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.
Coaching Successes In Corporate America Part 2 TranscriptTom Floyd
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 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.
The document is an advertisement for a three-day leadership training program called "Leadership Boot Camp" hosted by Academy Leadership. The boot camp will be held in 15 locations and teach leadership skills through workshops and lessons learned from the military. It promises to help attendees improve their leadership abilities and their organization's performance. The boot camp costs $1,995 per person and covers training, materials, meals and a leadership assessment. The document provides details on the program, dates, locations, what's included, testimonials and how to register.
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.
Frank Walsh is introduced as the new European Operations Director of Flakt Woods, a manufacturing company with a site in Poland. Upon his first visit, he is dismayed by the disorganized state of the new facility. He works to quickly improve standards and ensures sustainability. Frank is then promoted to lead a struggling site for Flakt Woods in Colchester, UK. Through his strong leadership applying LEAN principles, he is able to turn the site around, improving performance and keeping their biggest customer. Frank is then promoted further to lead operations across Europe. He works to standardize processes and replicate the success in Colchester at other sites.
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".
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.
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 Successes In Corporate America Part 2 TranscriptTom Floyd
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 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.
The document is an advertisement for a three-day leadership training program called "Leadership Boot Camp" hosted by Academy Leadership. The boot camp will be held in 15 locations and teach leadership skills through workshops and lessons learned from the military. It promises to help attendees improve their leadership abilities and their organization's performance. The boot camp costs $1,995 per person and covers training, materials, meals and a leadership assessment. The document provides details on the program, dates, locations, what's included, testimonials and how to register.
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.
Frank Walsh is introduced as the new European Operations Director of Flakt Woods, a manufacturing company with a site in Poland. Upon his first visit, he is dismayed by the disorganized state of the new facility. He works to quickly improve standards and ensures sustainability. Frank is then promoted to lead a struggling site for Flakt Woods in Colchester, UK. Through his strong leadership applying LEAN principles, he is able to turn the site around, improving performance and keeping their biggest customer. Frank is then promoted further to lead operations across Europe. He works to standardize processes and replicate the success in Colchester at other sites.
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".
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.
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.
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.
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.
The document provides guidance on using a coach approach to build HR influence. It discusses adopting coaching behaviors like active listening and asking probing questions. It emphasizes recognizing informal coachable moments that can arise anywhere and tailoring the approach based on understanding the leader's context. The document provides strategies for HR professionals to develop as thoughtful partners to leaders, strengthen relationships, and navigate pushback through referencing organizational knowledge.
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 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.
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.
This document discusses the 3Cs of developing high performing teams: coaching, collaboration, and communication. It provides strategies for building a high performing team, including selecting the right people, connecting team members, encouraging play, helping the team grow, and providing praise and rewards. Effective team meetings require having a clear objective, agenda, and time management. As a leader, it is important to build trust and make employees feel accountable, empowered, and that their leader is honest, specific, and vulnerable.
The document outlines the schedule and topics for professional development sessions at the 2009 National BDPA Technology Conference in Raleigh, North Carolina, including sessions on diversity appreciation, executive coaching, networking on LinkedIn, and career development. Specific sessions provide objectives and outlines for presentations on appreciating diversity, why executive coaching works, and how to effectively use LinkedIn for networking. The document also includes contact information for presenters.
Why and how coaching is helping change the game and enhancing the success of ...Greatness Coaching
The document discusses how coaching is helping change organizations and enhance success. It provides examples of leadership lessons that can be learned from successful companies like Google and Microsoft that emphasize qualities like collaboration, inclusion, and agility. Coaching is presented as a way for leaders to develop these skills and create a coaching culture within their organizations. Specific coaching techniques are demonstrated in a video example of a coaching session.
This document provides an overview of coaching and management development. It begins with introductions and ground rules for the training. It then discusses definitions of coaching, the origins of the term, and different types of coaching. A review of the coaching literature covers a brief history, purposes, and recent areas of focus. Factors that influence coaching include the state of coaching, reasons organizations use it, external influences, and hindrances. The document also discusses adopting best practices, an international perspective on coaching, and forecasts how coaching may evolve in the future. It emphasizes that coaching success depends on factors like culture, attitudes, and coach qualifications.
Join us this 5 - 9 June 2023, for The 5 Days Training Conference on "Value Driven Leadership" professional certificate from the U.K leadership institutes in partnership with ABMC Group
Click the link below to learn more and register your spot early:
https://lnkd.in/d9X2_T3k
N/B: take note of visa application timeline and Early bird booking discounts
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.
Building worldclass workforce (Jan. 2013)theojamison
The document discusses building a world class workforce. It defines a world class workforce as having high employee engagement, clear leadership, and alignment with organizational vision and mission. It identifies the four key processes to developing such a workforce: recruitment and selection, learning and development, ongoing communication, and reward and recognition. It stresses that these processes must be consistently implemented and supported by alignment, consistency, accountability, teamwork, and empowerment to achieve a world class workforce.
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.
Leadership coaching for performance & developmentBomi Manekshaw
Executive coaching can help bridge the gap between what leaders learn and what they actually apply on the job. Coaches provide ongoing advice, support, and accountability to help ensure leaders implement changes, rather than slipping back into old habits. While leadership programs aim to increase understanding, they often fail to impact behavior due to leaders' heavy workloads. Coaching addresses this by working with leaders over time. Most large companies now use both internal and external coaching to develop leaders in a cost-effective way and build internal coaching expertise, while also gaining outside perspectives.
The document provides information about the Asia Pacific Coaching Conference 2012 (APCC2012) to be held on September 4-5, 2012 at the Resorts World Convention Centre in Sentosa, Singapore. The conference aims to increase the positive impact of coaching across the Asia Pacific region under the theme "Coaching Beyond Boundaries". It will feature keynote speakers, sessions by international presenters, panel discussions, and networking opportunities. A pre-conference event on September 3 will offer workshops to immerse participants in new skills and knowledge.
Mike Thompson is the President and CEO of Groupware Technology, a company that specializes in IT solutions. As the leader, his responsibilities include setting the vision, goals, and culture of the company. He emphasizes leading by example and involving employees in developing the company's values. As the business has grown, Thompson's role has evolved to include industry involvement while balancing demands on his time. He focuses on employee development, benefits, communication, and community involvement to foster growth and success at Groupware Technology.
Mike Thompson discusses his role and responsibilities as CEO of Groupware Technology. He emphasizes leading by example and setting a vision, goals, and standards for the company. As the company has grown, Thompson's responsibilities have evolved to include representing the company externally. He focuses on developing employees' skills and roles, communicating openly, and fostering a culture where employees feel empowered and rewarded for their contributions. Thompson believes in giving back to the community and encourages the company to do the same.
Mike Thompson is the president and CEO of Groupware Technology Inc., a company that provides IT solutions. He discusses his responsibilities in leading the company by setting the vision, objectives, and core values. Thompson emphasizes leading by example and involving employees in developing the company culture. He also discusses how the company supports employees' professional growth, maintains open communication, gives back to the community, and focuses on customer service excellence. Thompson believes innovation occurs through solving problems and meeting customer needs.
World of Learning: Coaching to embed learning & unleash a collaborative culture by Kate Cooper MBA, BSc, MEd, FInstLM, Senior Advisor: Leadership & Management Development at the Institute of Leadership & Management (ILM)
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.
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.
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Similar to Coaching Successes In Corporate America Part3
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.
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.
The document provides guidance on using a coach approach to build HR influence. It discusses adopting coaching behaviors like active listening and asking probing questions. It emphasizes recognizing informal coachable moments that can arise anywhere and tailoring the approach based on understanding the leader's context. The document provides strategies for HR professionals to develop as thoughtful partners to leaders, strengthen relationships, and navigate pushback through referencing organizational knowledge.
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 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.
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.
This document discusses the 3Cs of developing high performing teams: coaching, collaboration, and communication. It provides strategies for building a high performing team, including selecting the right people, connecting team members, encouraging play, helping the team grow, and providing praise and rewards. Effective team meetings require having a clear objective, agenda, and time management. As a leader, it is important to build trust and make employees feel accountable, empowered, and that their leader is honest, specific, and vulnerable.
The document outlines the schedule and topics for professional development sessions at the 2009 National BDPA Technology Conference in Raleigh, North Carolina, including sessions on diversity appreciation, executive coaching, networking on LinkedIn, and career development. Specific sessions provide objectives and outlines for presentations on appreciating diversity, why executive coaching works, and how to effectively use LinkedIn for networking. The document also includes contact information for presenters.
Why and how coaching is helping change the game and enhancing the success of ...Greatness Coaching
The document discusses how coaching is helping change organizations and enhance success. It provides examples of leadership lessons that can be learned from successful companies like Google and Microsoft that emphasize qualities like collaboration, inclusion, and agility. Coaching is presented as a way for leaders to develop these skills and create a coaching culture within their organizations. Specific coaching techniques are demonstrated in a video example of a coaching session.
This document provides an overview of coaching and management development. It begins with introductions and ground rules for the training. It then discusses definitions of coaching, the origins of the term, and different types of coaching. A review of the coaching literature covers a brief history, purposes, and recent areas of focus. Factors that influence coaching include the state of coaching, reasons organizations use it, external influences, and hindrances. The document also discusses adopting best practices, an international perspective on coaching, and forecasts how coaching may evolve in the future. It emphasizes that coaching success depends on factors like culture, attitudes, and coach qualifications.
Join us this 5 - 9 June 2023, for The 5 Days Training Conference on "Value Driven Leadership" professional certificate from the U.K leadership institutes in partnership with ABMC Group
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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.
Building worldclass workforce (Jan. 2013)theojamison
The document discusses building a world class workforce. It defines a world class workforce as having high employee engagement, clear leadership, and alignment with organizational vision and mission. It identifies the four key processes to developing such a workforce: recruitment and selection, learning and development, ongoing communication, and reward and recognition. It stresses that these processes must be consistently implemented and supported by alignment, consistency, accountability, teamwork, and empowerment to achieve a world class workforce.
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.
Leadership coaching for performance & developmentBomi Manekshaw
Executive coaching can help bridge the gap between what leaders learn and what they actually apply on the job. Coaches provide ongoing advice, support, and accountability to help ensure leaders implement changes, rather than slipping back into old habits. While leadership programs aim to increase understanding, they often fail to impact behavior due to leaders' heavy workloads. Coaching addresses this by working with leaders over time. Most large companies now use both internal and external coaching to develop leaders in a cost-effective way and build internal coaching expertise, while also gaining outside perspectives.
The document provides information about the Asia Pacific Coaching Conference 2012 (APCC2012) to be held on September 4-5, 2012 at the Resorts World Convention Centre in Sentosa, Singapore. The conference aims to increase the positive impact of coaching across the Asia Pacific region under the theme "Coaching Beyond Boundaries". It will feature keynote speakers, sessions by international presenters, panel discussions, and networking opportunities. A pre-conference event on September 3 will offer workshops to immerse participants in new skills and knowledge.
Mike Thompson is the President and CEO of Groupware Technology, a company that specializes in IT solutions. As the leader, his responsibilities include setting the vision, goals, and culture of the company. He emphasizes leading by example and involving employees in developing the company's values. As the business has grown, Thompson's role has evolved to include industry involvement while balancing demands on his time. He focuses on employee development, benefits, communication, and community involvement to foster growth and success at Groupware Technology.
Mike Thompson discusses his role and responsibilities as CEO of Groupware Technology. He emphasizes leading by example and setting a vision, goals, and standards for the company. As the company has grown, Thompson's responsibilities have evolved to include representing the company externally. He focuses on developing employees' skills and roles, communicating openly, and fostering a culture where employees feel empowered and rewarded for their contributions. Thompson believes in giving back to the community and encourages the company to do the same.
Mike Thompson is the president and CEO of Groupware Technology Inc., a company that provides IT solutions. He discusses his responsibilities in leading the company by setting the vision, objectives, and core values. Thompson emphasizes leading by example and involving employees in developing the company culture. He also discusses how the company supports employees' professional growth, maintains open communication, gives back to the community, and focuses on customer service excellence. Thompson believes innovation occurs through solving problems and meeting customer needs.
World of Learning: Coaching to embed learning & unleash a collaborative culture by Kate Cooper MBA, BSc, MEd, FInstLM, Senior Advisor: Leadership & Management Development at the Institute of Leadership & Management (ILM)
Similar to Coaching Successes In Corporate America Part3 (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.
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.
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.
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 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.
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.
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.
IEC: Insight Educational Consulting Company OverviewTom Floyd
Insight Educational Overview (IEC) is a consulting firm founded in 2001 and based in San Jose, CA. IEC takes a human approach to consulting services focused on employee development, workforce performance management, and change management. IEC's mission is to cultivate learning, collaboration, and change through personalized consulting. IEC works with a variety of partners and clients across different industries.
Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
Easily Verify Compliance and Security with Binance KYCAny kyc Account
Use our simple KYC verification guide to make sure your Binance account is safe and compliant. Discover the fundamentals, appreciate the significance of KYC, and trade on one of the biggest cryptocurrency exchanges with confidence.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
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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.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
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.
The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
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.
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.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
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IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
1. Insight on Coaching
Coaching Successes in Corporate America: Part 3
Transcript
Prepared for: Prepared by:
Ubiqus Reporting
IEC: Insight Educational Consulting
2. Time Speaker Transcript
00:28 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, I'm the CEO of Insight Educational Consulting, and your host for
today's show.
Well this week our topic is Coaching Successes in Corporate America.
For our listeners for who have been with us for awhile now, this is the third time we
have done a show like this, and it's always one of my favorites.
On today's show, we'll be talking with professionals who've implemented coaching
programs within their organizations, including ABN Amro, Booz Allen Hamilton, CNA
and EDS.
Now before I introduce our guests, just a brief disclaimer for our listeners to keep in
mind. And that's that the views expressed by our panelists today are their own, and
may not necessarily reflect those of their respected employers.
That said, let me give you a quick run-down of who we have with us today.
First let me introduce Karol Eller. Karol is an associate at Booz Allen Hamilton
serving as the Program Manager for Executive Coaching.
Karol is also a member of the executive development team which provides programs
and services for the firm's senior leaders.
Welcome to the show Karol.
01:50 Karol Eller Thanks Tom.
01:52 Tom Floyd Our next guest, Jane Moran is an internal Executive Coach in her role at EDS Global
Learning and Development. Jane's also the global Program Manager and
professional Coach Trainer for the EDS internal ICF accredited coach training
curriculum, which will have involved 80 EDS leaders from nine countries by the end
of this year.
Welcome to the show Jane.
02:11 Jane Moran Thank you Tom.
2
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Confidential September 8, 2008
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Coaching Successes in Corporate America Part 3
Transcript
3. Time Speaker Transcript
02:13 Tom Floyd Our next guest, Tracey Wick. Tracey is Managing Director of Leadership and
Learning for ABN Amro's Global Market Division in the Americas where she
assesses the talent, development needs of her clients and helps them create high
performing teams.
Welcome to the show Tracey.
02:26 Tracey Wick Glad to be here.
02:28 Tom Floyd And our last guest, Maureen Williams is the Assistant Vice President of Leadership
and Organizational Effectiveness responsible for the design and delivery of the
leadership development curriculum worldwide for CNA.
Maureen's team is also responsible for CNA's executive coaching program, as well
as many other leadership initiatives.
Welcome to the show Maureen.
02:46 Maureen It's my pleasure to be here.
Williams
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Confidential September 8, 2008
Page 3
Coaching Successes in Corporate America Part 3
Transcript
4. Time Speaker Transcript
02:48 Tom Floyd Well as we do with each of our shows, I’d like to set the stage with some data our
research team pulled together.
In a Forbes article dated January 12, 2007, writer Hannah Clark states, “Once a tiny
industry, dominated by boutique firms, leadership coaches have moved into the
mainstream.”
At the start of this decade back in February 2000, Fortune Magazine declared that
“The hottest thing in corporate management is the executive coach--part boss, part
consultant, part therapist.”
According to a 2004 survey by Executive Development Associates, Inc (EDA) 55% of
corporations utilized external executive coaching as a learning methodology.
Organizations in the survey indicated an average of 52 leaders per year received
coaching, spending an average of approximately $15,000 per leader.
65% of organizations report that coaching represents 1 to 15% of their total
development approach. An additional 21% of organizations rank coaching as
representing 16 to 30% of their development efforts.
Well to start out the conversation today, I'd like to start by asking all of you how your
coaching programs got started within your organizations.
And Karol, I'd like to start with you.
What were the business drivers that really highlighted the need for coaching within
Booz Allen Hamilton?
04:30 Karol Eller Yes, our coaching program started based on a recognition that there was already
coaching happening that some of our leaders had been getting on their own, and
they reached out to ask about having a more formal program.
So there was an effort to do an internal survey of our top tier leaders and find out
who had worked with coaches and to find out how effective it had been, and at the
same time we also brought in some consultants to do some external benchmarking.
As a result of some of those early efforts, we really just formalized something that
was happening really in more of an ad hoc informal way.
05:13 Tom Floyd And what were some of the reasons for that?
Were you starting to hear a lot of success stories in terms of how impactful coaching
had already been?
Was it some of those successes and stories that you heard that really made the
organization realize “wow this is something that we should formalize?”
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05:35 Karol Eller Yes, I think that the data was showing that the people who had worked with a coach
were having an overwhelmingly positive experience but there were also some things
that could be done better, and they would be done better if it was a bit more
organized where coaches were more carefully vetted, and there was more of an
effort to establish relationships with a set number of coaches that could also in turn,
learn more about the organization and the culture, and then be more effective
working with our leaders.
06:10 Tom Floyd Jane, what first prompted EDS in realizing that there might be a need to have an
internal coaching program within your organization?
06:18 Jane Moran Okay Tom, it was back in 2004 when I was still working for EDS in Australia, and
received some funding to run a global pilot.
There was actually an enterprise wide diversity initiative that was looking at the
advancement of women in the organization.
And so, I actually worked one-on-one with about 15 senior leaders in various parts of
the company for six months and then measured the outcomes and their
achievements and I think that sort of tangible evidence was enough to spur further
investment into a corporately endorsed coaching initiative.
So it very much, we started out not necessarily by looking to get into running a
coaching program of such, it was that coaching was used more as a mechanism in
support of another business strategy, and in that case that strategy was diversity.
07:20 Tom Floyd Hmm, and can you tell us a little bit more about that?
How did folks see coaching as fitting within an overall diversity strategy?
07:29 Jane Moran Well what we were finding out was that it seemed that there was a bit of a gap in
terms of the types of conversations that our leaders at that level were finding that
they had access to.
So I think basically just in terms of people’s level of inspiration and motivation to
exceed what they initially thought was possible, was something that then was seen
as “hey we could actually widen the space here to have more of those types of
conversations and to be using coaching as a mechanism to faciliate results on other
business initiatives.”
08:18 Tom Floyd Got it. Tracey, were there similar drivers that built the case for developing an internal
coaching program at ABN Amro?
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08:28 Tracey Wick Yes, I echo what's already been said.
For us, it was really around the advent of a new strategy for the global business
which we called Managing for Value.
And when the executives looked at what was going to be necessary from a
leadership point-of-view for the future to execute against that strategy, they had
developed a whole new competency model around what that would be.
And it really took the top 200 worldwide, to make sure that they were up to the task to
really take the bank where it is.
And I think some of the, while we're a very sleepy company in some ways in terms of
not wanting to be in the press, I think all the drama that's coming out in the press
today, kind of shows a little bit about what I'm speaking to.
And what was really interesting about it is just the level at which when we first
started, it was only the top and it took like wildfire in terms of really being an effective
way of getting traction with the new leadership model very quickly.
And then, therein we just cascaded it down to the next layer and the next layer so
that we transformed the perception in the organization that had previously existed
that coaching was only for people that were about to derail, and we really began
seeing coaching as a perk and that it was definitely something that was getting
people to their next career, whatever goal that might be.
09:57 Tom Floyd So in terms of how it was perceived, it was first initially perceived as more of a “fix-it”
solution, but as it evolved, it became more of a personal growth and career
development tool?
10:10 Tracey Wick I think so, because we hadn't done prior, to I think in '02, we hadn't really done any
coaching at that level.
So when you're talking about creating a high-performance culture, we really thought
coaching was a major tenant to build that culture at the executive level.
And so I think some people who had had coaches in the past, they were primarily
derailers.
So yes, I think initially but we were able to nip that in the bud very quickly because of
some of the other things we did to socialize a message about what we were really
out to do.
10:36 Tom Floyd Maureen, anything you would add in terms of some of the drivers that really drove
the need for an internal coaching program within CNA?
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10:47 Maureen Well I would certainly first echo what Karol, Jane and Tracey said and that was we
Williams had always done a lot of coaching internally, and we also had a lot of ad hoc
executive coaching engagements where people who were new to the organization
brought a coach with them, or had asked for a coach during a transition period.
The thing that really drove us to look very carefully at it in around '03, was around
cost and oversight in terms of the professionalism and delivery of services.
Because coaching was somewhat unregulated, we didn't have high confidence that
all of the coaches that people had brought in had the required skills or accreditation
that would be needed.
And we also knew we were paying a great variety of services, I mean some we were
paying for assessments, others were asking for the engagement rate, others it was
per hour, and what we wanted to do was get control of that and create some
consistency around it.
11:54 Tom Floyd What were some of the steps you took to help create that consistency?
Because that's something that I've certainly heard as well, I mean depending on the
company that you're working with, or the vendor that you're working with, there's all
sorts of different models out there.
12:07 Maureen What I'd like to say is that the easy way, or the nice way, would be to say that we
Williams worked with each business leader and we explained the rationale and the reason and
et cetera, but what really happened was our chairman gave us a centralized budget,
and the budget went to me.
So anyone who wanted to use an executive coach went through my area.
12:30 Tom Floyd Well let's go ahead and go on pause; I'm hearing the music for our first commercial
break.
Stay tuned everyone, more Insight on Coaching when we return.
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15:22 Tom Floyd Welcome back to Insight on Coaching, I’m Tom Floyd.
Today's topic is Coaching Successes in Corporate America.
With me are Karol Eller, Associate and Program Manager for Executive Coaching at
Booz Allen Hamilton; Jane Moran, Executive Coach, Global Program Manager and
Professional Coach Trainer at EDS; Tracey Wick, Managing Director of Leadership
and Learning for ABN Amro's Global Markets Division in the Americas; and Maureen
Williams, Assistant Vice President of Leadership and Organizational Effectiveness at
CNA.
I’d to share some more information from another Forbes article to start out our next
segment.
And this is from an article in their July 2007issue of this year.
In the article they mention a number of standout companies and their CEOs have
relied heavily on talent building as a cornerstone of long-term corporate success.
Some of the examples they use:
General Electric, under Jack Welch, becoming legendary for grooming the next
generation of leadership;
Honeywell International thrived under CEO Larry Bossidy who emphasized
talent development and succession planning as a core process.
The article goes on to say that many well-known companies with high profile CEOs
are poised for a continuation of their recent success because of their emphasis on
building talent internally.
Some of those companies include IBM, PepsiCo, Procter & Gamble, Johnson &
Johnson, and United Technologies.
I'd like to start out this next segment by talking a bit more about how the internal
coaching programs within your organizations really tie into your overall leadership
development strategies.
And Maureen, I want to go ahead and start with you, can you tell us a little bit about
how coaching fits within your overall leadership development strategy?
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17:06 Maureen Yes, first of all, what we have is a couple processes in place that link directly to
Williams executive coaching.
First is our leadership development program, meaning executive coaching is actually
part of the curriculum and it may be for a short period of time which might be a total
of say six or eight hours to review competencies and a 360 assessment against
those competencies.
And it could be all the way through a year long coaching engagement.
We also link it with performance management, meaning anybody who's being
coached, it should be on their development plan, not because it's a derailer or a
negative, but rather we're positioning them for expanded roles and responsibilities, or
it could be in fact a performance issue.
But more than likely, it is somebody who's being groomed for something else.
And we also directly tie it with our, what we refer to as Talent Review Process which
is our succession planning.
So people who've been identified as a hi-po or a high potential, we may give them an
executive coach because we know what we're preparing them for and we want to
prepare them for it as appropriately as possible.
18:13 Tom Floyd Do all the coaches you use have a really good understanding in advance of the
corporate culture, the environment and what all of the competencies folks are
measured against really mean?
18:29 Maureen Yes. What we do is a certification program for all our executive coaches.
Williams
So we use a major consulting firm for some international engagements that are hard
to manage locally, as well as a cadre of internal - or external executive coaches that
are across the country.
What they have to do though first, is once a year, we have a certification program
where they go through a day long or couple hour training program.
They go through our assessments, they understand our business issues, and they
hear presentations by some of our executives about what the current issues are for
'08 or what we're positioning for '08.
And they also use our internally developed 360.
19:14 Tom Floyd How long does it typically take to make it through the certification process?
Is it a couple weeks? Is it a month?
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19:25 Maureen Oh no, no.
Williams
Before we would hire anybody as an executive coach, we look to see what their
background is.
We want people with business acumen, who've had real experience in the line.
We're not looking for straight academics.
However, we are looking then for someone who has coaching certification.
So that might be through something like the International Coaching Federation, but
more than that, we're looking at people who've also had either a Masters or a PhD in
a related type field.
And we also look for someone who's had some significant experience coaching
already.
19:57 Tom Floyd Karol, what would you add?
How does coaching fit within the overall leadership and development strategy at
Booz Allen Hamilton?
20:05 Karol Eller Let me echo, we actually look for very similar things in terms of the external coaches
that we partner with to deliver coaching, we want them to have coaching specific
training certification, but often advanced degrees in a related field.
And real professional experience, particularly if it's within professional services since
we're a consulting firm.
As far as how it fits in we are — I would say right around that time that this program
was really kind of getting formalized and everything, we also were adjusting or
coming out with competency models and an official set of core values.
So part of the competency model is around coaching and mentoring.
So we're using coaching somewhat as helping instill those sorts of behaviors in our
own leaders and managers.
And we also use the coaching in conjunction with other leadership programs, so for
example, we have a program - whether they're promoted or newly hired into the first
level that is really considered a leader at Booz Allen, they participate in an off-site
program, and in that program each participant meets with a coach one-on-one for
some coaching.
And then also, we are now offering the option that they can have some subsequent
sessions with that coach.
So that's something that really, for those kind of entry leaders, provides opportunities
and we do similar things in other programs.
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21:49 Tom Floyd And coaching within Booz Allen Hamilton, is it only for people who are at a certain
grade level or certain title?
21:58 Karol Eller It's certainly positioned that way, although one thing that's maybe a little bit different
for most of the coaching we're doing is that it's funded or at least partially funded by
the teams who are going to be having the coaches work with their leaders.
22:16 Tom Floyd Ah.
22:17 Karol Eller So it's also somewhat of a joint management or decision with the leaders in that team
as well.
But I think what we like about that model is that then the top leaders in those teams
also feel some sense of ownership because I think it's important for managers to be
engaged to some degree in the coaching process.
Of course not violating confidentiality, but certainly to provide the organizational
perspective and what they're looking for as far as outcomes.
22:55 Tom Floyd In terms of when you say the manager is engaged, that's come up on some of our
shows in the past too.
Are they typically just involved in the initial conversation between the employee and
the coach?
Are they involved in a check-back process throughout the engagement?
23:09 Karol Eller They’re involved both initially and during the engagement, and we've also for the past
couple of years, when we do follow up evaluations, the individual's manager is asked
to do an evaluation as well.
Not just the individual who worked with the coach.
23:32 Tom Floyd So after x-amount of time, you're really trying to see if their behavior has changed?
23:38 Karol Eller Yes.
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23:40 Tom Floyd Got it.
23:42 Jane Moran Karol, it's Jane here from EDS, that's interesting because do you find that actually
increases accountability then on behalf of the coachee, because the manager is then
very aware of the engagement?
23:51 Karol Eller I think so. I think though more, it increases the accountability on the manager, more
than the coachee.
23:58 Jane Moran Mm-hmm.
24:00 Karol Eller I think the coachee, really because they're going through the direct experience, they
may have some trepidation in the beginning but once they get going, I think they
really see how wonderful this is.
24:14 Jane Moran It sound like it raises more visibility of your program.
24:18 Karol Eller And it raises the importance that that individual needs the support of other people
around them, because they are not going to keep their coach forever.
24:27 Jane Moran Yes, great stuff.
24:29 Tom Floyd Definitely.
Tracey, can you tell us a little bit about how ABN Amro has tied coaching within the
organization into things like competencies and to your overall performance
management system?
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24:39 Tracey Wick Yes. Well I would echo those that Jane and Maureen have said.
I think that there's another aspect to it, which I think can be - depending on what
organization you're from - I think it can be an interesting dynamic, which is the role of
the HR Advisor or the business partner with someone like myself who's the coaching
program manager, in coming up with the strategies, the coaching program itself and
then work to execute it.
And why I bring that up is because when we do engage the managers; we do a
certification program to make sure that the cadres of coaches are on the page that
we need them to be on.
And it's really around the model of who's a leader at ABN Amro, we really need to
have them be aware that this is not just about — we're coaching people with a two-
way particular leadership sort of frame of mind that we're looking for, to take us into
where the strategy is headed which is a very distinct skill set that we're looking for in
our coaches.
So in addition to having business acumen and financial services experience and yes,
coaching certification, we definitely want to have that added piece.
And we have a whole model that we hired an external consulting firm to do for us
which has leadership framework competency models at the top and then the next
layer down.
So we definitely are concerned about that, and we also have quarterly meetings with
the coaches to check in.
And what I'm looking for is themes across the organization.
And this is at the executive level, and then how we map that into the next layer down
is we begin to think “well okay, what are the top 200 people struggling with?”
Or is there a theme about drive to win, for example, which is one our competencies,
or is it about influencing others?
Like can we say that, and if not, then we look and say “okay, what are we looking to
do so that the people that are at the top see where they are now, I guess the next
layer down, we embed that into our leadership development programs for their direct
reports.
And again, it is like I believe Maureen said, we offer coaching in the leadership
development program for leaders, not just the top, but pretty much across all levels,
all the way down to Vice President.
So it's definitely a mechanism that the organization believes in whole heartedly that
coaching, if you can't coach, you really can't lead.
And if you can't lead, we're not going to execute on what we're out to accomplish.
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27:15 Tom Floyd So it's really like it's looking at coaching as both an intervention and tool to help
people grow, but also as a skill that leaders need to successfully grow those on their
team as well?
27:27 Tracey Wick Absolutely. Yes.
27:29 Tom Floyd Well I'm hearing the music for our next break, let's go ahead and go on pause.
Stay tuned everyone, more about Coaching Successes in Corporate America when
we return.
30:23 Tom Floyd Welcome back to Insight on Coaching, I'm Tom Floyd.
Today's topic is Coaching Successes in Corporate America.
And with me are Karol Eller from Booz Allen Hamilton; Jane Moran from EDS; Tracey
Wick from ABN Amro; and Maureen Williams from CNA.
I want to spend some time now talking a bit about any challenges or obstacles that
each of you encountered when you introduced coaching programs within your
organizations.
And Jane, let's start with you.
Can you tell us a little bit about any challenges or obstacles you encountered when
the program was first introduced?
30:57 Jane Moran Yes, Tom. I can't remember who actually mentioned it about 15 minutes ago, but we
did find that we came up against an inherited definition of coaching that we sort of
needed to unravel quite quickly and almost relaunch what we thought the definition of
coaching needed to be to move in the direction that we were heading.
So in our organization, coaching is all about facilitating positive change, so we had to
set about looking at and demystifying what coaching isn't, as well as what coaching
is.
So that was one of the first things.
31:38 Tracey Wick That was me, Tom. That was Tracey about the derailer.
But the other thing we encountered, which was that first piece, was the derailer
concept of what coaching was, so we really had to go out of our way to say “okay this
is what coaching is, and this is what coaching is not.”
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31:57 Jane Moran Exactly.
31:59 Tracey Wick Yes, and then the other thing though, which I'd be curious to hear from others
because I think we're all working in global businesses is there was also a — well
ABN Amro does business in many countries and is really not just one culture.
So there wasn't this notion of what coaching is within a particular country, in a
particular business and we had to really do some work to map that onto what we
were really talking about, because we were looking 30,000 feet up as we're
developing a coaching culture for initially the top executives, but really for the entire
organization.
And that was something that was quite challenging, particularly because the bank
was going through so many strategic changes, so there was a lot of work to be done
around the whole notion of where were we really going with this program. At least
initially.
32:51 Jane Moran Yes Tracey, and what we found too, was also just what people thought in terms of
who gets a coach.
So we very much too, have had to sort of rebrand coaching as something that is a
way of retaining our best and brightest leaders and future leaders.
So using it as a recognition mechanism if you like and I think that's as we've
developed that critical mass of coaching engagements and success stories.
That's very much taken on, again as one of you said, like wildfire.
It's a feeling of “I want what they're getting.”
33:25 Karol Eller This is Karol, I've occasionally come across pockets or individuals, where there's that
sense of it's some kind of remedial fix.
But then I've also seen it swing to now as everyone is putting in development plans
and things, oh well get them a coach.
And it's not really necessarily, or certainly not an executive coaching or leadership
coaching kind of a situation, but they've swung to “well just get them a coach.”
And it's like, “well that's not necessarily the right answer for everything either.”
We need to step back and look at what's the appropriate intervention or learning
opportunity for each situation.
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34:10 Tom Floyd When I hear some of our clients say that phrase alone, “let's get them a coach,” that
causes me to wonder if they might be thinking of coaching in the wrong way.
Just hearing that question even posed that way.
34:24 Karol Eller Right and one of the ways that we were able to stop some of that from happening
was the partnership that I had with my HR team and the business partners, because
we aligned on the hurdles, if you will.
We made them rather high for people to get coaches because not so much that we
were — yes, which I believe Jane was just describing which was the
acknowledgement that you're a high performer so here's something that we're going
to give you as sort of a perk.
But it was really because what we found is that it took several conversations that
were really meaningful conversations to contract around what we really doing here.
And you're right, because some people would be like “oh let's get him a coach.”
And once we understood and could help the managers and the coachees understand
well that’s not really what we're trying to do here, then it was a no brainer, but it's not
something that they intuitively all know because they're business people, they're not
skilled in the way that we are in this conversation.
35:24 Maureen One of the things, this is Maureen, that we certainly did when we centralized the
Williams coaching program is we also did some internal development for all our people
managers, reminding them that essentially it is the managers role to do much of the
coaching.
So when we would see quot;get an executive coachquot;, which we certainly saw as well, so
Karol, Jane and Tracey - we did the exact same thing, is that we'd also say now wait
a minute, the manager not only has to be involved, but which of these things should
the manager actually be coaching on?
And we were also really careful at looking at people who'd say; “well I really want
approval for an extension of a coaching engagement. I've been working with this
person three years, four years,” which a huge bell goes off saying, “what is going to
be accomplished in the next year that wasn't accomplished in the last three or four
years?”
And so we really looked at six months or one year commitments and then we'd have
to really look at it very seriously to see why we'd extend that coaching engagement.
36:28 Tom Floyd What are some of the steps all of you have taken to make sure that, in terms of
managers acting as a coach and coaching an employee like most good managers
would do - how are you ensuring that they're doing that consistently or in the way that
you want them to?
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36:39 Jane Moran Tom, its Jane here.
Straight away what comes up for me is we've had a two-pronged approach at EDS
globally.
We've never set out to coach everyone in the organization.
We have a leadership basis of about 10,000 people, so what we've done is we have
coaching skills for leaders workshop which seeks to equip our leaders with a
coaching approach to the way they communicate so that we have a shared
vocabulary around what coaching sounds like.
And then at the same time, our professional coaches that are having the one-on-one
coaching engagements formally also use that same methodology in a more formal
way.
So what we've built now is quite a consistent approach with what we call a brain-
based approach where we're all sort of sounding in the same way, so singing to the
same tune, sort of speak, and that's really helped things significantly in terms of
enforcing that desired definition and culture around coaching.
37:40 Tom Floyd Anybody else with that?
37:43 Tracey Wick Well what we did at ABN Amro, we even embedded the notion of coaching into a
whole series of career development workshops where we'd deal with the employees
first about preparing them to be coached, if you will.
Then did a one day certification for the managers about how do you coach, and then
a follow up session where the manager and the employees would come together.
And then we did small groups, sort of conference calls for whoever would want to join
to see what's happening there.
In each of these stages, these are the types of questions you can ask, here's what
we mean by coaching and really we're trying to be as rigorous as possible.
It was all linked into the performance management system so that one was sort of
mirroring the other.
I still think that there are some coaches, some managers I should say, who are great
coaches or who take to this and you can train them and become great coaches.
And then there are some that aren't.
So I think that the struggle we still have is in the consistency and really the quality of
this, because I think despite some of our efforts its still pretty - I wouldn't say all over
the map - but it's definitely a lot better then it was five years ago.
But we do still have a long way to go where I think what I would say is we're a model
of a coaching culture.
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39:24 Maureen At CNA what we've done is we've put it into the performance expectations of people
Williams managers to do the coaching, and we not only track it in terms of performance
assessment but we put specific questions on our all employee survey and we put it
under the engagement category.
And the questions are:
Are you getting coaching from your boss?
Do you have career direction?
Do you have somebody to go to answer whatever?
And we have seen those every year increase.
So we feel comfortable that by embedding it in a required program that all people
managers must take, and putting it on the performance management process or in it,
then we are pretty well assured that that is what is contributing to the success of
those other survey numbers.
40:12 Tom Floyd So you're able to use some of that data to both find out, for the individual getting
coached, how their performance and behavior is evolving, and for the managers
though it sounds like you're also able to get some perspective on whether they are
participating or being involved in the coaching process too.
40:28 Maureen Right. We track the difference in a 360 assessment, so has coaching increased
Williams among managers, has it increased, but then we also track this on each employee’s
engagement, or within all employee individual surveys, those questions that say
“does your manager provide coaching to you?”
And we're really able to get a sense of whether it's being embedded throughout the
organization.
40:51 Jane Moran Wow that's great.
40:53 Karol Eller This is Karol, I think it was maybe the follow on to some of Tracey's comments.
We've recently had a whole campaign happen around the career development area
and coaching for career development and trying to actually provide all of the tools
and support that managers could use so they will start having more conversations
with their staff around just their careers and how it's going, and where they want to
go, because it isn't necessarily something, I mean I agree with the comments about
some people just naturally take to it and others just need something fairly simple and
kind of ready to use, and its neat for me to walk around the halls and see people
have these resources and tip cards and things like that tacked up around their desk.
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41:56 Tom Floyd So if each of you can summarize the best way to position and really introduce the
program to make sure it's perceived the right way by leaders, by managers, by the
folks doing it, and by the organization as a whole, what would you say to folks out
there are really the key things to emphasize?
42:12 Jane Moran It's Jane here, I guess what comes up is first of all thinking back to how successfully
we were able to attach coaching to something that is a business initiative or strategy
that’s already high profile and highly visible.
And then just using the actual coaching philosophy around repetition and follow up,
and just walking the talk ourselves, people can see there's something good, there's
something positive and something contagious about coaching that I want to know
more about.
42:45 Tom Floyd Anything that anybody else would add?
42:49 Maureen What I would add is that we would embed it in all of our on-going development
Williams processes.
So from account review, succession planning, leadership curriculum, et cetera.
43:02 Tracey Wick The only other thing, this is Tracey, that I would add is I think that what Jane said
initially is really critical, it has to resonate for the people and the business that okay
how is this going to help them and help their business.
But one of the things that we also did was, we called it sharing our successes.
So we had a brochure printed up globally which was about key people who would be
speaking out openly about their experience with a coach and the difference that it
actually made, and doing just what she was describing, which would be furthering
their business or their leadership capabilities within the business.
43:39 Tom Floyd Excellent!
43:40 Jane Moran Fantastic.
43:41 Tracey Wick Yes, you’ve got to have the communications team teed up to work with you , and that
was one example but we had a whole strategy around it.
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43:47 Tom Floyd It's almost like the communication and change management around the program
itself are two of the most critical things.
43:51 Tracey Wick Yes, and it helped that there were a few people, we really thought about it globally
and of course I was only responsible for the North American piece, but what we really
looked at were two things.
Either people that everyone respected, because again if we're going back to the
whole notion of derailment or changing people's perceptions of what coaching meant,
we wanted people that were either very well regarded by the entire organization or
people that were extremely skeptical that would be, “no way I don't need this,” kind of
people who then came out and said, “well in fact initially I was skeptical but then
when I got into it and understood what they were saying, here's what happened.”
So those are both very compelling, the divergent, convergent kind of views of what
we were out to do that were, I think, very powerful.
44:36 Tom Floyd Well let's go ahead and go on pause.
I'm hearing the music for our next commercial break.
Stay tuned everyone, more from Insight on Coaching when we return.
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47:13 Tom Floyd Welcome back to Insight on Coaching, I'm Tom Floyd.
Today's topic is Coaching Successes in Corporate America.
And with me are Karol Eller from Booz Allen Hamilton; Jane Moran from EDS; Tracey
Wick from ABN Amro; and Maureen Williams from CNA.
For our last segment, I want to talk about the benefits some of you are really
experiencing from having a coaching program internally.
One thing I saw from the International Coaching Federation was a survey, it was
back in '99, on coaching in Corporate America.
And some of the primary benefits of coaching listed included:
Improved individual performance
Bottom line results including profit, client service, and competitiveness
Development of people for the next level
Confidence raising
Skills and self-empowerment
Goal achievement
Relationship improvement
And retention.
Karol, how true do some of these benefits ring to you?
Are these some of the same benefits Booz Allen Hamilton is experiencing as well?
48:11 Karol Eller Some yes, some no.
I think what is interesting from the different evaluations that we've been doing in the
past couple years is that I think people went into it with a thought that they were
going to work on a particular lack of confidence or fear, and they saw that they were
hoping to get this individual benefit and actually the two things that always came out
on top as being the most impacted by the coaching were teamwork and satisfaction
of others on their team.
And that in the kind of business we're in where relationships are everything, that is
really key.
So I think, I don't know that they anticipated that it would have such a beneficial effect
on other people around them in those relationships, not just on them as individual
leaders.
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49:11 Tom Floyd So it didn't just improve their own self growth, it improved the relationships they
actually had with colleagues, with their managers, with stakeholders, and other
people?
49:18 Karol Eller Yes.
49:20 Tom Floyd That’s terrific.
49:21 Karol Eller Those usually were the highest rated areas.
49:24 Tom Floyd Jane, what are some of the benefits you've seen within EDS?
49:28 Jane Moran Yes, I have to echo, I think it was Karol, that in terms of often our leaders don't know
what they don't know.
So yes, they may have a certain goal or idea about what they want to focus on, and
then we notice a switch from the doing to actually how they're being.
And yes, I would have to agree with, it's almost a surprise that the impact then has
that greater reach than they initially anticipated and how they're relating to the client,
to their peers, to their teams.
Huge leaps are made.
And also of course, if we're providing coaching as these leaders are coming out of
their training programs, just retention and utilization of knowledge and new skills
increases also.
Those two particular areas.
50:15 Tom Floyd Maureen, can you tell us a little bit about how you've measured the ROI?
Or the overall return on investment or success that CNA has experienced around
coaching?
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50:27 Maureen What we've done is we've implemented a couple things.
Williams
One is we look at an employee’s progression through succession planning or again
what we refer to as Talent Review, and we try to attribute whether their movement is
attributable to coaching.
Now we use a third party, an assessment firm to do the beginning, mid, and at the
end, and then about six months out an assessment to say, “what is the result of the
coaching engagement? What has changed? What is the percentage of change?”
And also to try to attribute a dollar amount to it, and there's kind of a sophisticated
formula that goes into attributing a dollar amount.
So we certainly use that, and we also have surveys that go out to not only the
manager and the employee, but to the coach.
And the coach assigns a dollar amount in terms of what they think has changed as a
result of it.
And we do use a third party to do that because it's a pretty sophisticated process.
51:31 Tom Floyd What are some of the factors, just out of curiosity, when you determine that dollar
amount that its compared against?
What are some of the other things that go into the equation?
51:39 Maureen Right. It might be turn-over, if a manager is experiencing significant turn-over and
Williams that has been reduced, there's a certain dollar amount there.
The retention of key talent, so as you look at your hi-po's, how many of them have
chosen to stay in the company and what was the trend prior to that for those people
in the organization?
You could be looking at the performance ratings of individuals, and in other cases it
might be retention of key lines of business or pieces of business that are very much
relationship based.
Because executive coaching, I think, as Jane and Karol were both saying is very
behavioral, and a lot of times you promote people who are technical subject matter
experts, but don't necessarily have the behavioral skills.
And so sometimes a piece of business is lost just because of the person's low, if you
will, emotional intelligence.
And we're able to track that from business results.
52:34 Tom Floyd Interesting, that's great. Tracey, anything that you would add around ROI?
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52:38 Tracey Wick We do the exact same thing.
We hired a third party individual who actually has experience with benchmarking to
come in and benchmark both, and it was more just from my point-of-view than North
American program I was running, not globally.
And I think there's not much I would add to it, I just agree with her.
We were looking at all these different variables, key businesses, retention of key
businesses, business that they got that they probably wouldn't have had they not
gone through the coaching, how many people on their team got promoted.
The whole same kind of lens we were looking from.
What I would say then is that we also tried to look at the next layer down, which
would be the result of what happened with the one day coaching certification that the
manager's one layer below the executives went through, and what happened with
their businesses.
That was a little bit interesting because there's been a lot of different strategy
changes within the organization over the last several years as the coaching program
was being rolled out.
And I think that the ROI from the executives’ point-of-view is much easier to quantify
than it was the next layer down, which would make sense because they were people
that had the tactical hats on, executing against the strategy.
So it was a little bit more difficult to put an ROI against some of the businesses that
they ran, because there had been so many changes they felt were outside of their
control.
54:07 Tom Floyd Well we've got about 30 seconds left here before we wrap up, and Karol last
question, for the companies out there who are thinking about implementing an
internal coaching program, in 30 minutes or less, what's your bottom line on top
advice so to speak?
54:25 Karol Eller I think having an end in mind right from the start, so the sooner they think about what
they want to achieve from it, how they're going to communicate that, who their
stakeholders are going to be, and how they're going to get champions around that is
just critical.
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54:46 Tom Floyd Well huge thank you to the four of you.
And as always big thank you to our listeners as well.
For more information about our show you can of course look us up right here on the
Voice America Business Channel.
You can visit our website at www.ieconsulting.biz, and don't forget you can access
the podcast version of our show in Apple iTunes as well.
Thanks everyone, we'll see you next week.
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