Coaching is a key intervention for developing executives by facilitating behavioral changes that improve performance. Success in coaching is measured through specific key behavioral indicators (KBIs) agreed upon by the executive, coach, and sponsor, focusing on observable behaviors rather than vague goals. Effective coaching leads to significant results by transforming mindsets and enhancing communication and management capabilities.

1. Coaching to
Key Behavioral
Indicators
AndrewBryant
Self Leadership Coach

2. Coaching is one of the most effective interventions
for developing talent within an organization and
may be the best tool for senior developing
executives.
Coaching creates a return on investment when
coachees change behaviors resulting in increased
performance.
AndrewBryant
Self Leadership Coach

3. 3
Coaching is the process of facilitating the
development of people towards an objective through
the approach of asking not telling.
The coach helps the coachee make the required
behavioral changes to move
from their current state to a well defined
positive future state.
AndrewBryant
Self Leadership Coach

4. Coaching often facilitates a change
in mind-set, through the executive
reflecting, receiving feedback and
gaining insight; but this is hard to
measure. What is observable and
measurable, are behavior changes.
AndrewBryant
Self Leadership Coach
Mind-Set Change

5. Coaching delivers results when Key
Behavioral Indicators are agreed, upfront,
with the executive, coach and the sponsor
(usually the line manager).
KBIs
AndrewBryant
Self Leadership Coach

6. Coaching goals such as:
 I want to be a better people manager
 I want to improve communication
 I want to learn about leadership
Are unspecific, not behavioral, and so not measurable.
Unspecific Goals
AndrewBryant
Self Leadership Coach

7. Getting Specific
I want to be a better people manager, infers that the
person is not a good one now. So we must ask:
 In what ways are you not a good people manager now?
 What would you be doing if you were a good people
manager?
 How would we know you are doing those things?
AndrewBryant
Self Leadership Coach

8. Getting Behavioral
In the previous example, the person might answer, that
they were not having regular conversations with their
people about their performance, motivations and career
aspirations.
If that person was coached to have effective crucial
conversations, we would be able to measure the
improvement in the number of conversations they are
having and get feedback on the quality of these
conversations.
AndrewBryant
Self Leadership Coach

9. 1. Describe the current state
2. Define the ideal future state
3. Quantify the behavioral change
Structure of a KBI
AndrewBryant
Self Leadership Coach

10. KBI Example
To be a better People Manager:
To move from being task oriented, and often unavailable to
people, to having regular (every 2 weeks) conversations with
direct reports and monthly meetings with second level.
The behavior will demonstrated through conversations that focus
on the needs and motivations of staff and provide feedback on
how they are doing in achieving their objectives.
AndrewBryant
Self Leadership Coach

11. KBIs and Psychometrics
Psychometrics give feedback on personality; for instance a
test might show a driver to promote and defend own
ideas. If this driver is out of awareness it might be a
handicap in team discussions.
A KBI could be created to address this. For example:
“Moving from always telling to ensuring, input from all
members of the team before sharing ideas as a
perspective.”
AndrewBryant
Self Leadership Coach

12. Feedback
With a well defined KBI, feedback can be sources from:
1. The Executive (coachee)
2. The Coach
3. The Line manager
4. Those impacted – e.g subordinates, clients, peers
The behavior change should be observable and therefore
measurable.
AndrewBryant
Self Leadership Coach

13. Other uses for KBIs
KBIs can also be used in
as part of performance
reviews and individual
development plans (IDPs).
AndrewBryant
Self Leadership Coach