2. What is “Coaching”?
“Life” & “Executive” Coaches facilitate
desired behavior changes in the executive by
facilitating self-discovery
Coaching is executive-centered, not problem-
centered.
Takes place over 3-12 months, meeting 10-25
times.
3. The Neuroscience of Leadership by
David Rock & Jeffrey Schwartz
For insights to be useful, they need to be generated
from within, not given to individuals as conclusions.
This is true for several reasons. First, people will
experience the adrenaline-like rush of insight only if
they go through the process of making connections
themselves. The moment of insight is well known to
be a positive and energizing experience. This rush of
energy may be central to facilitating change…
A 1997 study of 31 public-sector managers by Baruch College
researchers Gerald Olivero, K. Denise Bane, and Richard E.
Kopelman found that a training program alone increased productivity
28 percent, but the addition of follow-up coaching to the training
increased productivity 88 percent.
4. Coaching Issues
LIFE COACHING
Personal issues
̶ Life traumas
Divorce
Marriage
Relationships
̶ Purpose
̶ Creativity
̶ Commitment
EXECUTIVE COACHING
Business issues
Strategy
Interpersonal skills
Communications
Influence
Team building
5. Coaching Process
Coaching
Conversation Model
1. Establish Focus
2. Discover Possibilities
3. Plan the Action
4. Remove Barriers
5. Recap
Specific behavior
change goals
Possible
Assessments –
̶ 360º interviews
̶ Personality profile
̶ MBTI
Possible Executive
Summary
Action Plan for
Executive
7. • Can I trust you?
• Do you care about me?
• Are you committed to this?
Questions We Have About Our Coaches
8. Coaching Through the GapCURRENT
REALITY
GOALS of
Executive
Coaching Conversation Model
Coaches facilitate discovery in
clients, NOT solve their problems
9. Coaching Conversation Model
Establish
Focus
Step 1
Discover
Possibilities
Step 2
Plan the
Action
Step 3
Remove
Barriers
Step 4
Recap
Step 5C
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Coaching Skills
Contextual Listening®
Discovery Questioning®
Messaging
Acknowledging and
Celebrating
The Coaching Conversation
Model® is a registered
copyright of CoachWorks
International, Dallas, TX USA
and is used by CCUI with
permission.
Coaching Through the Gap
10. Step 1. Establish Focus
What would you like to accomplish today?
What are the gaps between your intentions
and your reality?
What specific perceptions of you that you
wish to change?
What are the behaviors driving those
perceptions of you?
11. Step 2: Discover Possibilities
(Ask open-ended questions)
What outcomes do you want?
What is the best thing that could happen?
Paraphrase to confirm understanding.
What is another perspective?
Help draw out the consequences of their
suggestions.
What does it look like from 1,000 feet?
12. Step 3: Plan the Action
(Moving the clients towards their choice)
Which perspective resonates with you?
What do you need to do now?
Focus on the outcome desired beyond
the problem definition.
Would it help to do this in smaller pieces?
Set target dates for completion of agreed to tasks or
practice reports.
How will I know you have done it?
What will you do if this does not work?
Current Reality
The Goal
13. Step 4: Remove Barriers
(Ask questions, clarify, support)
What is preventing you from succeeding?
Who do you need to talk to?
What do you need that you don’t have now?
What needs to be different to work?
Who could help you?
14. Step 5: Recap
What will you commit to now?
What are you doing and when?
How would you like me to hold you
accountable?
Re-emphasize your support and acknowledge
your client’s strengths.
15. Coaching Management Caveat
Selectively use coaching techniques for
managing others – The Helping Hand.
Possible conflict of interest with boss
coaching a subordinate:
̶ Personal issues
̶ Confidentiality
̶ Performance Judgment
Best personal coach is non-company coach.
17. Shifting from Traditional to
Coaching Management
TRADITIONAL Management COACHING Management
1 Managing only for results Creating sustainable results, engaging employees
2 Controlling the employee’s action Empowering individuals to take better actions
3 Creating a fear of consequences Creating a safe place for risk taking
4 Focusing on weaknesses Recognizing strengths
5 Pointing out failures/errors Endorsing effort and growth
6 Reinforcing a “we/they” attitude Optimizing everyone’s styles and strengths
7 Solving all the problems Helping others solve and prevent problems
8 Listening to what employees say Understanding what employees are meaning
9 Setting an expectation of long hours Modeling a healthy work/life balance
1
0
Being the source of approval Being the resources for collaboration
and resolution
18. LISTENING = Most important
coaching skill
Level 1 = Internal/Facts
Level 2 = External/Client context
Level 3 = Global/Holistic present/past-future
Hear, see, sense, process at 100%
awareness!
Ask open-ended questions (What…How?)
19. “People don’t care how much you
know until they know how much
you care.
You can get anything you want
as long as you help others get
what they want.”
Zig Ziggler
