The document summarizes a discussion between Tom Floyd and three guests - Guenet Beshah, Allan Polak, and Steve Dwyer - about introducing coaching programs within large corporations.
Guenet Beshah discusses her role leading the executive coaching program at Capital One, noting that coaching has been part of the company's development approach since the late 1990s. She outlines how Capital One uses coaching to support leader transitions, enhance competencies, and expand leadership abilities.
Allan Polak describes his background in consulting and internal roles, and how his company ALP Consulting works with organizations like Pfizer and United Technologies to establish coaching programs. He notes programs are most effective for leaders in transition or new to roles/companies
Coaching Successes In Corporate America Part3Tom Floyd
Another show in our continued series focused on the successes Fortune 1000 companies have experienced in implementing coaching programs within their organizations.
Guests share their perspectives on making the business case for coaching, common barriers, the keys to measuring success, and advice on creating a coaching program that is right for your organization.
Guests
* Karol Eller, Associate, Booz Allen Hamilton
* Jane Moran, Executive Coach, Coach Trainer EDS Global Learning & Development
* Tracey Wik, Managing Director of Leadership and Learning, ABN AMRO, Global Markets
* Maureen Williams, Assistant Vice President, CNA Leadership and Organizational Effectiveness
Summary
According to a 2004 survey by Executive Development Associates, Inc (EDA), 55% of corporations are utilizing executive coaching as a learning methodology.
But how are corporations designing and implementing these programs?
What’s the business case, what are the drivers - and what successes are specific companies experiencing?
Our guests address these questions and more, highlighting:
* The business drivers that helped influence the creation of their coaching programs.
* How coaching fits within the overall leadership development strategy for their organizations.
* How coaching programs can be tied to overall performance management systems and competencies.
* The positioning and messaging that can help articulate what coaching is and what it isn’t.
* How to structure coaching programs to drive performance and impact the bottom line.
* The benefits their organizations are experiencing as a result of implementing coaching programs.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Empowered People".
April 26th 2011
My new mini-paper exploring the impact of the economic crisis on Learning and Development budgets, activity and perceptions. I'd be interested in any comments / dialogue.
Twi, Foundation Of Tps N. Nopper, Apma, 25 11 08Norm Nopper
This document discusses Training Within Industry (TWI), a World War II-era program that taught supervisory skills. It introduced concepts like job instruction, job methods, and job relations training. TWI aimed to boost war production by helping supervisors instruct and improve workers. Though originally created due to workforce shortages, the document argues TWI concepts like standardization, continuous improvement, and building a culture of problem-solving remain relevant today. It suggests TWI training modules could still be effective with some modernization of case studies and language.
Managing Through Mergers And Acquisitions TranscriptTom Floyd
Guests discuss how coaching can assist managers and corporate executives guide their companies through mergers and acquisitions.
Topics discussed include how coaching can be used to help leaders create strong and effective work teams, bridge cultural differences, communicate with confidence, and ensure the retention of key employees.
Guests
* Emily Crawford, Kabachnick Group
* Tim Dorman, Korn Ferry International
Summary
Research shows in 2006, mergers and acquisitions totaled $310.7 billion dollars in the United States alone, examples including Google and YouTube, AT&T and BellSouth, and Alcatel and Lucent. But what role does professional coaching play as two organizations come together?
According to the Harvard Business Review there can be a variety of challenges during a merger, ranging from determining how to bring two radically different groups together to risks associated with not involving key influences, stakeholders, and top talent in the process.
Professional coaching experts discuss how coaching can help address these issues and more.
PrimeTalk The Coaching Issue - Vol 1 Issue 3 Oct 2009Warwick_Abbott
This document summarizes an issue of the newsletter PrimeTalk. It introduces Benita Treanor as the Principal Coach at Primeast. It then discusses different types of coaching offered by Primeast including traditional one-on-one coaching, coaching skill development, coaching supervision, group coaching, coaching forums, and consulting. It also discusses an article on coaching for mental toughness and developing resilience.
During the Covid-19 pandemia leadership and self-leadership has been tested. Here are som advice and findings on what works when leading from remote, during a crisis and also during more normal times
Cultivating Executive Skills And Presence TranscriptTom Floyd
Coaching can be critical in helping executives and managers develop the business skills and communication styles – both verbal and non-verbal – required of successful senior executives.
Guests discuss how professional coaching can be highly effective as part of an overall succession strategy with an organization and can address the very real leadership gap ahead for many companies.
Guests
* Robert Dickman, FirstVoice
* Karen Radtke, Beacon Street Coaching
* John Boisvert, President and CEO, Greenwood Consulting
* Ginny O'Brien, Executive and Corporate Coach, The Columbia Consultancy
Summary
According to many experts, there isn’t a formula for exactly what it takes to be a good leader. A variety of studies have been unable to identify any universal characteristics, skills, or traits that are seen consistently across those in leadership positions.
The coaches on the show discuss strategies that focus less on the textbook skills most programs identify as keys to success, and more on the importance of knowing yourself – and developing a style that works for you.
Coaching Successes In Corporate America Part3Tom Floyd
Another show in our continued series focused on the successes Fortune 1000 companies have experienced in implementing coaching programs within their organizations.
Guests share their perspectives on making the business case for coaching, common barriers, the keys to measuring success, and advice on creating a coaching program that is right for your organization.
Guests
* Karol Eller, Associate, Booz Allen Hamilton
* Jane Moran, Executive Coach, Coach Trainer EDS Global Learning & Development
* Tracey Wik, Managing Director of Leadership and Learning, ABN AMRO, Global Markets
* Maureen Williams, Assistant Vice President, CNA Leadership and Organizational Effectiveness
Summary
According to a 2004 survey by Executive Development Associates, Inc (EDA), 55% of corporations are utilizing executive coaching as a learning methodology.
But how are corporations designing and implementing these programs?
What’s the business case, what are the drivers - and what successes are specific companies experiencing?
Our guests address these questions and more, highlighting:
* The business drivers that helped influence the creation of their coaching programs.
* How coaching fits within the overall leadership development strategy for their organizations.
* How coaching programs can be tied to overall performance management systems and competencies.
* The positioning and messaging that can help articulate what coaching is and what it isn’t.
* How to structure coaching programs to drive performance and impact the bottom line.
* The benefits their organizations are experiencing as a result of implementing coaching programs.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Empowered People".
April 26th 2011
My new mini-paper exploring the impact of the economic crisis on Learning and Development budgets, activity and perceptions. I'd be interested in any comments / dialogue.
Twi, Foundation Of Tps N. Nopper, Apma, 25 11 08Norm Nopper
This document discusses Training Within Industry (TWI), a World War II-era program that taught supervisory skills. It introduced concepts like job instruction, job methods, and job relations training. TWI aimed to boost war production by helping supervisors instruct and improve workers. Though originally created due to workforce shortages, the document argues TWI concepts like standardization, continuous improvement, and building a culture of problem-solving remain relevant today. It suggests TWI training modules could still be effective with some modernization of case studies and language.
Managing Through Mergers And Acquisitions TranscriptTom Floyd
Guests discuss how coaching can assist managers and corporate executives guide their companies through mergers and acquisitions.
Topics discussed include how coaching can be used to help leaders create strong and effective work teams, bridge cultural differences, communicate with confidence, and ensure the retention of key employees.
Guests
* Emily Crawford, Kabachnick Group
* Tim Dorman, Korn Ferry International
Summary
Research shows in 2006, mergers and acquisitions totaled $310.7 billion dollars in the United States alone, examples including Google and YouTube, AT&T and BellSouth, and Alcatel and Lucent. But what role does professional coaching play as two organizations come together?
According to the Harvard Business Review there can be a variety of challenges during a merger, ranging from determining how to bring two radically different groups together to risks associated with not involving key influences, stakeholders, and top talent in the process.
Professional coaching experts discuss how coaching can help address these issues and more.
PrimeTalk The Coaching Issue - Vol 1 Issue 3 Oct 2009Warwick_Abbott
This document summarizes an issue of the newsletter PrimeTalk. It introduces Benita Treanor as the Principal Coach at Primeast. It then discusses different types of coaching offered by Primeast including traditional one-on-one coaching, coaching skill development, coaching supervision, group coaching, coaching forums, and consulting. It also discusses an article on coaching for mental toughness and developing resilience.
During the Covid-19 pandemia leadership and self-leadership has been tested. Here are som advice and findings on what works when leading from remote, during a crisis and also during more normal times
Cultivating Executive Skills And Presence TranscriptTom Floyd
Coaching can be critical in helping executives and managers develop the business skills and communication styles – both verbal and non-verbal – required of successful senior executives.
Guests discuss how professional coaching can be highly effective as part of an overall succession strategy with an organization and can address the very real leadership gap ahead for many companies.
Guests
* Robert Dickman, FirstVoice
* Karen Radtke, Beacon Street Coaching
* John Boisvert, President and CEO, Greenwood Consulting
* Ginny O'Brien, Executive and Corporate Coach, The Columbia Consultancy
Summary
According to many experts, there isn’t a formula for exactly what it takes to be a good leader. A variety of studies have been unable to identify any universal characteristics, skills, or traits that are seen consistently across those in leadership positions.
The coaches on the show discuss strategies that focus less on the textbook skills most programs identify as keys to success, and more on the importance of knowing yourself – and developing a style that works for you.
Coaching And New Employees Shortening The Ramp To Productivity TranscriptTom Floyd
One of the biggest challenges for any manager is to rapidly and effectively integrate new workers into the workforce.
This show discusses how professional coaching can expedite the on-boarding process by helping new hires strengthen core skills and adjust to the company culture.
Guests
* Joanne Dustin, Executive and Career/Life Transition Coach
* Dr. Michael O'Connor, Thought Leader
* Sue Schaefer, Certified Coach
Summary
Research shows new hires who were put through a structured onboarding program were more likely to remain with their company three years after being hired. Other studies show 90% of companies believe employees make their decision to stay within the first 6 months.
But what role can professional coaches play in reducing attrition and keeping new hires onboard?
From increasing employee overall engagement to motivating new hires for success, our guests discuss how coaches can keep employees focused, productive, and meeting expectations.
This document provides information about Team U.N.I.T.E.D. Int'l, which is described as a group of entrepreneurs that identify, develop, and utilize each member's strengths to take advantage of legal, moral, and ethical opportunities. The document includes the group's mission statement, descriptions of programs and team growth, testimonials from members about how the group has helped them generate additional income and achieve financial success and freedom.
The document discusses the importance of execution in business planning and activities. It notes that over 70% of executives fail to create and effectively execute strategic plans, and less than 15% of formulated strategies are effectively implemented. The document advocates for becoming "execution based" and provides statistics on the benefits of executive coaching, such as improved productivity, relationships, and bottom-line profitability. It recommends that business leaders consider hiring an executive coach as one of the "best practices" used by the 9% of most profitable companies. The document promotes the services of the Executive Peer Forum for peer advisory groups, in-house forums, and individual executive coaching.
The 2008 ICF Annual Report summarizes the organization's activities and accomplishments that year. It notes that despite economic uncertainties, the coaching profession appeared to be growing. Key accomplishments included:
- Opening regional service centers in Brussels and Sydney
- Expanding virtual education and chapter leadership webinars
- Granting over 1,000 credentials for a total of nearly 4,600 credential holders
- Conducting the largest global coaching client study to date with over 2,100 respondents
- Making progress on ISO compliance for the credentialing program
- Holding a successful annual conference in Montreal with over 1,500 attendees from 51 countries
The report outlines the ICF's continued efforts to advance the
The document discusses the importance of an effective onboarding process, suggesting organizations provide ample information about their workplace and culture on their website and during the interview process. A strategic onboarding program should focus on engaging new employees to orient them to their job and the company's goals and culture. The onboarding process should begin before the employee's first day so they are well prepared to be productive when they start.
Peter Rowe is an experienced business speaker who provides transformative presentations on topics like leadership, sales, productivity, profitability, time management, and marketing. His presentations are designed to not just educate and motivate attendees, but to inspire real changes in how they work. Attendees gain practical strategies they can apply immediately. Testimonials praise how engaging Rowe is and how he challenges attendees to improve their businesses. He tailors each presentation to the client's specific goals and ensures attendees leave committed to taking impactful actions.
This document summarizes key findings from a global study of over 2,000 coaching clients conducted by the International Coach Federation. The study aimed to understand who coaching clients are, why they seek coaching, how they select coaches, their perceptions of coaching, and the benefits and ROI of coaching. The top reasons clients sought coaching were for self-esteem/confidence and work-life balance. Most clients found their coach through personal referrals and selected their first coach without interviewing others. Clients highly valued coaches' confidence, rapport building skills, and credentials when selecting one. Overall, clients reported improvements in areas like relationships and performance from their coaching.
Distance Learning, Online Teaching [19+ Years]
• Possess substantial strengths in distance learning, adult education, teaching with technology, student and faculty relations, higher education, and curriculum development.
• Significant experience as an adjunct online faculty member, Core Faculty, Dissertation Chair, Committee Member, Curriculum Developer/Author, and Faculty Development Manager.
• Create a safe, respectful, and welcoming learning environment.
• Specialize in working with new students, first generation students, and academically under-prepared students.
• Developed an exceptional record of academic excellence, end-of-course evaluations, collaboration, communication, mentoring, coaching, and professionalism.
• Computer proficient with online classroom platforms that include WebCT, eCollege, Canvas, Sakai, Moodle, Educator, Desire2Learn, Blackboard, Brightspace and others.
Dissertation Chair and Mentor [Remote, 11+ years]
• Provide high quality instruction, direction and mentorship for assigned students throughout all phases of the dissertation process.
• Provide timely and supportive mentoring throughout the student’s process of developing, researching, writing, and revising the dissertation.
• Participate in the Defense process of a student’s Prospectus and final Dissertation.
• Facilitate the successful completion of all IRB protocols.
Faculty Development [Remote, 10+ years]
• Served as a Trainer and Mentor for New Faculty Members.
• Performed faculty peer reviews and assessed classes based upon best practices and adult learning theories.
• Inspired faculty to improve their facilitation practice by leading online faculty workshops.
Curriculum Development [Remote, 12+ years]
• Authored hundreds of courses as a SME for multiple schools, including undergraduate and graduate courses.
• Strong knowledge and application of adult cognitive learning theories and instructional design methodologies.
• Develop content and assessments that met learning objectives, including discussions and assignments.
Background Includes: Various Online Schools (08/05 – Present)
Online Instructor, Doctoral Committee Member, Dissertation Chair, Faculty Development, Curriculum Development.
Implementation, Strategic Controls, And Contingency PlansStephanie Williams
Here are the key points I would cover in an essay on making management decisions:
Introduction:
- Define decision making and explain its importance for managers. Decision making involves choosing between alternative courses of action to reach an organizational goal. As managers, making effective decisions is crucial for the success of a business.
Principles of decision making:
- Rational decision making model: Define the problem, identify alternatives, evaluate alternatives, choose best alternative, implement decision. However, real decisions often don't follow this neat process.
- Bounded rationality: Managers have limited information and cognitive abilities, so can't be fully rational. They satisfice rather than optimize.
- Incremental decisions: Most decisions are incremental changes rather than
Coaching And Offshore Outsourcing TranscriptTom Floyd
Outsourcing parts of your business can be a strong business strategy.
But your customers – internal and external – need to have a consistent experience whether they are dealing with employees who are stateside or offshore.
Guests on this program discuss how coaching can help companies build cohesive teams in disparate locations in the U.S. and abroad.
Guests
* Maya Hu-Chan, President, Global Leadership Associates
* Dr. Robert Lee, CEO, Achievo Corporation
* Daniel Mummery, Partner, Latham & Watkins LLP
* Susan Schwartz, Principal Consultant, The River Birch Group
Summary
According to the July 20th, 2006 issue of the Mondaq Business Briefing, the volume of outsourcing activity has doubled in the last decade. One estimate puts the annual growth rate of outsourcing at 20 to 30%.
While outsourcing is big business (estimated at well over $1 trillion), managing across borders – and cultures – is certainly not without its challenges.
In a November 2006 article titled Managing Multicultural Teams, the Harvard Business Review cites four categories of challenges that can arise on global teams, including direct versus indirect
communication, trouble with accents and fluency, differing attitudes toward hierarchy and authority, and conflicting norms for decision making.
Are these issues arising within outsourced engagements?
And how are corporations and outsourcing providers using professional coaches to help?
Our experts discuss these topics and more.
2010 Exec Coaching Survey The Conf BoardLeda Karabela
This document summarizes the key findings of a research report on executive coaching practices in 2010. Some of the main findings include:
- Most coaching responsibilities are managed at the enterprise level, while funding typically comes from business units.
- External coaching engagements usually last between 3-9 months and focus on development and assessment.
- Internal coaching is used by 63% of organizations and focuses on similar areas as external coaching.
- Larger organizations are more likely to formally evaluate external coaching effectiveness.
This document provides an executive summary of a study conducted by the International Coach Federation on coaching clients. Some key findings include:
- Over 2,000 coaching clients from 64 countries participated in an online survey about their coaching experiences. Most participants were from North America.
- The most common types of coaching received were life, vision, and enhancement coaching, as well as business/organizational coaching and leadership coaching.
- The study aimed to understand client demographics, their coaching experiences, why they sought coaching, how they chose coaches, and their perceptions of coaching.
- Both qualitative focus groups and a quantitative online survey were used to gather information from clients about their experiences.
5 Questions to Ask of Experiential Learning ProgrammesEric Stryson
Regardless of content or format, experiential leadership learning is most effective when the answer to these five questions is ‘Yes’.
Is it rooted in reality?
Is reflection placed front and centre?
Does it make you uncomfortable (in a good way)?
Does it help you grow?
Does the outcome really matter?
Regardless of content or format, experiential leadership learning is most effective when the answer to these five questions is "Yes!".
1. Is it rooted in reality?
2. Is reflection placed front and centre?
3. Does it make you uncomfortable (in a good way)?
4. Does it help you grow?
5. Does the outcome really matter?
ILM Level 7 Certificate & Diploma in Executive Coaching and Mentoring. New to Birmingham for February 2018. Only 5 spaces left so please register your interest as soon as possible if you wish to attend. Amazing programme tutors, read their bios here.
GiANT Worldwide is a global company that provides leadership development and transformation through apprenticeship and skills multiplication. Their methodology uses tools and language to help leaders understand themselves and connect with others, have difficult conversations, and multiply leadership throughout organizations. Their proven 100X system includes discovery, team performance analysis, leadership intensives, and establishing organizational clarity through developing mission, vision, values, strategy and structure. They aim to grow humble, secure leaders who can lead themselves and others effectively.
Have you ever needed a way to measure your leadership IQ? Or been in a performance review where the majority of time was spent discussing your need to improve as a leader? If you have ever wondered what your core leadership competencies are and how to build on and improve them, Jennifer Bonine shares a toolkit to help you do just that. This toolkit includes a personal assessment of your leadership competencies, explores a set of eight dimensions of successful leaders, provides suggestions on how you can improve competencies that are not in your core set of strengths, and describes techniques for leveraging and building on your strengths. These tools can help you become a more effective and valued leader in your organization. Exercises help you gain an understanding of yourself and strive for balanced leadership through recognition of both your strengths and your “development opportunities.”
This document provides an analysis, assessment, results and recommendations of Youth for Christ International's (YFCI) Leadership Development Program. It begins with an executive summary that outlines the goals, process and findings of the research study. The introduction provides background on YFCI and identifies the problem of lack of participation and completion in the leadership program from non-western nations. A literature review examines relevant performance models and concepts. The document then details the assessment process, which included interviews, a gap analysis, survey and integrating findings. Key findings indicate gaps in the curriculum development process and financial barriers to participation. Recommendations include further research, aligning the program with Gilbert's Behavior Engineering Model, and addressing financial barriers.
1) Team coaching has grown significantly in recent years as a way to improve team performance and leadership.
2) The authors define systemic team coaching as working with a team both together and apart to improve collective
performance, how they work together, and their leadership in engaging stakeholders to transform the business.
3) They propose five disciplines of effective teams: commissioning, clarifying, co-creating, connecting, and core
learning. Systemic team coaching addresses all five disciplines and how they connect.
IEC is a management consulting firm based in San Jose, California that specializes in employee development, workforce performance, and change management services. They take a "human approach to consulting" to help companies address issues like resistance to change, attrition, and hesitation to adopt new technology. IEC has provided strategic, results-oriented consulting services to many companies including Cisco Systems, Hewlett Packard, Harrah's Entertainment, and Xilinx. Their services include training needs analysis, curriculum design, performance planning, and change readiness assessment.
Coaching New Managers For Success TranscriptTom Floyd
Many companies still take the sink-or-swim approach to training new managers. After a day or two of HR-mandated training, you’re on your own.
But today, no company can afford not to properly prepare its mid-level managers for their new roles.
Professional coaching is one of the most effective tools in helping new managers make the transformation from individual contributor to management.
This program discusses where and how coaching fits into management training and how it can increase the overall effectiveness of your management team.
Guests
* Dr. Michael J. O'Connor, Author, Managing by Values and The Platinum Rule
* Patrick Reilly, Principal, Resources in Action Inc.
* Michele Wolpe, Executive Coach
* Celia Young, President, Celia Young & Associates Inc.
Summary
Research shows that individuals new to management can have a variety of myths about how to be successful in a management role.
From not being able to see linkages and interdependencies across the organization to learning how to get commitment instead of compliance from employees, our experts discuss how these perceptions can affect how new managers perform in their first 3 to 6 months.
Guests explain how coaches can guide new managers in their process of self realization, as they adjust to their new roles.
More Related Content
Similar to Coaching Successes In Corporate America Part 2 Transcript
Coaching And New Employees Shortening The Ramp To Productivity TranscriptTom Floyd
One of the biggest challenges for any manager is to rapidly and effectively integrate new workers into the workforce.
This show discusses how professional coaching can expedite the on-boarding process by helping new hires strengthen core skills and adjust to the company culture.
Guests
* Joanne Dustin, Executive and Career/Life Transition Coach
* Dr. Michael O'Connor, Thought Leader
* Sue Schaefer, Certified Coach
Summary
Research shows new hires who were put through a structured onboarding program were more likely to remain with their company three years after being hired. Other studies show 90% of companies believe employees make their decision to stay within the first 6 months.
But what role can professional coaches play in reducing attrition and keeping new hires onboard?
From increasing employee overall engagement to motivating new hires for success, our guests discuss how coaches can keep employees focused, productive, and meeting expectations.
This document provides information about Team U.N.I.T.E.D. Int'l, which is described as a group of entrepreneurs that identify, develop, and utilize each member's strengths to take advantage of legal, moral, and ethical opportunities. The document includes the group's mission statement, descriptions of programs and team growth, testimonials from members about how the group has helped them generate additional income and achieve financial success and freedom.
The document discusses the importance of execution in business planning and activities. It notes that over 70% of executives fail to create and effectively execute strategic plans, and less than 15% of formulated strategies are effectively implemented. The document advocates for becoming "execution based" and provides statistics on the benefits of executive coaching, such as improved productivity, relationships, and bottom-line profitability. It recommends that business leaders consider hiring an executive coach as one of the "best practices" used by the 9% of most profitable companies. The document promotes the services of the Executive Peer Forum for peer advisory groups, in-house forums, and individual executive coaching.
The 2008 ICF Annual Report summarizes the organization's activities and accomplishments that year. It notes that despite economic uncertainties, the coaching profession appeared to be growing. Key accomplishments included:
- Opening regional service centers in Brussels and Sydney
- Expanding virtual education and chapter leadership webinars
- Granting over 1,000 credentials for a total of nearly 4,600 credential holders
- Conducting the largest global coaching client study to date with over 2,100 respondents
- Making progress on ISO compliance for the credentialing program
- Holding a successful annual conference in Montreal with over 1,500 attendees from 51 countries
The report outlines the ICF's continued efforts to advance the
The document discusses the importance of an effective onboarding process, suggesting organizations provide ample information about their workplace and culture on their website and during the interview process. A strategic onboarding program should focus on engaging new employees to orient them to their job and the company's goals and culture. The onboarding process should begin before the employee's first day so they are well prepared to be productive when they start.
Peter Rowe is an experienced business speaker who provides transformative presentations on topics like leadership, sales, productivity, profitability, time management, and marketing. His presentations are designed to not just educate and motivate attendees, but to inspire real changes in how they work. Attendees gain practical strategies they can apply immediately. Testimonials praise how engaging Rowe is and how he challenges attendees to improve their businesses. He tailors each presentation to the client's specific goals and ensures attendees leave committed to taking impactful actions.
This document summarizes key findings from a global study of over 2,000 coaching clients conducted by the International Coach Federation. The study aimed to understand who coaching clients are, why they seek coaching, how they select coaches, their perceptions of coaching, and the benefits and ROI of coaching. The top reasons clients sought coaching were for self-esteem/confidence and work-life balance. Most clients found their coach through personal referrals and selected their first coach without interviewing others. Clients highly valued coaches' confidence, rapport building skills, and credentials when selecting one. Overall, clients reported improvements in areas like relationships and performance from their coaching.
Distance Learning, Online Teaching [19+ Years]
• Possess substantial strengths in distance learning, adult education, teaching with technology, student and faculty relations, higher education, and curriculum development.
• Significant experience as an adjunct online faculty member, Core Faculty, Dissertation Chair, Committee Member, Curriculum Developer/Author, and Faculty Development Manager.
• Create a safe, respectful, and welcoming learning environment.
• Specialize in working with new students, first generation students, and academically under-prepared students.
• Developed an exceptional record of academic excellence, end-of-course evaluations, collaboration, communication, mentoring, coaching, and professionalism.
• Computer proficient with online classroom platforms that include WebCT, eCollege, Canvas, Sakai, Moodle, Educator, Desire2Learn, Blackboard, Brightspace and others.
Dissertation Chair and Mentor [Remote, 11+ years]
• Provide high quality instruction, direction and mentorship for assigned students throughout all phases of the dissertation process.
• Provide timely and supportive mentoring throughout the student’s process of developing, researching, writing, and revising the dissertation.
• Participate in the Defense process of a student’s Prospectus and final Dissertation.
• Facilitate the successful completion of all IRB protocols.
Faculty Development [Remote, 10+ years]
• Served as a Trainer and Mentor for New Faculty Members.
• Performed faculty peer reviews and assessed classes based upon best practices and adult learning theories.
• Inspired faculty to improve their facilitation practice by leading online faculty workshops.
Curriculum Development [Remote, 12+ years]
• Authored hundreds of courses as a SME for multiple schools, including undergraduate and graduate courses.
• Strong knowledge and application of adult cognitive learning theories and instructional design methodologies.
• Develop content and assessments that met learning objectives, including discussions and assignments.
Background Includes: Various Online Schools (08/05 – Present)
Online Instructor, Doctoral Committee Member, Dissertation Chair, Faculty Development, Curriculum Development.
Implementation, Strategic Controls, And Contingency PlansStephanie Williams
Here are the key points I would cover in an essay on making management decisions:
Introduction:
- Define decision making and explain its importance for managers. Decision making involves choosing between alternative courses of action to reach an organizational goal. As managers, making effective decisions is crucial for the success of a business.
Principles of decision making:
- Rational decision making model: Define the problem, identify alternatives, evaluate alternatives, choose best alternative, implement decision. However, real decisions often don't follow this neat process.
- Bounded rationality: Managers have limited information and cognitive abilities, so can't be fully rational. They satisfice rather than optimize.
- Incremental decisions: Most decisions are incremental changes rather than
Coaching And Offshore Outsourcing TranscriptTom Floyd
Outsourcing parts of your business can be a strong business strategy.
But your customers – internal and external – need to have a consistent experience whether they are dealing with employees who are stateside or offshore.
Guests on this program discuss how coaching can help companies build cohesive teams in disparate locations in the U.S. and abroad.
Guests
* Maya Hu-Chan, President, Global Leadership Associates
* Dr. Robert Lee, CEO, Achievo Corporation
* Daniel Mummery, Partner, Latham & Watkins LLP
* Susan Schwartz, Principal Consultant, The River Birch Group
Summary
According to the July 20th, 2006 issue of the Mondaq Business Briefing, the volume of outsourcing activity has doubled in the last decade. One estimate puts the annual growth rate of outsourcing at 20 to 30%.
While outsourcing is big business (estimated at well over $1 trillion), managing across borders – and cultures – is certainly not without its challenges.
In a November 2006 article titled Managing Multicultural Teams, the Harvard Business Review cites four categories of challenges that can arise on global teams, including direct versus indirect
communication, trouble with accents and fluency, differing attitudes toward hierarchy and authority, and conflicting norms for decision making.
Are these issues arising within outsourced engagements?
And how are corporations and outsourcing providers using professional coaches to help?
Our experts discuss these topics and more.
2010 Exec Coaching Survey The Conf BoardLeda Karabela
This document summarizes the key findings of a research report on executive coaching practices in 2010. Some of the main findings include:
- Most coaching responsibilities are managed at the enterprise level, while funding typically comes from business units.
- External coaching engagements usually last between 3-9 months and focus on development and assessment.
- Internal coaching is used by 63% of organizations and focuses on similar areas as external coaching.
- Larger organizations are more likely to formally evaluate external coaching effectiveness.
This document provides an executive summary of a study conducted by the International Coach Federation on coaching clients. Some key findings include:
- Over 2,000 coaching clients from 64 countries participated in an online survey about their coaching experiences. Most participants were from North America.
- The most common types of coaching received were life, vision, and enhancement coaching, as well as business/organizational coaching and leadership coaching.
- The study aimed to understand client demographics, their coaching experiences, why they sought coaching, how they chose coaches, and their perceptions of coaching.
- Both qualitative focus groups and a quantitative online survey were used to gather information from clients about their experiences.
5 Questions to Ask of Experiential Learning ProgrammesEric Stryson
Regardless of content or format, experiential leadership learning is most effective when the answer to these five questions is ‘Yes’.
Is it rooted in reality?
Is reflection placed front and centre?
Does it make you uncomfortable (in a good way)?
Does it help you grow?
Does the outcome really matter?
Regardless of content or format, experiential leadership learning is most effective when the answer to these five questions is "Yes!".
1. Is it rooted in reality?
2. Is reflection placed front and centre?
3. Does it make you uncomfortable (in a good way)?
4. Does it help you grow?
5. Does the outcome really matter?
ILM Level 7 Certificate & Diploma in Executive Coaching and Mentoring. New to Birmingham for February 2018. Only 5 spaces left so please register your interest as soon as possible if you wish to attend. Amazing programme tutors, read their bios here.
GiANT Worldwide is a global company that provides leadership development and transformation through apprenticeship and skills multiplication. Their methodology uses tools and language to help leaders understand themselves and connect with others, have difficult conversations, and multiply leadership throughout organizations. Their proven 100X system includes discovery, team performance analysis, leadership intensives, and establishing organizational clarity through developing mission, vision, values, strategy and structure. They aim to grow humble, secure leaders who can lead themselves and others effectively.
Have you ever needed a way to measure your leadership IQ? Or been in a performance review where the majority of time was spent discussing your need to improve as a leader? If you have ever wondered what your core leadership competencies are and how to build on and improve them, Jennifer Bonine shares a toolkit to help you do just that. This toolkit includes a personal assessment of your leadership competencies, explores a set of eight dimensions of successful leaders, provides suggestions on how you can improve competencies that are not in your core set of strengths, and describes techniques for leveraging and building on your strengths. These tools can help you become a more effective and valued leader in your organization. Exercises help you gain an understanding of yourself and strive for balanced leadership through recognition of both your strengths and your “development opportunities.”
This document provides an analysis, assessment, results and recommendations of Youth for Christ International's (YFCI) Leadership Development Program. It begins with an executive summary that outlines the goals, process and findings of the research study. The introduction provides background on YFCI and identifies the problem of lack of participation and completion in the leadership program from non-western nations. A literature review examines relevant performance models and concepts. The document then details the assessment process, which included interviews, a gap analysis, survey and integrating findings. Key findings indicate gaps in the curriculum development process and financial barriers to participation. Recommendations include further research, aligning the program with Gilbert's Behavior Engineering Model, and addressing financial barriers.
1) Team coaching has grown significantly in recent years as a way to improve team performance and leadership.
2) The authors define systemic team coaching as working with a team both together and apart to improve collective
performance, how they work together, and their leadership in engaging stakeholders to transform the business.
3) They propose five disciplines of effective teams: commissioning, clarifying, co-creating, connecting, and core
learning. Systemic team coaching addresses all five disciplines and how they connect.
Similar to Coaching Successes In Corporate America Part 2 Transcript (20)
IEC is a management consulting firm based in San Jose, California that specializes in employee development, workforce performance, and change management services. They take a "human approach to consulting" to help companies address issues like resistance to change, attrition, and hesitation to adopt new technology. IEC has provided strategic, results-oriented consulting services to many companies including Cisco Systems, Hewlett Packard, Harrah's Entertainment, and Xilinx. Their services include training needs analysis, curriculum design, performance planning, and change readiness assessment.
Coaching New Managers For Success TranscriptTom Floyd
Many companies still take the sink-or-swim approach to training new managers. After a day or two of HR-mandated training, you’re on your own.
But today, no company can afford not to properly prepare its mid-level managers for their new roles.
Professional coaching is one of the most effective tools in helping new managers make the transformation from individual contributor to management.
This program discusses where and how coaching fits into management training and how it can increase the overall effectiveness of your management team.
Guests
* Dr. Michael J. O'Connor, Author, Managing by Values and The Platinum Rule
* Patrick Reilly, Principal, Resources in Action Inc.
* Michele Wolpe, Executive Coach
* Celia Young, President, Celia Young & Associates Inc.
Summary
Research shows that individuals new to management can have a variety of myths about how to be successful in a management role.
From not being able to see linkages and interdependencies across the organization to learning how to get commitment instead of compliance from employees, our experts discuss how these perceptions can affect how new managers perform in their first 3 to 6 months.
Guests explain how coaches can guide new managers in their process of self realization, as they adjust to their new roles.
This document summarizes a discussion between Tom Floyd, Marshall Goldsmith, and Pam Brill about coaching skills for leaders. They discuss that for a leader to be successful, they must be open to listening, learning, and identifying areas for self-improvement. However, a leader's perception of themselves may differ from how others perceive them. Conducting 360-degree feedback interviews is important for understanding how a leader is viewed by different audiences. Both guests require 360 assessments with current feedback when coaching leaders, as the impetus for change must come from within the individual.
Generation X Moving Into Management TranscriptTom Floyd
How can companies harness the independence of this diverse generation to fill increasing leadership gaps within their organizations?
Experts discuss the impact of professional coaching on developing the management, planning, and business skills of these future leaders.
Guests
* Amy Hirsh Robinson, Founder and Principal, The Interchange Group
* Cheryl Palmer, M.Ed, Founder, Call to Career
* Misti Burmeister, Founder/CEO, Inspirion Inc.
Summary
This show examines a dynamic and increasingly influential generation in today’s workforce: Generation X.
Typically characterized by their independence, resilience, and direct communication style, many Gen Xers bring a collaborative, open approach to the workplace that weighs the need to “get the job done” with overall work life balance.
But how do these characteristics play out in the workplace?
And why do many Gen Xers feel trapped beneath a “Gray Ceiling” that prevents them from moving up?
Our guests answer these questions as well as provide expert commentary on the role coaching can play in developing Gen Xers as managers while bridging intergenerational gaps between members of this independent generation and their Baby Boomer and Millenial colleagues.
Millenials Newcomers To The Workplace TranscriptTom Floyd
Technologically savvy, eager – and almost as large as the Baby Boomer population - Millenials are graduating from universities and entering the workforce in mass numbers.
However, most are also unfamiliar with the requirements and expectations of corporate life.
This program discusses how professional coaching can assist these workers in their transition to the workplace and effectively harness their ambitions and skills.
Guests
* Annika Hylmo, Coach and Consultant, The Interchange Group
* Bea Fields, President, Five Star Leader Coaching and Training
* Misti Burmeister, Founder/CEO, Inspirion Inc.
* Shweta Khare, Founder and President, Career Bright Career Coaching Services
Summary
Generation Y members seek both purpose and meaning in the work they do. Parents of Millenial children taught them to aim high and that anything was possible. The result has been a highly educated, ambitious, and competitive emerging generation in today’s workforce.
However, Millenials have been micromanaged since childhood and often struggle establishing themselves in meaningful or lasting careers.
Our guests discuss how coaching can help Millenials align their ambition with their potential.
Your company has invested millions of dollars in a major enterprise application. Your technology professionals have spent months or years preparing for the launch.
This program discusses how coaching can ensure a successful implementation and – yes – a positive experience for your workforce.
Our experts discuss how professional coaching can help management teams plan all aspects of an implementation, anticipate obstacles and remove barriers, communicate benefits of change, and stage the actual launch.
Guests
* Majid Abai, President/CEO, Seena Technology Corporation
* Susan Alvey, Organizational and Leadership Development Coach
* Dr. Jeremy S. Lurey, Founder and Principal, Plus Delta Consulting, LLC
Summary
Over the past ten years, scores of Fortune 1000 organizations have felt the pain associated with introducing a new technology in their organizations. From ERP to CRM, these applications
have streamlined data and processes for companies, but have certainly taken a toll as well.
Executive sponsors aren’t always involved as they need to be, and a significant number of individuals within most organizations are resistant to these new applications. Our experts discuss how coaching can help.
Topics covered range from recommendations on how coaches can partner with executives, stakeholders, and project managers throughout an implementation, to the competencies
required to successfully manage the change resulting from the introduction of a new application.
Disasters like 9/11, Hurricane Katrina and the Minneapolis bridge collapse in August, force first responders, investigators, law enforcement, community and corporate leaders to work together in ways they never would day-to-day.
Effective leadership is the hallmark of a successful response to a crisis. But it also requires exceptional levels of organization, communication, cooperation and commitment by everyone involved.
How can coaching help companies, community groups and public agencies ensure that their people will be ready to take action when the worst happens?
Guests
* Len Biegel, General Counsel of the Biegel Group
* Dr. John Harrald, George Washington Institute for Crisis Disaster
* Myra Jolivet, Chief Communication and Marketing Officer for the American Red Cross of Greater Los Angeles
* Larry Smith, Coach and President of the Institute for Crisis Management
Summary
Last year, nearly a million volunteers of the American Red Cross and its 35,000 employees helped victims of almost 75,000 disasters and taught lifesaving skills to millions. From sudden crises including natural disasters and explosions to smoldering crises like class action lawsuits that can paralyze an organization, these catastrophes have a significant impact on the lives of those affected.
An October 2007 YouGov survey found world events and crises left 56% of people surveyed feeling powerless, 50% of people surveyed feeling angry, 35% of people surveyed feeling anxious and 26% of people surveyed feeling depressed.
Are today’s corporations and small to medium sized businesses prepared to handle a crisis when it occurs?
And how are coaches who specialize in crisis prevention and response working with organizations to prepare and guide leaders through these catastrophic events?
Our panel of experts address these questions and more.
Coaching Toward Multi Cultural Selling TranscriptTom Floyd
Your company has a multicultural marketing strategy, but how knowledgeable – and adaptive – is your sales team to the needs of your target customer groups?
In this program, we hear from coaches who are experts in multicultural marketing and how they help organizations build winning multi-cultural sales strategies, and how they help sales teams to develop winning strategies with diverse cultural groups.
Guests
* Jeff McFarland, Executive Director of Multicultural Marketing, Verizon
* Earl Honeycutt, Professor of Marketing and Sales Management, Elon University
* Michael Soon Lee, President, EthnoConnect
* Shelley Willingham-Hinton, Founder & President, National Organization for Diversity in Sales and Marketing
Summary
The National Organization for Diversity in Sales and Marketing (NODSM) defines multicultural as women, African-Americans, Hispanics/Latinos, Asian Americans, Indians, People with Disabilities, the LGBT community, multicultural youth, those with diverse religious beliefs, and Baby Boomers. However NODSM points out that multicultural is more than ethnicity and race – it’s a state of mind,
lifestyle, and perception.
According to the Association of National Advertisers (ANA), multicultural markets have not only grown, they have become increasingly complex. To align with this trend, successful organizations have taken multicultural marketing beyond creating and promoting a single, standard message to a specific group, such as African Americans or the LGBT community.
How have consultants, coaches, and other outside experts helped corporations develop strategies targeted at these various groups?
What are the challenges in implementing them, and how are coaches helping marketing and sales leaders overcome them?
Our guests address these questions and more.
Coaching Nonprofit And Charity Leaders TranscriptTom Floyd
Non-profit and charity leaders often are hailed for the altruistic deeds and missions of their organizations, most of which are largely central to the health and well-being of society.
However, with a continual reliance on fundraising, volunteers or public policy, non-profit leaders face a unique kind of pressure and stress, one where the line between personal and professional lives can more easily get blurred, often leading to burnout and high turnover.
How can coaching help non-profit/charity leaders succeed both professionally and personally?
What are the differences and similarities to coaching a non-profit leader versus a CEO, and what lessons can be learned from the private and public sectors?
Guests
* Bill Bothwell, Partner, Orrick, Herrington & Sutcliffe
* Kathleen Enright, Founding Executive Director, Grantmakers for Effective Organizations
* Martha Lasley, Founding Partner, Leadership That Works
* Don Listwin, Founder and Chairman, Canary Foundation
Summary
According to Giving USA 2005, an annual report focused on the non profit sector, charitable giving rose 5 percent to nearly $250 billion in 2004.
However, some reports including The Charitable Impulse, indicate that typical donors haven’t been receptive to some non profit organizations starting to act like big businesses, and additional data from sources like the January 2006 Harris Interactive Donor Pulse Survey highlight that one-third of U.S. adults have less than positive feelings toward America’s charitable organizations.
What are the challenges facing today’s non profit leaders, and how are these trends impacting them?
Our panel of experts address these questions, and discuss how coaches who work in the non profit sector have been able to help.
Coaching Lgbt Professionals In The Workplace TranscriptTom Floyd
In 31 states, you can be fired for being gay. In the states where you cannot be fired for being gay, states came up with new legislation making it illegal to fire someone based on sexual orientation.
In this program, our guests discuss how politics and business intersect on this issue.
Our panel discusses the challenges LGBT professionals are facing in the workplace, and types of issues coaches can help address to ensure sexual orientation isn’t a factor in forging a successful career.
Guests
* Selisse Berry, Executive Director, Out and Equal
* Daryl Herrschaft, Director, HRC Workplace Project, Human Rights Campaign Foundation
* Kate Karasmeighan, Chief of Staff, Director of Affiliate Relations, National Gay and Lesbian Chamber of Commerce
* David Stocum, Coach and Owner, Great Lives Coaching
Summary
In the June 22nd 2007 issue of CondeNaste magazine Portfolio, author David Koeppel writes “The Lesbian Gay Bisexual Transgender (LGBT) community has huge buying power and a large disposable income. Companies realize that portraying a gay friendly workplace and marketplace go hand-in hand.”
However within many organizations LGBT professionals continue to experience anxiety, fear, stress, and even harassment at work.
According to Echelon magazine, issues impacting LGBT professionals range from fear in being fired based on their sexual orientation or gender identity to stress in discussing personal relationships and including same sex partners at workplace events.
Can LGBT professionals survive “coming out at work?
Does advocating and supporting a gay friendly workplace have an impact on both company and individual performance?
Our panel of experts answer these questions and more.
A new study sponsored by The Entrepreneur’s Source finds 5 universal reasons why businesses fail no matter what their size. They are:
* Poor financial management
* Mismanagement of human capital
* Pursuit of projects that are incompatible with resources and capabilities
* Underperforming sales people
* Lack of communications leadership.
On this show Tom interviews guests who have successfully guided entrepreneurs in the past, focusing on how coaches can help entrepreneurs overcome their blind spots, see the big picture and improve their overall performance.
Guests
* Andrea Garfield, Entrepreneur, Advisor, and Coach
* Patricia Kelly, President and CEO, Limerick
* Terry Powell, Founder and CEO, The Entrepreneur Source
* Paul Williams, Strategist, Business Consultant, and Coach
Summary
A 2004 report by the Small Business Administration (SBA) on Entrepreneurship in the 21st Century found that small businesses will play a major role in shaping this century’s economic landscape. However, according to a 2005 report from the US Bureau of Labor Statistics, 45%
of new independent business ventures fail within two years of opening.
Many of us have dreams of running our own businesses and taking more control of our destinies – but what does it take to be successful?
And how can coaches who specialize in entrepreneurial development and growth help us realize our dreams?
Our guests discuss how coaches can guide entrepreneurs in both running their businesses and dealing with the challenges that come up along the way.
How can coaching keep teams strong during the absence of an armed forces member in wartime?
When the serviceman or woman returns from overseas deployment, how can coaching help the individual and the organization adapt to the changes and remain successful?
How are the armed forces using coaching? Do they use it for generals and other military leaders?
How is this different than business coaching?
What lessons can the business world take from this?
Guests
* Richard Halbrook, Executive Vice President of Administration, Dollar Thrifty Automotive Group Inc.
* Richard Strozzi-Heckler, Founder, Strozzi Institute, Author
* John O'Connor, President, Career Pro Inc.
* Bill Offutt, Veterans' Employment & Training Service Special Assistant, U.S. Department of Labor.
Summary
According to the United States Army, there are currently 189,000 people in the Army Reserve who can be rapidly mobilized when their skills are needed in times of national emergency or global conflict. However in serving their country, the departure of an employee in the reserves can have a significant impact on both the individual and their employer.
Legislation like the Uniformed Services Employment and Reemployment Rights Act ensure that members of the uniformed services are returned to their civilian employment upon completion of their service at the same seniority, status, and rate of pay before they left.
How then, according to the September 2006 issue of Inc. Magazine, did over 3,845 complaints arise in 2006 from reservists related to returning to work, pay rates, or allegations of discrimination?
Our panel of experts address these scenarios, and discuss how coaches are working with reservists to ease them back into the working world.
Additionally, guests explain how somatic coaching in particular can be helpful in developing leadership abilities in both the armed forces and the workplace, as well as how serving in the armed forces can foster valuable experience and skills in employees that can benefit their organizations back at the office.
Coaching On Character And Ethics TranscriptTom Floyd
Most successful managers know how to avoid the obvious ethical lapses. But sometimes small mistakes can derail the success of a department, a company and a career.
Paul Wolfowitz recently lost his job as head of the World Bank over concerns about his personal relationship with a bank employee.
The CFO of Wellpoint Health was recently ousted after allegations surfaced about extra marital affairs.
Why do high performing, very smart people find themselves in these situations?
How can executive coaching help prevent self- sabotaging behaviors?
Guests
* Phyllis Davis, Author/Authority on Ethics
* Marjorie Doyle, Global Practice Leader, LRN
* Linda Livingstone, Dean, Graziadio School of Business at Pepperdine University
* Diana Scott, Co-chair, National Labor and Appointment Practice; Greenberg Taurig
Summary
A 2005 National Business Ethics Survey stated the most common types of unethical misconduct observed by employees range from abuse or intimidating behavior to discrimination and
sexual harassment.
Some experts on ethics and etiquette believe it’s impossible to teach ethics past the age of 21.
Can ethics coaches resolve these concerns?
Our guests discuss a variety of topics from what causes unethical conduct, to the bullying that causes it to go unreported, to mentoring and coaching strategies that create an ethical business environment.
Managing a major promotion is second only to divorce in terms of life stress, according to research from HR consultancy DDI.
Failure to manage your step up the ladder could not only affect your morale and make you lose confidence in your abilities, but could cost the company if you're not able to take on the challenges your promotion requires.
What does it take to get ahead and how can a coach help ambitious employees reach this goal?
Guests
* Fernan Cepero, VP of Human Resources, YMCA of Greater Rochester, NY
* Jane Cranston, Executive and Career Coach, Managing Director, Executive Coach NY
* Anne Loehr, Executive Coach, Riverstone Endeavors, LLC
* Susan Whitcomb, President, Career Coach Academy & Leadership Coach Academy
Summary
According to an April 17th, 2007 article in Personnel Today Magazine titled “Manage a Major Promotion” HR consultancy DDI concludes that “managing a major promotion is second only to divorce in terms of life stress,” as supported by DDI research.
Simon Mitchell, a director at DDI, advises that if you are about to or are going through a promotion, you need to anticipate this stress. Your organization should help you cope with the changes in your new role, with minimum disruption.
However the article notes that just one in three leaders indicated their company provides any type of support to help them make the mental shift required for a big promotion.
What strategies can people apply to successfully get promoted? And how can professionals manage the stress associated with promotions?
What work are professional coaches doing to prepare their clients for promotions, as well as overcome challenges and hurdles once they land the job?
Our panel of experts address these questions and more.
Coaching Leadership And Workforces During A Strike TranscriptTom Floyd
Today marks nearly four months since the highly publicized union strikes in Hollywood began on November 5th, when the Writers Guild of America and the Alliance of Motion Picture and television Producers couldn’t see eye-to-eye on New Media revenue, placing thousands in Hollywood out of work for several months.
This coming June, the Directors Guild of America also has its own contract up for negotiations and talks of another strike looming.
How can professional coaches help leadership and work forces during a strike?
What are the rules that come into play when a strike affects business as usual?
What lessons can other industries take away from the Hollywood strikes?
Guests
* David Brownstein, Founder, Hollywood Coaching
* Jonathan Handel, Entertainment Attorney, TroyGould
* Sherri Ziff Lester, Certified Life Coach, RockYourLifeCoaching
* Patric Verrone, President, Writers Guild of America, West
Summary
According to the Bureau of Labor Statistics, in 2007 there were 21 lockouts and strikes involving 1,000 or more workers. The largest major work stoppage in total days idle was between the Alliance of Motion Picture and Television Producers and the Writers Guild of America East and West, with 10,500 workers accounting for 409,500 lost workdays.
What questions did the Writers Guild strike raise for the entertainment industry?
And what were the leadership lessons learned from the strike?
Most importantly, how were coaches able to help during the Writer’s Guild Strike, and what role can coaching play within other strikes as well?
Our panel of experts answer these questions and more.
Coaching For African American Audiences And Teams TranscriptTom Floyd
African Americans have had major influence on societal/cultural trends and business innovations, yet this group remains largely underrepresented in the corporate world.
The group makes up just a small fraction of Fortune 500 company leadership, major college campus populations, and business school graduates.
How can coaching help companies find, attract and retain African American talent?
What issues are important for coaching African American business teams or marketing to African American audiences?
Guests
* Dr. Joel Freeman, President, Freeman Institute
* Patricia Harris, Vice President, McDonald's USA
* Pat Perkins, CEO, Exodus Coaching, Inc.
* Pat Thomas, Founder, Thomas Coaching Company, Inc.
Summary
According to the U.S. Census Bureau, as of July 1st, 2006, the estimated population of African Americans in the United States is 40.2 million, making up 13.4 percent of the total U.S. population.
However when looking across the business landscape, many experts note that African Americans still remain largely underrepresented in the corporate world.
In 2006, the Executive Leadership Council (ELC), a professional network for senior-level African American executives, found that 32% of the top 500 publicly traded companies do not have African American board directors and 68% have at least one.
Why is this group under-represented within Corporate America today?
And how are coaches who specialize in working with African American audiences and teams helping to cultivate and grow leaders within this group?
Our panel of experts address these questions and more.
According to the U.S. Census Bureau: In the 2004 Presidential election, there were 32 million people who reported that they were not registered to vote.
The top two reasons for not registering were being uninterested in politics or missing the registration deadline.
Of the 142 million people who reported that they were registered to vote, 16 million did not vote in the 2004 presidential election.
Of these registered nonvoters, reasons ranged from too busy or conflicting work or school schedules (20%); illness, disability or family emergency (15%); not interested or felt their vote would not make a difference (11%); and 10% did not like the candidates or the issues.
This year’s election is a critical time for our country, and many companies are encouraging their staff to get involved in the political process and vote.
* What are the benefits for promoting social responsibility within the workforce, such as getting employees to become more socially aware and informed?
* How are companies and coaches incorporating the value of political awareness and social responsibility into their practices?
Our panel of experts address these questions and more.
Coaching Hispanic Latino Teams And Audiences TranscriptTom Floyd
American workplaces are increasingly diverse in race and culture. In particular, the Hispanic/Latino population - young, U.S.-born and educated, and primarily English speakers – have an entrepreneurial bent that is helping to fuel the U.S. economy, and are poised to bring about the next American social and cultural revolution.
In this program, we explore the growth of Hispanic/Latino audiences and look at how coaching helps to address a population that largely represents our country today.
We also discuss the key issues in coaching Hispanic/Latino teams in business.
Most people change jobs several times, with the average amount of career changes throughout a lifetime at 5-7, and the average number of job changes at 29-30, according to a university study.
This show explores the reasons why people change careers or industries and what factors prompt so many job changes within a career or industry.
We speak with career experts and coaches who help executives and managers reinvent themselves, and learn the best ways to find a career that makes one truly happy.
IEC is a management consulting firm based in San Jose, California that specializes in employee development, workforce performance, and change management services. They take a "human approach to consulting" to help companies address issues like resistance to change, attrition, and hesitation to adopt new technology. IEC has provided strategic, results-oriented consulting services to many companies including Cisco Systems, Hewlett Packard, Harrah's Entertainment, and Xilinx. Their services include training needs analysis, curriculum design, performance planning, and change readiness assessment.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
HOW TO START UP A COMPANY A STEP-BY-STEP GUIDE.pdf46adnanshahzad
How to Start Up a Company: A Step-by-Step Guide Starting a company is an exciting adventure that combines creativity, strategy, and hard work. It can seem overwhelming at first, but with the right guidance, anyone can transform a great idea into a successful business. Let's dive into how to start up a company, from the initial spark of an idea to securing funding and launching your startup.
Introduction
Have you ever dreamed of turning your innovative idea into a thriving business? Starting a company involves numerous steps and decisions, but don't worry—we're here to help. Whether you're exploring how to start a startup company or wondering how to start up a small business, this guide will walk you through the process, step by step.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
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How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
SATTA MATKA SATTA FAST RESULT KALYAN TOP MATKA RESULT KALYAN SATTA MATKA FAST RESULT MILAN RATAN RAJDHANI MAIN BAZAR MATKA FAST TIPS RESULT MATKA CHART JODI CHART PANEL CHART FREE FIX GAME SATTAMATKA ! MATKA MOBI SATTA 143 spboss.in TOP NO1 RESULT FULL RATE MATKA ONLINE GAME PLAY BY APP SPBOSS
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Coaching Successes In Corporate America Part 2 Transcript
1. Insight on Coaching
Coaching Successes in Corporate America: Part 2
Transcript
Prepared for: Prepared by:
IEC: Insight Ubiqus Reporting
Educational
Consulting
2. Time Speaker Transcript
0:24 Tom Floyd Hello everyone and welcome to Insight on Coaching.
Insight on Coaching explores the many facets, flavors, and sides of the emerging
professional coaching field.
I'm Tom Floyd, the CEO of Insight Educational Consulting, and your host for today’s
show.
Well, today’s show focuses on the successes Fortune 1000 companies are
experiencing implementing Coaching Programs within their organizations.
For those of you who have been with us for a while now, this is a follow up to a show
we did last season, gosh, I think it was in fall, where we had Intel and Unilever on our
show, experiencing some of the successes that they’ve had rolling out of the
coaching program, and this show is a follow-up to that, and the show that we will be
continuing to air each season, kind of as a highlight for folks to check in and see how
a lot of the things that we talk about on our shows, and the themes, and things like
that, that come up, how they're actually being rolled out and addressed in corporate
America.
Today we’ll be talking with professionals who have implemented programs at
organizations including Capital One, Alltel Corporation, and many more.
1:30 Tom Floyd To set the stage I want to share some information that was presented at a session I
went to at the conference board in Chicago a few weeks ago, and it was actually
shared by Dr. Brian Underhill, who is a good friend of mine and has also been on our
show several times as well.
But some of the information that he shared, just to throw some facts and statistics out
there, is he shared some information from the executive development associates
EDA bi-annual survey of trends in executive development, and this was from 2004,
and some of the findings
I thought were pretty interesting in terms of seeing just how much executive coaching
is being used within organizations.
Some of you may have remembered way back when we first kicked off the show a
year ago, we had Strat Sherman on the show and he shared a little bit of his findings
from the Wild West of Executive Coaching, that was published in the Harvard
Business Review.
I guess the question I would kind of throw out there today is, is the West still wild, so
to speak, or has coaching actually increased?
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3. Time Speaker Transcript
2:37 Tom Floyd Well, from the EDA bi-annual survey, the findings identified executive coaching as
the fifth most prevalent learning method out of 25 possibilities, top five learning
method for the first time since 1984, and that 55 percent of corporations utilize
external executive coaching as learning methodology, which is definitely good news.
It also found that executive coaching is still a relatively new offering with broad
executive level application.
Organizations and coaches alike reported approximately eight years in offering
coaching services.
Organizations in the survey also indicated an average of 52 leaders per year
received coaching, spending an average of approximately $15,000 per leader.
And lastly, 65 percent of organizations reported that coaching represents 1 to 15
percent of their total development approach, and an additional 21 percent of
organizations ranked coaching as representing 16 to 30 percent of their development
efforts, which I thought was fantastic.
3:39 Tom Floyd Well it’s definitely going to be interesting to learn more about how our guests have
successfully introduced coaching programs within their organizations.
And on that note, let me give you a quick overview of each of our guests.
We’re delighted to welcome three coaches on today’s show, Guenet Beshah, Allan
Polak, and Steve Dwyer.
Let’s start out with a quick overview of Guenet Beshah.
Guenet Beshah is currently Vice President of Executive Coaching at Capital One.
After twelve successful years of practicing law, Guenet transitioned to her dream role
as an internal Executive Coach at Capital One in October of 2005.
As an added bonus, Guenet also assumed responsibility for leading and managing
the company’s Executive Coaching Program.
Prior to this role, Guenet was a member of Capital One’s Legal Department’s Senior
Leadership Team.
While in Legal, Guenet had the opportunity to lead the departments largest and most
functionally and geographically dispersed team.
She discovered first hand what it meant to develop leadership agility, manage cross-
functionally, and create a culture of empowerment.
Born in A-ddis A-baba, Ethiopia to an American mother and Ethiopian father,
Guenet’s childhood was filled with travel and cross-cultural experiences.
Guenet obtained her B.A. from Hampton University; her J.D. from Duke University
School of Law, and her Coaching Certificate from Georgetown University.
Welcome to the show Guenet.
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4. Time Speaker Transcript
4:58 Guenet Beshah Thank you very much.
5:00 Tom Floyd Our next guest is Allan Polak.
Allan Polak has over 25 years management and consulting experience in a variety of
industries. He has held internal consulting and managerial positions in the utility,
financial services, insurance, and managed care industries with The New York Power
Authority, Paine Webber, (ET-NA) Aetna, and The Hartford.
Allan has worked in and managed line and corporate departments in management
training, staffing and selection, strategic human resource and succession planning,
executive and organizational development and HRD strategies/implementation for
large scope mergers and acquisitions.
He has served as a senior internal and external consultant and coach to managers
and executives with their ongoing development, with a special focus on business
planning, communication, team building, and business influence.
He has also served as an external consultant in the design, creation, and delivery of
assessment centers, sales and sales management selection and training, and 360
degree and survey feedback initiatives in large, matrix environments.
His education includes a B.A. from Colgate University, M.A. from New York
University, continuing Ph.D. graduate level education there, and post graduate
completion of Wharton’s Securities Industry Institute and Executive Coaching
program.
Welcome to the show Allan.
6:32 Allan Polak Great to be here, Tom.
Thanks.
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5. Time Speaker Transcript
6:33 Tom Floyd Great to have you.
And our last guest is Steve Dwyer.
As Senior Vice President of Leadership Development at ALLTEL Corporation, Steve
has responsibility for developing and overseeing ALLTEL’s leadership programs.
Prior to Steve’s employment with ALLTEL in 2005, he was a Colonel in the United
States Army for 30 years.
During his service with the U.S. Army, he served in many leadership roles,
culminating with his assignment as Chief of Staff of the U.S. Army Aviation Center, in
Ft. Rucker, Alabama.
Steve received a bachelor’s of science in engineering from the United States Military
Academy at West Point.
He received two master’s degrees, one a master’s of science in administration from
Central Michigan University and the other a master’s of science in strategic studies
from the Air Force War College.
During his service in the military Steve received two Legion of Merit medals, six
Meritorious Service Medals, two Army Commendation Medals, an Army Achievement
Medal, the Master Aviator, Parachutist, and Expert Infantry Badges.
Welcome to the show Steve.
7:34 Steve Dwyer Great to be here, Tom.
Thanks.
7:36 Tom Floyd Now today’s show is going to be a group discussion.
I’m going to pose questions to our guests as a panel to get the group’s thoughts.
So it will really be a good interactive conversation between everyone.
And to kind of start out just with an introductory question or big picture question so
our listeners can hear it straight from the horse’s mouth, so to speak, I’m going to ask
the three of you just to tell us a little bit about you, about your company, or some of
the organizations that you've worked with and your current role within that
organization.
Guenet, let’s start with you.
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6. Time Speaker Transcript
8:13 Guenet Beshah Sure.
So as you already alluded to, prior to this role I practice law, so I often describe
myself as a recovering lawyer.
Hopefully my legal colleagues will forgive me for that statement.
But it was my dream for years to move into this role.
I have had the benefit of actually experiencing the coaching program from a number
of perspectives, first, as a beneficiary of the program.
So prior to moving into this role, when I was a lawyer for the company actually.
I received an executive coach and became a true believer through that experience.
And once I moved over into this role, I became, as you already stated, a coach and in
charge of the program.
And it has been an absolute amazing experience to be both a facilitator and steward
of this program that Capital One has actually had in place since the late 90’s.
So given that old habits die hard, I did some research as I came into the role, and
discovered that Capital One was an early subscriber, given that coaching actually
didn't sort of come onto the corporate radar screen until the late 90’s.
So we have a very robust program.
It is centralized within human resources, although it is paid for by the business.
We have very strong senior support.
It is used to optimize performance so we use it in three primary ways: to support what
we call leader transitions, so to support leaders who are new to the organization or
who have assumed new roles within the company, to enhance specific competencies
or to enhance specific skills, and to expand leadership abilities.
It is used throughout our organization, so at all executive levels, and throughout all of
our businesses and staff groups.
We use a hybrid matching process, and by that I mean we have a cadre of both
internal and external coaches.
Our external coaches are prescreened by my office, and what we do is we have
eligible executives who will complete what we call an executive information form,
which lets me know what they'd like to focus on, and it gives me some insight into
their preferences in terms of coach background and experience level.
We take that information and we provide them with a list of recommended coaches.
They have the option to interview one or all.
Chemistry is such a huge component of that relationship so we want to make sure
that we afford them that opportunity.
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11:12 Tom Floyd Well it’s really nice that they have that ability as well.
I know that for myself, I, like you as well, believe in coaching so much that I also have
my own coaches as well, and it really helped me, and certainly an advantage to
doing this show as well so that I’ve gotten exposed to so many different folks that are
out there. And you're right, just that click from a personality perspective.
To really be able to open up and share new challenges that you might be having, or
goals, and things like that.
It’s really important.
11:44 Guenet Beshah Yeah, there are two schools of thought out there, and I think it very much depends on
how you're going to use coaching in your organization.
So I actually attended a conference where there was actually very robust debate
around whether the organization ought to select the coach for the individual or
whether the individual ought to play a role in that.
12:07 Tom Floyd Interesting.
12:08 Guenet Beshah The thinking was that if the executive is someone who doesn't sort of have great self-
awareness to begin with, do you want to trust them to make the decision around
which their coach ought to be.
But the way we use coaching in our organization is that coaching—one of the
reasons I love coaching is that it presumes competence. We’re not trying to fix
broken people.
So operating from that space, we trust our executives to know the person that they're
going to work best with.
12:46 Tom Floyd Got it, and definitely the piece too around some folks view it as a fix-it solution versus
as more of a tool for self-realization.
It’s going to be interesting that more as well.
Well I’m hearing the music for our first commercial break so I’ll go ahead and go on
pause.
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8. Time Speaker Transcript
15:41 Tom Floyd For those of you just joining us today, on today’s show we’re speaking with several
executives who have successfully introduced coaching programs within their
organizations.
Where we left off, we were speaking with Guenet Beshah, who was talking about
how coaching was introduced at Capital One and some of her experience there.
Going to go ahead and move on to our other two guests to give us a high level
overview about their role, their company, or the organizations that they’ve worked
with before, and how coaching has been introduced from their perspectives.
So Allan, let’s go ahead and move on to you.
16:22 Allan Polak Sure.
This is Allan Polak, and I’m the principal of ALP Consulting, based in Connecticut.
We've been doing this work for about 20 years at this point.
It’s gone through a number of iterations.
But my own background includes having worked internally for about 20-plus years
within organizations and the last number of years externally with ALP Consulting.
And I would reiterate a number of the points that Guenet mentioned—that in the
companies that we work with, which include companies like Pfizer, United
Technologies, Hartford Financial Services, our work includes both providing
executive coaching as well as being a consulting resource to companies and how
they set up their program so that it drives success within their companies.
And we have found that the models that seem to work best are geared towards
providing the services for leaders at certain levels and above who are in a major
transition, such as from functional leadership to strategic leadership, for succession
preparation, for people who are new to the organization at those executive levels,
and again, as Guenet said, new to the company or new to their role, and we refer to
that as on boarding.
We also see companies using this during major M&A activities or during major
change to help their leaders lead the business in the best way during those times.
And as an investment in key talents or high potential talent to help those people
prepare for future leadership roles.
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9. Time Speaker Transcript
17:55 Allan Polak Our approaches highlight, that you want to invest in your best and not engage in this
work as rescue or fix it endeavors.
Our experience has been, and the companies we work with has been, is that when
you set up programs for remediation, or rescue, or fix it, it doesn't work more often
than it does, which is not to say you cannot invest in a really talented person who
may have a bit of a flat side but we have found that when it’s a rescue, or a fix it, or
the company is saying gee, we’ve tried everything else, let’s set this person up with
an executive coach.
More often than not it doesn't succeed.
18:35 Tom Floyd And what are some of the reasons for that, based on what you’ve seen in the past?
18:39 Allan Polak What we've seen is that the reasons it doesn't succeed very often at all is—the
phrase we use is that reputation has a long tail, and that once a leader has a
reputation in a company, it’s very hard for that reputation to really turn itself around
180 degrees.
And what we’ve seen is, on a couple of occasions where an executive will receive
some coaching in kind of a fix it mode, they can work, 19 times out of 20, where
they're doing a behavior or a business effort better, and the company often doesn't
see it.
What the company sees is that one time out of 20, when they're under stress or
having a bad day, where they’ll fall back on a problematic behavior or style.
That's what the company picks up and notices.
Because we have found, and there's research behind it, people will see what they
expect to see. And so part of the coaching work that we engage in is helping our
players leverage their strong suits, go with their strong suits, and also have a set of
strategies in place that actually helps key decision makers and leaders see their
growth.
Because if you don’t help the organization sees the growth, they typically don’t see it.
Because people are so busy in their day to day that you have to say, have you
noticed how so and so has done X a bit better or differently?
20:08 Tom Floyd So it’s almost like with what you were saying before with the reputation piece, just to
come back to that point. It’s almost been, from your experience, that let’s say that
somebody has a perception as a leader that they're a micromanager or something
like that.
That even if they receive coaching around that, the perception is still going to exist,
that they're a micromanager within the organization and people aren’t generally aren’t
going to be able to see past that.
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20:31 Allan Polak If they have a reputation as a micromanager, but they also have a reputation that
they're really good at eight or nine other things, that can be addressed because
micromanagement is a very behavioral issue that you can get executive coaching
with.
But if their reputation is of a larger nature. Gee, so and so is just a brutal person to
work for, a more global reputation, that's really hard to turn around.
20:53 Tom Floyd So, we've had Eddie Erlinson on the show, for example, which, he and his wife Kate
have been doing the research around the alpha male, and alpha female, for example.
So if you have some of those very dominant personalities that can almost become
abusive when gone awry, so to speak, in organizations, you're saying some of those,
that's kind of harder to get past that.
21:14 Allan Polak Well what you're speaking to, Tom, is that it’s much easier to help somebody make
shifts or changes in their behaviors, but if you're talking about expecting a major shift
in somebody’s major personality or traits, that's a whole other game.
21:27 Tom Floyd Yup, definitely.
21:28 Allan Polak We had one client who actually approached us about working with a fairly senior
person who they said, oh, they're not quite on the up and up.
You know, they have some integrity issues. And we said well, we’re talking about a
selection issue, you know. You can help somebody with their integrity, that's not a
development issue. You're really going to change somebody’s core integrity.
21:47 Tom Floyd Got it.
Steve?
Anything that you would add?
21:51 Steve Dwyer Well, I’m smiling here listening to Allan because I heard him talk at the conference,
and the reputation has a long tail.
I've actually used that quote a couple of times since then, and I couldn't agree with
you more.
We just took a different approach, if you want me to get into my approach now, Tom,
I can.
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11. Time Speaker Transcript
22:10 Tom Floyd Yeah, sure, definitely.
22:12 Steve Dwyer We had not had any leadership development program at all until August of 2005, and
I had met the CEO while I was still in the Army, and he asked me to bring the Army’s
leadership approach to Alltel.
And in a way I did and in a way I didn't.
I kind of took some of the good stuff and some of the good stuff that I've learned
since I've been out of the Army.
But our approach was to take a 360, an evaluation from peers, subordinates, and the
boss, and couple that with coaching.
And then dovetail some training in to kind of tie it all together.
So that's been our approach.
And as far as the coaching goes, we looked at our leaders kind of like rental cars,
and I mentioned that at the conference, that [crosstalk] you don’t really do anything to
a rental car except put gas in it, and that's how we were treating our leaders.
We gave them no development, we gave them—and if they didn't work, we just got
another rental car.
And that works during our very big growth period when our growth hid all of our sins,
but as we got to the point where the mergers and acquisitions started to dwindle
down and we realized for a lot of reasons that we had to work with what we had, we
started looking at developing the leaders.
That’s when we started going into the coaching piece, and our first approach was to
say let’s give everybody above a certain level a coach.
23:46 Steve Dwyer Now, Allan, in there are some people who need remediation, and frankly, it did not
take with everybody, and I could not agree with you more that some people with
those personality defects, I call them, that are not going to change—and you know
the bullies that are out there, the people that just take advantage of the position
they're in, those people aren’t going to change.
But we also had to have a way to find out who they were because if you produced
results you got promoted at Alltel.
Since we’ve instituted the value system—we have a set of eight core values, we’ve
now changed the way we hold people accountable to those values.
One of those values is results but there are seven other ones and there are things
like respect, integrity, knowledge, teaching people.
So it’s not just getting results, it’s more of the how you got results.
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24:39 Allan Polak Yeah, it’s the what and the how.
24:41 Steve Dwyer Yeah, so now we have the coach, who is supposed to kind of coach them to the
other set.
They wouldn't even be there if they didn't get results. And then what the coach found
is most of the people got it.
Most of the people thought this was the greatest thing in the world.
And there were a few people that bristled and frankly, some of those people have
since been let go, and some very senior folks, and it’s not because of the leadership
development program, it’s because the business imperative of taking care of people
so that we could get better results started to come through.
It’s not all this touchy feely stuff, it’s hey we have a 50 percent turnover rate.
We've got to do something about it. Well let’s figure out— Oh!, it’s the boss.
Surprise.
Why don’t we get rid of the boss and see if this turnover rate goes down.
So we've been starting to use those values as a way to determine who gets to stay
and who has to go.
And all of this—
25:40 Tom Floyd Is it almost like—I was going to ask this question of everyone as well.
In terms of coaching around the values in this case, at Alltel, or if it was
competencies, or something like that, is it a process of the coach working with the
coachee to establish goals, that they be smart goals, or something like that, tied to
those values so that they kind of have a centralized conversation each time that
they're talking about it? So if the value is respect, for example, that they're putting
goals or measure in place to really help work towards that particular value?
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26:12 Steve Dwyer That's exactly right.
In our case, and I’ll let the other guys talk, we have what's called the developmental
plan, and the coach coaches to that developmental plan. And in the plan are eight
categories, and in one category, integrity, it’s sort of the price to play, the price to get
into the game.
You have to have integrity.
If you don’t have that, you're probably not going to get much farther.
But say for example, respect, which also includes collaboration with other silos, if you
don’t have that, let’s coach to that. And so we have this plan that the coach uses as
a tool.
That's how we do it.
26:45 Tom Floyd Got it.
Actually, I have a big smile on my face.
And hearing that, that's one of the things that our company does as well, and I
actually have two coaches, and we coach around our competencies.
Our company has 15 competencies.
And a personal thing about me, one of mine is accountability.
And it was interesting to come out in my coaching sessions and to have goals around
the accountability, it wasn't that, and I never would have been able to articulate this
before in terms of how my interactions could relate around, you know, our company’s
core competencies like that.
But for me, with accountability, it’s not that I’m not accountable, but that’s a ticker for
me when other people aren’t.
I had to learn internally within our company, interesting when I don’t see that value or
competency coming through in someone else that sparks something in me that was
really insightful for me to kind of have a reflective session around that.
What are some of your thoughts?
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27:42 Guenet Beshah The other thing that I would add to that is that—so we do two things.
We have a coaching action plan, which does cross-reference to our competencies,
but as a result of a survey that we did with our coachees, we made a special effort
around drawing a stronger connection between the development goals and our
business goals.
So we made a push this year to ask our executives to work back from their business
goals.
So what particular leadership goals, development goals, do you need to focus on as
a result of specific business goals.
So let’s make that link even more specific.
A point that I made at the Chicago conference is that I think we sometimes forget, for
the sake of what does a business provide coaching?
And the purpose is to drive better business results.
I think we ought to have this conversation around self-actualization.
To what end? And the reality is to drive greater business results and to deliver
business performance.
29:00 Tom Floyd And so if it really is improving the bottom line.
29:04 Guenet Beshah Absolutely.
29:05 Tom Floyd Got it.
Well let me go ahead and go on pause for a second.
I'm hearing the music for our next break.
Stay tuned everyone, we’ll be right back.
31:31 Tom Floyd Where we left off, Guenet, you were making a really good point, I thought, around the
importance of making sure that coaching is 50/50, so to speak, 50 percent and that
it’s really focused on improving the bottom line or focused on business results.
And the other side of that, really making sure that it’s actually helping someone grow,
especially in terms of leadership and things like that as well.
Anything else that you would add along those lines?
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32:08 Guenet Beshah No.
I just want to emphasize the fact that getting great business results and helping the
executive grow, that those two things can mutually coexist.
I think that there is sometimes a sense that they are mutually exclusive and that there
is some fear that the two can't co-exist, and I think that that's absolutely not the case,
and I think the fact that coaching continues to be an intervention that organizations
are using year after year proves the power that coaching actually has.
I think it’s something that is extremely responsive.
It is something that is extremely results oriented, and we can't forget that at the end
of the day, it is designed to deliver business results, and as long as we keep our eyes
on the prize I think coaching will continue to be a powerful intervention.
33:03 Tom Floyd Got it.
33:04 Steve Dwyer You know, Guenet, I’d like to add one thing to that.
The holy grail in all of this is trying to figure out how to measure all that.
Because when you say it adds to the business results, there's going to be somebody
in the business that, at least in my world, says it had nothing to do with coaching.
That's because we changed the comp plan or whatever.
So the real difficulty, I think, is trying to find out how you can tie this is in—tie success
of business into part of the coaching, as a result of some of the coaching.
And we've tried to do that and I’m always interested in how people have done that,
but we've just done some surveys that show that the people that were getting the
coaching had increased their productivity as seen by them.
The next thing we’re going to do is ask the stakeholders, have you seen the same
increase in productivity, and add addition to the bottom line as they have, and kind of
tie those things together.
But it’s always anecdotal, it’s always opinions, and I'm wondering if there's anybody
that's figured out how to tie it directly to the bottom line.
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16. Time Speaker Transcript
34:05 Guenet Beshah Well I can tell you what we've done.
So we have done, similar to you, we've taken a qualitative approach by surveying the
executives that have participated in the program, and consistently we get very
positive feedback from them that, one, they value the program, they think it’s a
standout opportunity provided by the company, and that they think that they are
getting progress with respect to their own results, and that they're very satisfied with
their coaches.
But this year, we also did a quantitative statistical analysis, using our performance
management feedback, and I'm happy to report that we discovered very statistically
significant evidence that coaching was actually having a very positive impact on both
performance and attrition for us.
It was over a two year period, so while we haven't yet made the correlation to actual
business performance, we have shown a correlation to actual performance.
35:10 Allan Polak And that is—this is Allan speaking—that's a way that we've suggested to our clients
as well, to at least look at the correlation between your performance management
system and your coaching interventions.
Causality is going to be really tough because your business results are a product of
multivariate stuff, but you can look at some correlations between your performance
management measures and your coaching events.
35:35 Allan Polak Along the lines of putting it into the business model, we have found that our
recommendations that, when you're putting a coaching program into place, in an
organization, that you think about how can I make it as similar as possible to how I go
about doing a business plan?
So in that sense there are clear time frames, there are clear expectations up front,
there are clear monitoring and tracking mechanisms during the course of the event,
and then clarity about evaluation at the outcome, both by the coach, the person’s
boss, the executive being coached, etc.
And we have found that when you structure it as if it’s a business plan, there's
credibility in the organization, and quite frankly, the coaches value that themselves
because good executive coaches want to provide services to the individual but they
also want to partner with the organization.
And there's nothing worse for an executive coach to be hired by an organization to
work with an individual, and given no context about the company or the environment
that he or she is being asked to help with and bring value to. So it’s the service of
the business results and that's the ultimate goal.
You have to know the culture and the context within which you're working.
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17. Time Speaker Transcript
36:53 Tom Floyd So what you're saying is that you really need to make sure that the coach
understands the business, the culture, the norms, what's okay, what's not okay.
37:02 Allan Polak We know of a couple of companies who had the roles and the rules quite clear at the
beginning of the coaching engagement, that confidentiality would be respected with
the client or the coachee, but as a key player in the organization there is also the
person’s boss that the coach is expected to engage with.
And I know of two instances where that didn't happen and the company really had to
say look, you have to realize that you have multiple clients here. It’s not just that one
individual because the goal is the business results, not just helping that person gain
greater self-realization.
37:40 Tom Floyd In terms of going down the path further of how a company could link it to business
results, so if we’re looking at a metric, quality for example, or customer satisfaction,
or something like that, how would you recommend or how have you come up with
how much coaching could actually impact that?
Off the top of my head, one thing that I've seen and that we've done for some clients
from a training perspective is getting executives in a room or even if it’s surveying
them and saying okay if these are the ten factors that impact quality and training is
one of them, coming up with some type of average or percentage for all of them.
So if you said training contributed to a five percent increase or decrease in quality,
and marketing was 20 percent, and—I'm making this up, the numbers—but other
things like that, that that's how we were able to help a few organizations kind of guide
that or come up with a rough estimate based on that.
Is it through exercises like that, that you're finding you're able to come up with just
how much it impacts key metrics that are out there or what's that process look like?
39:02 Steve Dwyer Is that for Allan?
39:03 Tom Floyd For anybody.
39:04 Allan Polak Anybody.
39:05 Steve Dwyer Well just for me, we've tried all that stuff, but when you run up against a black and
white kind of guy like a CFO person, all that stuff is really hard to sell.
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39:18 Guenet Beshah Because it’s so viewed as subjective.
39:20 Steve Dwyer Yeah, so all that stuff—I mean, Allan, you were ticking off the things that we’re trying
to do. There may be one thing we missed in there, but most of the stuff you were
saying, we are trying to do all that.
But then it comes budget time and budget time happens for us about four times a
year, each time we go through the quarter, and they always say now what are you
doing again, Dwyer?
And then I lay it all out, and I show them all these things, and they say well where's
this all—there's got to be a way to show us.
So what they’ve come up with is attrition, or turnover, and by reducing turnover you
can show.
For us it’s $39,000 to train a sales rep.
So the person in the store costs $39,000 to put him on the floor.
So if you can keep him around for another six months, you can do the math.
So if you can reduce turnover you can show a direct correspondence to the bottom
line.
That's the operational cost, and then you can also show that through customer
advocacy scores, what a customer that's an advocate will do for your business.
We can measure that, and the same for employee advocacy, but we’re still in our
embryonic stages right now because we haven't really brought that out.
But by turning someone from just a customer to someone who will sell you to other
people, you can show that that has some sort of effect on the bottom line.
So that's kind of what we’re doing.
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40:46 Guenet Beshah Hey guys, so let me just say, I’m fortunate because I don’t have to continue to make
the case for coaching in our organization.
The thing is, is that we've been an organization, we became public in 1995, and I
think we have plenty of evidence that coaching has, again, been an extremely
powerful competitive tool for us over the years.
It’s been a constant, through a lot of exponential change for us as an organization,
it’s expanded. When we needed to expand, it’s provided a level of customization that
I don’t think a lot of other tools afford us.
It’s provided sort of that built-in diversity for the different learning styles of our
executives. It’s presumed the competence of our executives and it’s been
responsive to our needs, again, depending upon where we were in our organization’s
life cycle, and I think it has met the business environment and the leadership
demands that all of us face as organizations.
No one can doubt the business complexity that we have to deal with right now—the
fact that information is so fluid and our leaders are having to make judgment calls
based on imperfect information, the fact that the rate of change is absolutely
challenging human ability to adapt.
And what coaching affords is an opportunity for people to pause, to reflect, to make
informed choices to align accordingly, and to drive good, sound, business judgments,
and that's your ROI.
42:38 Steve Dwyer No argument there.
You're way down the road from where we are, Guenet.
We’re still—I'm still fighting the Revolutionary War.
You're well into the industrialization era.
I’m still trying to convince about six or seven people that help run our company.
My one advantage is the CEO is 100 percent on my side.
But my job is to be more collateral. I can't just go in and say hey do it because the
CEO said.
So I'm trying to convince these people one at a time exactly what you were saying.
43:12 Guenet Beshah No, I’m not suggesting that you don’t have your ammunition.
That's why you go ahead and you run your analysis, and you shore up your program,
and you make sure that you are responsive to your stakeholders.
But you also make sure that you can tell the story, and there is absolutely a very
powerful story here.
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43:34 Allan Polak There’s the stories, and Steve, I’m thinking out loud that there's always a desire to
find the common three or four metrics that will help you measure the impact of
executive coaching, and we’ve worked with a couple of clients to remind them.
There are often kind of individual metrics in given situations that can show you the
impact, and I’m thinking of one client from a couple of months ago, where there was
a very senior person, where there was energy in the company because they believed
in 360 feedback a lot in this company, they were all set to go down the road, let’s do
a really robust 360 interview-based data gathering of 10, or 12, or 15 people, and this
person will see the important information.
And the intervention was made, look, before you go down this road, invest in two
meetings with a coach to see whether that person is motivated to use that feedback.
It turned out the person really wasn't motivated to use that feedback, and they saved
about $20,000 in fees.
44:38 Tom Floyd That’s fantastic.
44:39 Guenet Beshah Yeah.
44:39 Tom Floyd Well I’m hearing the music for our last break. Let’s go ahead and go on pause. Stay
tuned everyone.
47:01 Tom Floyd Just to kind of recap, we covered a lot of things in the last part of the show here, but
to summarize, we talked about some key metrics and ways to tie coaching back to
the impact on the bottom line.
Some things that came up in the conversation were the importance of executive
sponsorship, the importance of having common metrics and a measurement system,
and also the importance of continuing to evangelize the program, once you have it up
and running.
I want to kind of switch gears a little bit.
I want to talk about resistance and how each of you positioned or introduced
coaching within your organizations to minimize resistance.
Something that I heard come up at the conference when we were all there a few
weeks ago, and I wanted to kind of explore that further.
So what my question here is, is how did you position or message coaching when it
was introduced? In other words, what did you use to help people understand what's
in it for them to receive coaching?
Allan, let’s start with you.
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48:24 Allan Polak I'm thinking of one company we work with where there was a history of executive
coaching but in a very kind of fly by night manner.
So our recommendation was to position to the company, look, you have no idea of
what you're spending on this endeavor or the impact it’s having if you permit it to
continue in the way you're doing.
We actually heard a story where a certain executive coach in this company literally
wandered the executive hallway, stopping in executives’ offices, mentioning gee I’m
doing some work with Bob down the hall, would you like some assistance yourself?
And when we heard the company describe that, we said, and how long did you
permit that to go on?
49:06 Tom Floyd That was going to be my next question, actually.
49:09 Allan Polak Well, the company was naïve.
They said well, isn't that how the work is done?
And we said no, we don’t think so.
So it was pointing out the cost of doing that in such a sloppy way and also pointing
out the impact on the business that well positioned executive coaching can have on
retention, as Steve says, on the impact on your high potential players, right?
Your strongest talents do not want to work for weak bosses.
49:41 Steve Dwyer Absolutely.
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49:42 Allan Polak They will leave.
And the demographic reality of today’s workforce is people will put up with that less,
and less, and less.
So it was about the power of retaining your strongest talent, building your leadership
pipeline.
Companies know that unless they're thinking about how do I build my leadership
pipeline so that my company’s going to thrive in the next three, five, to eight years,
they know in their bones and in their numbers that their company will suffer.
So we find that a powerful positioning is to say how are you fixed for your leadership
pipeline over the next three, to five, to eight years?
What do you feel most confident about, what are you worried about?
And that's a good stepping off point to help them think through about, so therefore,
what we want from a coaching program.
50:26 Tom Floyd So that's kind of the way it was pitched then to the stakeholders?
50:29 Allan Polak That's right.
50:31 Tom Floyd In terms of going after the individuals, let’s say that first group, if it’s the initial group
of executives, or if you're starting at the top, working down from there.
How did you position the what’s in it for me, for them, so that people weren’t charging
in and saying hey I think you need a coach now.
How did you message it in terms of this is why we think it will be beneficial for you
and your career development?
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50:58 Allan Polak We and I’m thinking of the same company—there are two major populations you
want to speak to.
Those people who would be nervous about engaging in this endeavor—gee, what's
that about?
Does it mean I’m broken?
And those leaders who would say, oh yeah, sign me up, sign me up, I want to do that
stuff. And so you have two different messages, and the messages would come from
the senior leaders and the senior HR leaders, in a fairly small communication, saying,
we have this resource that is available to our strongest players.
And that, in the beginning, is saying listen; we wouldn't be offering this to you unless
we wanted you to grow your career here.
So we have this resource available to our strongest players where we work with
external experts who have a deep experience in what enables leaders to succeed in
large organizations.
And we position it as a partnership, and we recommend to companies that they use
the metaphor that works for their industry.
So for example, in a high technology company, UTC for example, we like to position
this as the client or coachee is the pilot, and the coach is the copilot, because that's
about ownership.
In the financial services industry we’ll talk about executive coaching as inviting a
leader to take stock of their portfolio.
What's in their portfolio that serves them very well in the current and in the future
role, and what shifts might they want to make in their portfolio so that it brings a
maximum return for the business and their leadership.
And we find that when you use a metaphor that speaks to that industry, lights go on
in people's heads about oh, so that's what it’s about.
52:35 Tom Floyd Got it.
Guenet, anything that you would add?
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52:38 Guenet Beshah No.
I agree very much with many of the points that Allan already made. What we did at
Capital One is that we rolled coaching out in connection with the rollout of our new
competency model.
So it was rolled out in a much targeted fashion with senior executives in the
company, and they realized the value of coaching, and became fans and users of the
program, and became disciples of the program, if you will.
And that built momentum for the rest of the organization.
Then we began to use coaching more broadly in the organization.
So to Allan’s point, we utilized coaching for our stronger performers and that set the
stage in our organization to view coaching in a very positive light, so it was not
something that people viewed in a pejorative fashion.
They wanted it.
I did not have to deal with any type of resistance in the organization.
It was not something that I had to push onto people.
53:46 Tom Floyd Okay.
53:48 Allan Polak A good phrase that we've used for organizations in terms of developing their people
is you want to engage everybody but you want to invest in your best.
53:56 Tom Floyd Got it.
Well we have got one minute left and just to recap, I want to ask in closing if you
were to offer advice, suggestions, or tips, to companies out there, who are
considering implementing a coaching program, what would that be in kind of a 30
second or less spiel?
Steve?
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54:15 Steve Dwyer I would do what Allan was discussing because when we first started out coaching it
was like throwing water on a dry sponge.
Everybody got it, everybody soaked it up.
The next time we do it, and we’re going to have a holistic approach, it’s going to be
for our very best or people that are transitioning from say, the operational leadership
level to the strategic leadership level, so by definition, they’ll be their very best.
It’s investing in high-po’s or people that are going to be high-po’s.
54:42 Tom Floyd Got it.
Guenet, anything that you would add?
54:45 Guenet Beshah Agreed.
Just be thoughtful and be clear about what success looks like.
54:49 Tom Floyd Okay.
Allan?
54:51 Allan Polak I’d repeat those things and say put a specific time-limited plan to it so that your
message is look, we’re treating this as any other business endeavor.
This isn't just about meeting with somebody and feeling better.
55:04 Tom Floyd Got it.
Well, a huge thank you to the three of you for joining us today, and as always, huge
thank you for our listeners as well.
For more information about our show you can look us up on the Voice America
Business Channel.
You can visit our web site at www.ieconsulting.biz and always feel free to email me
at tfloyd@ieconsulting.biz with any questions as well.
And also for you Apple iTunes and iPod fans, don’t forget you can also get access to
our show through the music store.
Open up iTunes, go to the music store, click podcasts, and enter Insight on Coaching
in the search field.
Thanks again everyone, we’ll see you next week.
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