This document discusses executive coaching and its benefits for workplace productivity. It provides statistics showing that 75% of workers are C or D performers, and executive coaching can help improve tangible results like productivity and quality of work, as well as intangible results like relationships and job satisfaction. The document introduces a case study of a coaching program for an executive named Mary Jane and outlines a 7-step coaching model and coaching results framework focused on priorities, goals, accountability and sustainability.
7. Executive Training Trends
80%
70%
60%
50%
40%
30%
20%
10%
0%
Outside Coaching Training
Outside
Ways Organizations Are Helping
In-house Coaching
Senior Executives Build Their Skills
Assigning Leaders To Project Teams Men
Pairing Leaders With
8. Executives Need Coaches Too…
Tangible Results Intangible Results
Improved productivity-- 53% increase Better relationships with direct reports-- 77%
increase
Better quality work product-- 48%
increase Better relationships with supervisors-- 71%
increase
Greater organizational strength-- 48%
increase Improved teamwork -- 67% increase
Better relationship with peers-- 63% increase
Greater job satisfaction-- 61% increase
9. 7 Step
GROW
Psychodynamic
Mastermind
Brain Based
15. References
Boylston, D. (2010). Mastermind coaching program,
Retrieved from http://rescueinstitute.org
Brunning, H. (2006). Executive coaching: systems of
psychodynamic perspective. London: Karnac Books
Dembkowski, S., Eldridge, F., & Hunter, I. (2006). The seven steps
of effective executive coaching. London: Thorogood Publshing.
Nancherla, A. (2010). C-level boot camp: many senior
executives need further training in their job
responsibilities. Training & Development, 64(1), 24.
Taylor, LE. (2007). The core values handbook:introducing
the only assessment that characterizes and measures the
innate unchanging nature of people. Tukwila,WA: Taylor
Protocols, Inc.
Editor's Notes
The purpose of this study is to explore the field of executive coaching and see its effects on the workplace. Additionally, the objective is to see if executive coaching accelerates growth in the effectiveness of executives to the point of personal transformation that affects all levels of management and employees including productivity, profitability, teamwork, and the quality of work as a whole within the workplace.
Productivity in the workplace has been an issue since there was a workplace low productivity, inefficient, and laziness can become common descriptions of employees In order to fix this problem many EAP programs have developed over time
According to a study done by Human Capital Management from Taylor Protocols the majority of companies admitted:20-30 hires to get 1 top performer- To put that in perspective in order to get one good hire most companies would have to go through this entire class.
It is a huge financial loss when you add up the amount of money spent to pay low productive employees. It is not logical to keep hiring more and more candidates in hopes of getting higher productivity with no guarantees.
While it is easy for employers to point the finger at lazy employees Gallup research by Jerry Krueger and Emily Killham shows that there is a correlation between executive performance and the workplace environment.Poor supervising tactics lead to unhappy employees, producing low productivity.Greenberg and Arakawa’s research showed that supervisors that focus on employee strengths have a much more positive and efficient work environment. Unfortunately many organizations are not strength focused, but rather have a system that focuses on weaknesses. Greenberg and Arakawa also uncovered how executives that frequently recognize and engage their employees have tremendous impact on the work environment. The researchers concluded that “Managers have more influence than perhaps they realize on the employees’ engagement, optimism, and performance, and can consciously use this influence to benefit these employees and the organization as a whole”The researchers also noticed that supervisors that maintained a positive attitude during high stress had a direct correlation with higher performances among their employees.
Leadership67%Strategic Thinking53%Communications53%Building Teamwork47%Vision47%Motivating People46%Engaging Others42%Managing Others38%Decisiveness33%Interpersonal 32%Creativity24%Nancherla, A. (2010). C-level boot camp: many senior executives need further training in their job responsibilities. Training & Development, 64(1), 24.
Outside Coaching 74% Outside Training 48% In-house Coaching 38% Assigning Leaders To Project Teams 29% Pairing Leaders With Mentors 20% Nancherla, A. (2010). C-level boot camp: many senior executives need further training in their job responsibilities. Training & Development, 64(1), 24.
As a remedy to address issues of productivity within the workplace and personal transformation of executives as a whole, executive coaching has begun moving to the forefront, where the focus is big picture (executive) to detail (employees). The same way coaches train world class athletes, the focus on executive coaching is to challenge and support higher levels of performance, which in return will affect the entire work environment. Coaches are there to help develop action plans to better the executive and organization as a whole
Brain-Based: Uses NeuroscienceMastermind: Confrontational to get to the root, trains on coaching and coaching othersPsychodynamic: Focuses on making links from the past to the present in order to figure out the cause of oppression and or repetitive behaviors.GROW: Goal Setting, Reality (looking at reality), Options (look at different options), Will (choosing actions to take)7 step: assessment, brainstorming alternatives, honing goals, initiating/evaluating options, momentum, and action plan design.
Meet Mary Jane, your average female innovator, if average and innovator can even be put in the same sentence. Her mind is wired to always be pressing the envelope; she has visions galore, a fluid business plan that never stops running, and enough ideas to fill the Sears Tower. She thrives on exploration and coming up with new and improved ways of doing things. While the popular saying teaches, “If it’s not broken, don’t fix it,” an innovator would beg to differ. This person borders along the lines of, “Let’s break it to make it even better!” Inside every pioneer, there is an innovator’s heart beating to the frontiers of the unknown. Cutting edge companies are always looking for innovation, but unfortunately being an innovator can have its down sides. While innovators are known for their ideas, the downfall of many is being sporadic. They come up with idea after idea, at the expense of not executing any. This can become a slippery slope for an innovator if it is not balanced with structure and practical application. Mary Jane is struggling with this very problem. She is launching a new business that seeks to connect Christian women entrepreneurs from all over the world. She sees the big picture of everything that she wants the business to be but cannot seem to tie all the strings together before her mind starts venturing to another component. At times she feels all over the place. She craves stability, but at the same time, she wants to “think big” by throwing all of her energy into innovation with the hope of keeping the momentum going, which ultimately breaks the dam and causes a flood of overwhelming energy. Mary Jane finds herself burned-out, without a solid vision, and with quicksand for a foundation and the pressure of a newly launched business on her shoulders. Not only has Mary Jane become overwhelmed, but her small group of employees are flustered, never knowing what to expect next.
