This document discusses executive coaching and its business value. It defines coaching as unlocking a person's potential to maximize their own performance by helping them learn rather than teach. The only sustainable competitive advantage for organizations is the ability to learn faster than competitors. An effective coach enhances awareness, responsibility, and empowers people to build lives around what is meaningful. Coaching can be used as a leadership style to produce quicker results than directive styles allow in times of rapid change. Building internal coaching capability in an organization provides higher returns than outsourcing coaching.

1. Executive Coaching and
Business Value
Dipti Sanzgiri
Executive Director (HR),
Bharat Petroleum Corp. Ltd.
Presented at Oil & Gas HR Round Table, August 2011organized by ISPe & UPES Dehradun

2. The Context Of Change ...
The only sustainable competitive advantage
that Organisations (Teams & Individuals) will
have in the future is the ability to Learn faster
than their Competitors.
Arie De Gues,
Ex- Head of Strategic Planning, Shell
& Author of " The Living Company"

3. Purpose of Coaching
“ Coaching is unlocking a person‟s potential
to maximise his own performance. It is
helping him to learn rather than teaching
him. ”
 Timothy Gallwey
a Harvard Educationist & Tennis Coach,
Author of: “ Inner Game of Tennis”

4. Purpose
 What percentage of people‟s potential is used at
work?
 What evidence (from personal experience) do
you have that there is more potential?
 If that potential exists, and there is
evidence, what blocks (internal and external)
that prevent people from using it?

5. The Mind is Key
Mind
Awareness and Responsibility
Knowledge Experience
(Technique) (Fitness)

6. Change can be blocked in different
ways...
I cannot SKILLS I can
KNOWLEDGE
I don’t know how EXPERIENCE
I know how
It’s not important
SOCIAL ROLE, VALUES It’s important to me
or appropriate to me
“It’s not me” SELF IMAGE “It is me”
“It doesn’t come “It comes easily to
TRAITS
easily to me” me”
I don’t enjoy it MOTIVES I enjoy it
.
Coaches role is to identify where the blocks are….

7. Two Basic Rules of Coaching
 To invest in people effectively, the leader
 must have fundamental belief that people can
achieve whatever they believe is achievable
(The first rule of coaching).
 Needs to continually raise that level of belief
(The second rule of coaching)

8. What does an effective coach do?
 Enhance level of awareness (self generated
high quality inputs) & take responsibility (his
choice to own a goal /task)
 Empower people to build their lives around
what is meaningful to them
 Alter the context in the way people makes
decisions. This context is composed of
people‟s belief and assumptions.

9. Two approaches to coaching…
 Develop internal capability – leaders adopting
coaching as a style of leadership
 Outsource – hire executive coaches

10. Why Coaching as a style of leadership
Necessary?
 The pace of change requires Leaders to produce
results quicker than before.
 Command and control and directive style have limited
short term relevance
 People want more from their work.
 Today‟s managers have to manage the paradox of
time.
 To create more time they will have to invest more time in
their people; there is not other way.

11. Coaching: a new way of
Leading
Coaching
Both are
Responsible
Boss has Performer
has
control control
   
Tells Sells Discusses Leaves alone

12. Maslow‟s Hierarchy of Needs
Self
Actuali
-sation The waterline:
Self esteem the collective need level
in an organization
Recognition
& Status
Belonging & social needs
Safety and Shelter
Basic Survival

13. Performance Coaching
May be used for all management interactions including:
 Planning
 Reviewing
 Motivating
 Delegating
 Learning a new skill or a new way of working
 Problem solving
 Assessment/ Appraisals
 Mentoring & Counselling
 Team building & Team working
 Performance management
CONTEXT: It demands and it generates a far more positive/
optimistic perspective of all people.

14. Don‟t have time to coach?
You've an opportunity to coach
whenever :
 You are asked how to do something.
 Your advice is sought by others.
 One of your staff says that they cannot do a particular
job.
 Your opinion is asked for or a decision required.
 You see a job or task that could be done quicker, better
or cheaper.
 Mistakes are made.
 In fact, any situation where you want people to raise
their current levels of skills abilities and overall
performance.

15. BPCL Experience…
 Trained Managers / Leaders in GROW model
of Sir John Whitmore
 Leadership assessment framework clearly
emphasised on developing coaching as a
leadership style
 Trained senior leaders as „Leadership Group
Facilitator‟ who then invested significant of
their time in development of talent

16. Challenges: Internal Capability
 From HR side – more focus on capacity building over
foundation setting
 Most importantly leaders not recognising the need for
them to invest in their people
 Failure to acknowledge Employee Motivations – more
governed by competency framework
 Inability to blend coaching in to daily work
 Lack of alignment between coaching and business
priorities

17. Challenges : External Coaching
 Difficult Finding “Best Fit” Professional
Coaches
 Unfocused Coaching Engagements
 Poor Matching of Coaching Resources to
Executive Requirements
 Disconnect from the Organization
 Inconsistent Delivery and Quality of Coaching

18. Coaching as development program..

19. Optimizing Returns from Coaching..
Needless to say,
Return through Building „Internal Capability‟
would be many times higher in comparison to
„Outsourcing‟
Are we ready to change our beliefs?

20. The people, led by wise leadership
will come to the realization,
“We did it ourselves.”
Lao Tsu

21. Thank You