corporate Performance Strategies, All Rights Reserved
  5. 5. Coaching – Utilization Increasing* Top five growing areas and investment increases 2005 to 2006 were soft skills: Leadership Skills (40%), People Management Skills (35.7%), Job-Specific Skills (28.6%), Sales and Customer Service Skills (21.4%), and Technology Skills (21.4%) While most of the training budget dollars are focused on the formal training, other solutions that embed learning to build skills in relationships and day-to-day work are being deployed More than half of the organizations projected increases in spending on coaching and mentoring in 2006 *Corporate Executive Board, Learning and Development Roundtable Benchmarking Study, 2006. Copyright © 2007, Corporate Performance Strategies, All Rights Reserved
  6. 6. Key Drivers of Executive Coaching’s Popularity Successfully deployed method to develop leadership Transparency of leadership and Board of Director oversight High executive failure rates reported (e.g., New hires and Promotes) Helps executives align their performance with the strategic objectives Extends and enhances the formal training investments made by companies Focuses on the most critical skills (e.g., leadership, interpersonal, working with external stakeholders, managing major changes, etc.) Many consultants have created “coaching” services to help individual leaders Copyright © 2007, Corporate Performance Strategies, All Rights Reserved
  7. 7. Coaching Defined An on-going relationship which focuses on coachees taking action toward the realization of their visions, goals, or desires. Coaching uses a process of inquiry and personal discovery to build the coachee’s level of awareness and responsibility and provides the coachee with structure, support and feedback. The coaching process helps clients both define and achieve goals faster and with more ease than would be possible otherwise. (International Coaching Federation) Copyright © 2007, Corporate Performance Strategies, All Rights Reserved
  8. 8. Coaching vs. Consulting Share similarities – steps similar, focus on leader behaviors, providing expertise, future-focused Coaching described as different: - Individually (vs. project/system) focused - No pre-determined goal at outset - Coachee as client (not organization) - Builds upon self-discovery - Data tied to values/goals of coachee - Driven by coach’s self-awareness and skills - Relies on building an interpersonal and helping relationship Copyright © 2007, Corporate Performance Strategies, All Rights Reserved
  9. 9. Most Common Executive Coaching Applications in Organizations New leader assimilation Specific and Targeted Skill Development Highly Valued at Risk Executives High Potential Development Personal Development – Self-Development Supplement to Formal Training Programs/Consulting Engagements Group Coaching Copyright © 2007, Corporate Performance Strategies, All Rights Reserved
  10. 10. Best Practices Executive Coaching Methodology Data Coaching & Development On-going Transition & Pre-Launch Launching Collection Planning Evaluation Evaluation & Feedback •Identify and •Getting executive • Multiple sources •2-3 areas for •Planned •Establish select coaches ready to be coached & methods change sessions advocates •Gathering •Setting expectations, • Use of 360 • SMART Goals •Coaching •Transition to the pertinent data roles, goals, and surveys, •Non-linear methods boss as coach •HR securing measures assessments, & development •Observation •Measure results support and • Linking to interviews •Share with key on the job and set up next funding leadership •Direct stakeholders •Seeking 360 survey •Determining initiatives Observations •On-line to feedback on •Renew the parameters of •Handling • Group/individual track and executive and development plan the engagement confidentiality feedback measure coach •Discussing with •Aligning HR, •Fatal flaws •Create network prospective coachee, •Competencies X for development coaches and boss Importance •Teach self- •Assessing the • Coachability reflection skills executive’s preferred learning style •Orienting the coach Copyright © 2007, Corporate Performance Strategies, All Rights Reserved
  11. 11. Key Stakeholder Roles and Alignment Boss Coach HR Coachee Copyright © 2007, Corporate Performance Strategies, All Rights Reserved
  12. 12. Executive Coaching Impact Areas Clear Direction: Vision Strategy Goals External Factors: Structure: Family Span Economic Allocation Personal Executive’s Socio-technical Effectiveness Personal Management Capabilities: Process: Skills Information Flow Traits Accountability Experiences Measurement People & Culture: Benchstrength Quality Complementary Supportive Copyright © 2007, Corporate Performance Strategies, All Rights Reserved
  13. 13. Improving Coaching’s Effectiveness J. Zenger Copyright © 2007, Corporate Performance Strategies, All Rights Reserved
  14. 14. Executive Coaching Best Practices Copyright © 2007, Corporate Performance Strategies, All Rights Reserved
  15. 15. Discussion What questions do you have to help share best practices? What signs do you look for to determine if you have a coachee that doesn’t want to change? What techniques have you found effective for providing extremely strong negative feedback to an executive? How do you qualify a coach to work with your company? What have you found to be particularly effective in establishing a helping relationship with coachees? How do you justify the use of coaching in your organization? What tools and techniques have you found that are particularly helpful in improving your coaching performance? Copyright © 2007, Corporate Performance Strategies, All Rights Reserved
  16. 16. Wrap-Up Summary of key points Preparation for Session II: - Completed the Extraordinary Coach 360 survey - Feedback report to be emailed a couple of days prior to the next session - Email dbrookmire@cpstrat.com if you did not complete the survey - Read the case and answer the questions Next Session is 2/15/07, 11:30 a.m. -1:00 p.m. EST Copyright © 2007, Corporate Performance Strategies, All Rights Reserved
  17. 17. Coaching Case all of Trilligene’s key customers and It is Monday morning, 9:30 a.m. and you investment analysts. Customers just completed a brief phone call with the applaud the fact Chris is with VP HR from Trilligene Pharmaceuticals. You Trilligene. The problem is that Chris is had worked with the VP HR in her prior Dr. Jekyll with customers and the company as a coach for a few of the top Board, and Mr. Hyde with peers and executives. You hear the following scenario subordinates. On the people side of from the VP HR: Chris Jenkins, is the EVP the business Chris has lost five key of R&D for Trilligene Pharmaceuticals. Chris scientists over the past 12 months and has been in this role for over three years the VP HR fears more key resignations. and was quite a significant hire for The VP HR relates the description of Trilligene. The VP HR related that the Chris’ leadership is always the same. hiring of Chris Jenkins three years ago had The culture in R&D continues to a lot of fanfare and attention from the deteriorate. Chris is perceived as Board of Directors, analysts, and industry arrogant, intimidating, closed-minded, leaders. Chris was recruited from a key challenging, overly controlling, and competitor to help restore credibility with lacking interpersonal skills. After many customers and investors after a string of closed-door discussions about Chris poor product releases. Chris was a between the VP HR and the CEO, the recruiting coup, bringing a tremendous CEO strongly feels that Chris must stay industry reputation and track record of with the business. If Chris were to accomplishments to Trilligene. In fact, the leave, the results to the business VP HR confided that Chris’ hiring led to her would be dramatic. The CEO fears that eventual promotion. Since joining, Chris Chris could go to a competitor which has consistently produced several block would make a departure even worse. buster products in record times. Chris has The VP HR asked that you come in restored the company’s credibility and later that day to meet with her, the reputation with CEO, and Chris. Copyright © 2007, Corporate Performance Strategies, All Rights Reserved
  18. 18. Coaching Case Discussion 1. What would you like to learn in the meetings with Chris and the CEO? 2. What will you do toward building a strong relationship with Chris? 3. What key coaching steps would you take in this situation? 4. How will you report the feedback to Chris so that Chris accepts it? 5. What metrics will you use to measure success? Copyright © 2007, Corporate Performance Strategies, All Rights Reserved