LDR June 2011 Coaching


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This presentation provides guidelines for getting the most value from executive coaching. I recently gave this presentation at the Society for Information Management\'s leadership development forum at Babson College. Let me know if it is helpful.

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  • Best Practices in Using Executive Coaches: Newly promoted leaders or those transitioning to a new role have rapidly progressed working with an executive coach. High potential leaders/succession candidates, demonstrating significant leadership effectiveness, have shortened their preparation time for a role with increased responsibility by working with an executive coach. Leaders with solid performance, considered to be a valued asset, have enhanced their leadership competencies partnering with an executive coach. Worst Practices in Using Executive Coaches: The leader’s manager out sources coaching responsibilities for managing performance, delivering difficult messages, coaching someone on the team just doesn’t “get it” or to resolve conflict on the leadership team. The leader says, “I should have an executive coach because other leaders in the organization have an executive coach aka entitlement.” Executive coach is engaged for a leader with a history of performance ‘below expectations’ or one who has not demonstrated adequate leader behaviors.
  • LDR June 2011 Coaching

    1. 1. Dave Zacchei, Insights for Action LLC www.insights4action.com [email_address] 860-436-3350 (w) 860-212-5196 (c)
    2. 2. Coaching is about: <ul><li>Gaining insights and skills through feedback, reflection, dialogue, practice </li></ul><ul><li>Moving forward in action to achieve desired change </li></ul>
    3. 3. Executive Coaching Defined <ul><li>The goal of Executive Coaching is to drive the business forward by improving the leader’s capability to effectively lead. Should be used primarily for leaders: </li></ul><ul><li>at senior levels </li></ul><ul><li>in new/critical roles </li></ul><ul><li>top performers and/or high-potentials. </li></ul><ul><li>Executive coaching is: </li></ul><ul><li>A strategic investment in the development of a critical leader. </li></ul><ul><li>An intense one-on-one process designed to accelerate a leader’s learning and performance over a specified timeframe. </li></ul><ul><li>An avenue for providing feedback to enable leaders to contribute at higher levels – both in their current positions and in preparation for expanded or new roles. </li></ul><ul><li>A significant investment of organizational resources that can have significant impact if managed and structured well. </li></ul><ul><li>Based on a contract between a leader/client and coach that defines business goals, leadership goals, timelines, boundaries, outcomes & responsibilities. </li></ul>
    4. 4. Coaching is a Strategic Investment <ul><li>Coaching can improve: </li></ul><ul><li>Retention of executives by 32% </li></ul><ul><li>Productivity of executives by 53% </li></ul><ul><li>Working relationships by 70% </li></ul><ul><li>Teamwork by 67% </li></ul><ul><li>Job satisfaction by 60% </li></ul><ul><li>Conflict by 52% </li></ul><ul><li>Source: Manchester Consulting, Jan. 2001 </li></ul>What is this worth to your company?
    5. 5. Benefits Of Coaching <ul><li>Developing specific competencies, e.g., communication skills, delegation or addressing ineffective behaviors. </li></ul><ul><li>Improving self-awareness & reflection by shedding light on strengths, development opportunities and blind spots. </li></ul><ul><li>Providing space to think & strategize with an experienced, objective partner. </li></ul><ul><li>Enabling leaders to test their ideas and actions before “going live” with them. </li></ul><ul><li>Developing specific plans to accelerate a transition into a new or expanded role. </li></ul><ul><li>Developing confidence and action plans to address difficult business and people issues. </li></ul><ul><li>Exploring one’s leadership beliefs & experiences in order to become a more authentic, powerful leader. </li></ul>Source: “The Realties of Executive Coaching”, Harvard Business Review Research Report, January 2009
    6. 6. Coaching “Skills” <ul><li>Listening (deeply & fully) </li></ul><ul><li>Intuition (using your gut, improvisation, not about being “wrong or right”) </li></ul><ul><li>Curiosity (about the client as a Human Being) </li></ul><ul><li>Clarifying to deepen learning & take action </li></ul><ul><li>Self-management (it is not about the coach!) </li></ul>
    7. 7. Exercise: Pair up. Person whose birthday is closest to today is the Coach. Other person is the Client. <ul><li>Client: </li></ul><ul><li>Think of a “peak” experience or a time when you felt most alive, engaged, focused, excited, motivated, fulfilled. </li></ul><ul><li>Describe the peak experience very briefly (3-5 minutes) . </li></ul><ul><li>Coach: (7 minutes) </li></ul><ul><li>Listen with curiosity. Pay attention to the Client. Look for energy, aliveness, “juice”. </li></ul><ul><li>Ask about the Client, not the experience – e.g., What was that like for you? What was amazing for you? What did you learn? </li></ul><ul><li>Tell the Client what you are seeing & how you are experiencing them. </li></ul><ul><li>Explore: What about this experience might apply to their work & life today? </li></ul>
    8. 8. Ingredients of a Successful Coaching Relationship <ul><li>Client is highly motivated to learn, grow, change </li></ul><ul><li>Good chemistry between coach and client; client chooses coach </li></ul><ul><li>Strong commitment from top management to retain & develop the client </li></ul>
    9. 9. Qualifications of Coaches <ul><li>Experience coaching in similar situation </li></ul><ul><li>Clear coaching methodology </li></ul><ul><li>Quality of (and feedback from) past & current clients </li></ul><ul><li>Ability to measure ROI/improvements </li></ul><ul><li>Certification in proven coaching method </li></ul>
    10. 10. When Coaching is and isn't appropriate <ul><li>Coaching should be for leaders who: </li></ul><ul><ul><li>Have demonstrated very strong performance to date and who have potential for further growth; i.e., viewed as enterprise assets. </li></ul></ul><ul><ul><li>Are currently in or preparing for roles that are critical to Pfizer’s success due to their scope, complexity, risk, importance. </li></ul></ul><ul><ul><li>May be facing new or increased leadership challenges. </li></ul></ul><ul><ul><li>Are newly promoted or transitioning to new role with larger scope. </li></ul></ul><ul><ul><li>Being groomed for next role (high potential/succession candidate). </li></ul></ul><ul><ul><li>Would benefit from a structured approach to reflect on his/her leadership paradigm, style, effectiveness & potential. </li></ul></ul><ul><li>Coaching should not be used: </li></ul><ul><ul><li>As a surrogate for a manager’s responsibility for managing performance or delivering difficult messages. </li></ul></ul><ul><ul><li>When a leader feels entitled to a coach because other leaders in the organization have one or because of their level. </li></ul></ul><ul><ul><li>Deal with a leader who exhibits significant negative behaviors or performance gaps. </li></ul></ul><ul><ul><li>When the leader is unwilling to be coached or sees it as unnecessary. </li></ul></ul>
    11. 11. 6 Steps for Effective Coaching Step 1 <ul><li>Assessing the Coaching Need </li></ul><ul><ul><li>Goal: establish the coaching objectives and how to assess leader behavior/ performance pre, during and post coaching </li></ul></ul>Step 2 <ul><li>Selecting a Coach </li></ul><ul><ul><li>Goal: Identify potential coaches and arrange for leader and manager to interview and select “best fit” coach </li></ul></ul>Step 3 <ul><li>Contracting </li></ul><ul><ul><li>Goal: contract with coach on roles/responsibilities of manager, leader/client, HRCC and coach on engagement </li></ul></ul>Step 4 <ul><li>Data Collection & Diagnosis </li></ul><ul><ul><li>Goal: Coach collects data and feedback to support the leader/client’s improvement goals </li></ul></ul>Step 5 <ul><li>Coaching Engagement </li></ul><ul><ul><li>Goal: Ongoing coaching with some evidence of improvements/results </li></ul></ul>Step 6 <ul><li>Evaluation of ROI & Termination of Contract </li></ul><ul><ul><li>Goal: Collect evidence of results and PGRD benefits </li></ul></ul>
    12. 12. Key Questions at Each Step Step 1 <ul><li>Assessing the Coaching Need </li></ul><ul><li>What is the business need / leader development need? </li></ul><ul><li>Is the need mostly performance-related (manager should coach) or developmental (consider external coach)? What are desired results? </li></ul><ul><li>Is leader open to being coached? </li></ul>Step 2 <ul><li>Selecting a Coach </li></ul><ul><li>Which 2-3 coaches have the best experience, track record and approach? </li></ul><ul><li>Which coach is the “best fit” with the leader/client (i.e., chemistry) </li></ul>Step 3 <ul><li>Contracting </li></ul><ul><li>What are the terms of the engagement (frequency, duration, cost, confidentiality)? </li></ul><ul><li>What will be the responsibilities of the manager, leader/client, coach, HRCC? </li></ul>Step 4 <ul><li>Data Collection & Diagnosis </li></ul><ul><li>What process will the coach use to collect feedback about the leader’s strengths, challenges, opportunities, perceptions, etc? </li></ul>Step 5 <ul><li>Coaching Engagement </li></ul><ul><li>How and when will the coach interact with the leader/client and manager? </li></ul><ul><li>How will we know the leader is making progress? </li></ul>Step 6 <ul><li>Evaluation of ROI & Termination of Contract </li></ul><ul><li>What evidence is there of the leader/client’s progress? </li></ul><ul><li>What is the “going forward” plan to continue to support the leader? </li></ul>