Executive Coaching is a holistic development process that takes leaders out of their comfort zones so they can be more self-aware and reflect on their leadership capability and effectiveness. Senior leaders and executives are commonly faced with navigating complex change, leading people and processes and managing the business to achieve objectives. Some of these leaders are in a succession plan and preparing to transition into a new role, while others need overall refinement of leadership skills to lead at the right level. In today’s business landscape, coaching is most effective when aligned with business objectives and the talent management strategy and not used reactively for remedial performance improvement. In this webinar, you will learn how organizations are using executive coaching for leadership development. The discussion will also review common leadership assessment tools and compare the value of internal vs. external coaching programs. Session takeaways include: Executive coaching strategy, purpose, and outcomes — how it is used in organizations. Structure and process for a successful coaching outcome. Building the coaching bench — skills, standards, and rigor. Measuring the effectiveness of coaching. Trends in executive coaching.

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5. EXECUTIVE COACHING PROGRAMS
BEST
PRACTICES,
KEY
ISSUES,
AND
TRENDS
FOR
DRIVING
LEADERSHIP
DEVELOPMENT
AND
SUCCESSION
Debra
Hamilton
Chief
Learning
&
Development
Officer
Fulton
Financial
Corpora9on

6. Fulton Financial Corporation Profile
• Fulton
Na3onal
Bank
was
formed
in
1882
by
local
merchants
and
farmers
• Name
was
chosen
to
honor
Lancaster
na3ve,
Robert
Fulton,
inventor
of
the
steamboat,
the
Clermont
• Bank
acquisi3ons
star3ng
in
1948:
consistent
growth,
expansion
and
investment
in
community
• Regional
financial
holding
company
formed
in
1982
–
celebra3ng
100th
anniversary
• 6
Community
banks
in
5
states
• 243
Community
banking
offices
• Asset
size:
$19.2
billion
6
“We
care
about
our
rela9onships,
we
listen
to
what
truly
maAers,
and
we
deliver
beyond
what
is
expected
to
change
lives
for
the
beAer.”

7. 7
Center for Learning & Talent Development

8. 8
Share
how
organiza3ons
are
using
execu3ve
coaching
–
discuss
purpose,
structure,
process,
and
outcomes.
Today’s Objective

9. Brief Bio
9
Chief
Learning
&
Development
Officer
Fulton
Financial
Corpora0on,
Lancaster,
PA
Formalize
talent
management
strategy
and
process
which
includes
succession
planning,
leadership
development,
execu3ve
coaching,
and
high-­‐poten3al
development.
Manager
of
the
CHOP
Leadership
Ins0tute
Children’s
Hospital
of
Philadelphia
Designed
and
managed
CHOP’s
leadership
development
and
execu3ve
coaching
programs.
L&D/Leadership
Principal
Consultant
transla3ng
business
strategies
into
robust
talent,
leadership,
and
learning
and
development
programs.

10. Agenda
§ Execu0ve
Coaching
–
Defini0on
and
Purpose
o
What
coaching
is
and
isn’t
o
How
it
is
used
in
organiza3ons
o
Internal
vs.
external
coaching
programs
§ Process
and
Structure
o
Criteria
for
selec3ng
execu3ve
coaches
o
Coaching
engagement
–
process
and
structure
o
Common
leadership
assessment
tools
o
Coaching
supervision
§ Measuring
Outcomes
§ Trends
/
Challenges
§ Q&A
10

11. POLL #1
11
Who
is
Part
of
Our
Audience?
(Please
check
one)
• CLO/L&D
Prac33oner
• HR
Business
Partner
• Business
Line
Leader
• Internal
Execu3ve
Coach
• External
Execu3ve
Coach

12. EXECUTIVE
COACHINGDEFINITION
AND
PURPOSE

13. How We Define Coaching
Coaching
is
a
development
process
designed
to
help
individuals
achieve
and
sustain
top
performance
in
ways
that
are
linked
to
personal
growth,
the
organiza3on’s
needs,
and
measurable
business
results.
13
Be who you are, but with more skill.
ICF
defines
coaching
as
partnering
with
clients
in
a
thought-­‐provoking
and
crea3ve
process
that
inspires
them
to
maximize
their
personal
and
professional
poten3al,
which
is
par3cularly
important
in
today's
uncertain
and
complex
environment.

14. POLL #2
14
How
are
You
Using
Execu0ve
Coaching
in
Your
organiza0on?
(Please
check
all
that
apply)
• Execu3ve/Leadership
Development
• Developing
High-­‐Poten3als/Succession
• Transi3on
Arising
from
Internal
Promo3on
• New
Appointment
from
Outside
Organiza3on
• Address
a
Problem/Challenge

15. How We Use Coaching
• Transi3on
to
a
more
senior
role
• Development
of
leaders
in
high-­‐
poten3al
pool
or
succession
plan
• Helping
a
senior
leader
close
gaps—
inner
and
outer
work;
execu3ve
development,
execu3ve
presence
• Integra3on
with
leadership
development
programs
to
help
embed
and
sustain
learning
• Developing
managers’
ability
to
coach
—woven
into
our
culture
• Peer
coaching
15
It used to be that behavioral
problems were a big part of the
rationale for executive coaching.
Now 58% of executive coaching is
implemented for the purposes of
leadership development.

16. Coaching is Not . . .
16
• A
short-­‐term
answer,
one
3me
event
or
a
single
interven3on
• Solely
used
for
fixing
performance
problems
• A
counseling
session
• Focused
only
on
the
individual
without
considera3on
of
organiza3onal
goals
• Just
checking
on
the
status
of
ac3ons
without
focusing
on
sustainable
behavior
changes

17. What to Expect from a Coach . . .
17
“A
coach
is
ohen
the
only
person
in
an
execu3ve’s
life
who
will
hold
the
lamp
high
enough
for
the
client
to
see
beyond
immediate
commitments
and
goals.”
What
Really
Happens
in
Execu8ve
Coaching?
Chief
Learning
Officer,
July/August
2017

18. Executive Coaching Strategy
Coaching
programs
at
FFC
are:
• Growth
and
outcome-­‐based
–
measurable
objec3ves
set
at
the
beginning
• Focused
on
leadership
behaviors
and
business
results
–
with
deliberate
prac3ce,
challenge,
and
feedback
• Structured,
yet
flexible
and
responsive
to
business
needs
and
changing
dynamics
• Integrated
with
talent
and
leadership
development
ini3a3ves
and
models
• Partnership-­‐based
and
interac0ve
with
HR
and
our
culture
• Measurable
–
with
periodic
scheduled
progress
reports
• Competent
with
access
to
the
most
effec3ve
assessments
and
tools
• Sustainable
–
results
are
maintained
once
the
assignment
ends
18

19. POLL #3
19
Do
You
Have
an
Internal
Coaching
Program?
(Please
check
one)
• Yes
• No

20. Internal vs. External Coaching
20
Understand
the
organiza3on,
business
context
Available
to
levels
below
execu3ve
level—lateral
moves
Support
internal
leadership
programs
Growth
is
expected
to
con3nue
Most
senior
leaders
prefer
an
external
coach
Safer
space
to
discuss
sensi3ve
issues
Bring
a
fresh,
broad
perspec3ve
More
prevalent
than
internal
coaching
Ridler
Report
2013

21. Situations – Internal vs. External Coaching
21
Ridler
Report
2013

22. EXECUTIVE
COACHINGPROCESS
AND
STRUCTURE

23. POLL #4
23
Criteria
for
Selec0ng
an
Execu0ve
Coach?
(select
all
that
apply)
• Credibility
and
gravitas
• Experience
coaching
senior
leaders/C-­‐suite
execu3ves
• Previous
career
experience
in
a
role
comparable
to
execu3ve
• Psychology
background
/
exper3se
• Holds
a
coaching
cer3ficate

24. How We Select Coaches
24
• Face-­‐to-­‐face
interview
with
a
protocol
of
ques3ons
• Cer3fica3on
in
execu3ve
coaching:
o Columbia
Coaching
Cer3ficate
o The
Hudson
Ins3tute
of
Santa
Barbara
o Sherpa
Execu3ve
Coaching
Cer3fica3on
o Interna3onal
Coach
Federa3on:
ICF
o NYU-­‐Gradua3on
Cer3ficate
in
Organiza3onal
and
Execu3ve
Coaching
• Qualified
to
administer
assessments
• Business
experience/coaching
experience
and
representa3ve
assignments
• Assess
“fit”
to
work
within
our
structure—extended
team
member
• Balance
our
coaching
bench
• Supervision
is
a
plus

25. POLL #5
25
Do
You
Require
a
Coaching
Cer0fica0on?
(Please
check
one)
• Yes
• No
• It
depends

26. Credentialing
26
2016 ICF Global Coaching Study
Among
coach
prac33oners
who
reported
receiving
coach-­‐specific
training,
more
than
two
in
three
(68%)
have
completed
125-­‐plus
hours
of
coach-­‐specific
training.

27. Why Executive Coaching Certification?
27
The
mission
of
the
ICF
Creden0aling
program:
•Protect
and
serve
consumers
of
coaching
services
•Measure
and
cer3fy
competence
of
individuals
•Inspire
pursuit
of
con3nuous
development
Prepara3on
and
Core
Beliefs..."Coaches
are
trained
to
listen,
to
observe
and
to
customize
their
approach
to
individual
client
needs.
They
seek
to
elicit
solu3ons
and
strategies
from
the
client;
they
believe
the
client
is
naturally
crea3ve
and
resourceful.
The
coach's
job
is
to
provide
support
to
enhance
the
skills,
resources,
and
crea3vity
that
the
client
already
has."
Columbia
Coaching
Cer0fica0on
Program
(C3P)
There
are
three
levels
of
ICF
Creden3als:
Associate
Cer3fied
Coach
(ACC);
Professional
Cer3fied
Coach
(PCC)
and
Master
Cer3fied
Coach
(MCC).

28. Coaching Certification
28
Internal
Coaching
Supervision
Group
supervision
to
support
an
internal
coaching
team’s
development
to
maximize
their
impact
and
value
to
coach
inside
the
organiza3on.
Internal
Coaching
Cer0fica0on
Investment
beyond
external
coaching.
Providing
coaching
skills
for
high-­‐level
leaders
and
internal
HR/L&D
prac33oners
to
deliver
coaching
inside
the
organiza3on.

29. Coaching Supervision – New and Growing Field
29
Diploma
in
Coaching
Supervision
CSA
has
established
an
interna3onal
network
of
accredited
leadership
supervisors,
all
who
have
a
CSA
Diploma
in
Coaching
Supervision
and
are
re-­‐assessed
regularly.

30. Why Coaching Supervision?
30
• Provide
a
safe
environment
with
an
expert
supervisor
for
reflec3on,
insight,
and
fine-­‐tuning
of
execu3ve
coaching
skills
• Discussing
difficult
or
challenging
coaching
assignments
• Regular
review
of
rela3onship
dynamics
and
the
highest
levels
of
ethical
maturity
with
clients
and
client
systems
• Restore
the
energy
and
well-­‐being
required
for
top-­‐level
service
to
clients
“If
we
expect
our
leaders
to
be
con0nuous,
reflec0ve
learners,
than
we
would
also
expect
the
same
from
our
execu0ve
coaches.
Supervision
provides
this
opportunity
for
ongoing
learning
for
coaches.”
Ken
Giglio,
Principal
of
Mindful
Leadership
Consul9ng

31. Six- to Twelve-Month Coaching Process
31
Coaching
need
is
established
through
HR
with
ini3al
goals
and
outcomes.
Coach
is
selected
and
conducts
ini3al
mee3ngs,
360
interviews,
and
relevant
assessments.
Scheduled
coaching
sessions
to
implement
IDP
and
integrate
IDP
with
day-­‐
to-­‐day
business
and
organiza3onal
impera3ves;
iden3fy
poten3al
obstacles.
Phone
and
e-­‐mail
support
between
scheduled
coaching
sessions.
The
execu3ve
meets
with
three
qualified
execu3ve
coaches
to
determine
fit.
Coach
debriefs
feedback
and
assessments
and
develops
an
Individual
Development
Plan
(IDP)
with
execu3ve;
builds
alignment
with
execu3ve’s
leader.
Mee3ng
with
execu3ve’s
leader
to
review
IDP
and
measure
progress.
Measure
progress
against
goals;
wrap
up
or
extend
coaching
engagement.

32. Meet & Greet with the Coach
The
execu3ve
should
prepare
a
few
ques3ons,
such
as:
• Describe
your
coaching
approach
(e.g.,
look
for
process,
tools,
philosophy,
3me
commitment,
resources,
availability
and
accessibility
beyond
the
actual
coaching
sessions,
etc.).
• Tell
me
about
a
coaching
success
story.
What
made
it
a
success?
• Tell
me
about
a
coaching
situa3on
that
wasn't
as
successful?
Why
wasn’t
it
successful?
• Describe
how
you
measure
success?
(Look
for
a
results-­‐focused,
disciplined
approach—you
want
to
be
able
to
iden3fy
and
measure
coaching
goals.)
• How
do
you
get
supervised
or
coached
—what
ethics
or
best
prac3ces
do
you
follow?
Source:
Mindful
Leadership
Consul0ng
32

33. POLL #6
33
What
Personality
Assessments
are
You
Using
for
Execu3ve
Coaching?
(select
all
that
apply)
• DISC
or
Social
Styles
• Hogan
(Leadership
Forecast
Series)
• MBTI
(Myers-­‐Briggs)
• Birkman
• Predic3ve
Index

34. Assessments We Endorse
34

35. Leadership Development Plan
35

36. How is Coaching Delivered?
36
In-­‐person
mee3ngs
34%
By
telephone
28%
Internet
video/Skype
or
webcam
21%
Email,
chat,
text
or
other
9%
High-­‐Def
videoconference
/
Telepresence
8%
12th
Annual
Industry
Review,
the
2017
Execu9ve
Coaching
Survey,
research
services
by
Sherpa
Coaching.

37. What is the Cost?
37
Up
to
$75
1%
$75
-­‐
$149
8%
$150
-­‐
$299
35%
$300
-­‐
$500
43%
More
than
$500
14%
In
general,
execu3ve
coaches
charge
more
for
services
than
consultants,
and
their
rates
are
on
the
rise.

38. EXECUTIVE
COACHINGMEASURING
OUTCOMES

39. Evaluating Coaching Programs
39
• 360
Feedback
is
s3ll
the
most
widely
used
tool
to
evaluate
the
benefits
of
coaching
(29%),
but
performance
reviews
as
measurement
rose
in
popularity
from
16%
to
20%
• Business
improvement,
i.e.,
increased
revenue
and
reten3on
• Employee
engagement
scores
• Changes
in
poten3al,
pipeline
readiness,
and
promo3ons
• Impact
assessment
at
end
of
program
to
link
LDP
and
ac3ons
arising
from
coaching
to
ini3al
objec3ves

40. EXECUTIVE
COACHINGTRENDS
/
CHALLENGES

41. Top Challenges / Innovations
41
• Measuring
the
impact
of
coaching
• Managing
a
global
coaching
program
• Best
use
of
internal
and
external
coaches
• Centralizing
a
decentralized
program
• Sevng
up
a
rigorous
coaching
program
• Growing
the
program—expand
the
reach
o 360
Targeted
Leadership
Development
Program
o Team
Coaching—team
development
and
produc3vity
o Leadership
Peer
Coaching
Groups
o Building
coaching
competence
within
the
organiza3on

42. Steady Growth of Team Coaching Expected
42
“Team
coaching
is
enabling
a
team
to
func3on
at
more
than
the
sum
of
its
parts,
by
clarifying
its
mission
and
improving
its
internal
and
external
rela3onships.
It
is
different,
therefore,
from
coaching
team
leaders
on
how
to
lead
their
teams,
or
coaching
individuals
in
a
group
sevng.”

43. Team Coaching - Challenges
43
• Will
a
commonly
agreed
defini3on
of
team
coaching
emerge
and
how
soon?
• How
can
contrac3ng
for
team
coaching
be
structured
to
maximize
the
chances
of
a
successful
outcome?
• Do
the
kinds
of
issues
addressed
in
team
coaching
assignments
differ
in
very
senior
teams,
compared
to
less
senior
teams?
• On
what
criteria
will
team
coaches
be
selected
in
the
future?
How
will
the
selec3on
criteria
differ
from
one-­‐to-­‐
one
coaches?

44. Future Obstacles
44
When
asked
to
iden3fy
the
biggest
obstacle
for
coaching
over
the
next
12
months,
the
main
concern
expressed
by
coach
prac33oners
was
untrained
individuals
who
call
themselves
coaches.
2016 ICF Global Coaching Study

45. Future Opportunities
45
When
asked
to
iden3fy
the
greatest
opportunity
for
coaching
over
the
next
12
months,
coach
prac33oners
iden3fied
increased
awareness
of
the
benefits
of
coaching.
2016 ICF Global Coaching Study

46. Resources
• 2017
Execu9ve
Coaching
Survey—12th
Annual
Report,
Sherpa
Coaching,
Cincinna3,
OH,
hwp://www.sherpacoaching.com/
• 2016
ICF
Global
Coaching
Study,
(Final
Report,
visit
Coachfedera3on.org/2016study)
hwps://coachfedera3on.org/files/FileDownloads/2016ICFGlobalCoachingStudy_Execu3veSummary.pdf
• The
2014
Execu3ve
coaching
Conference:
Leading
the
Impact
of
Coaching
on
Business-­‐Driven
Talent
Management
Prac9ces,
The
Conference
Board
• Coaching—Business
Essen9al
or
Management
Fad?
Corporate
Research
Forum
(CRF),
April
2014
• 2013
Execu9ve
Coaching
Survey,
Stanford
Graduate
School
of
Business,
Center
for
Leadership
Development
and
Research
• Ridler
Report
2013,
Trends
in
the
Use
of
Execu9ve
Coaching,
hAp://www.ridlerandco.com/
• What
Really
Happens
in
Execu9ve
Coaching,
Chief
Learning
Officer,
July/August
2017
• The
Wild
West
of
Execu9ve
Coaching,
Harvard
Business
Review,
November
2004
• Interna3onal
Coaching
Federa3on,
hwps://www.coachfedera3on.org/
• Hudson
Ins3tute
of
Coaching,
hwps://hudsonins3tute.com/
• Coaching
Supervision
Academy,
hwps://coachingsupervisionacademy.com/
• Mindful
Leadership
Consul3ng,
hwp://mindful-­‐leaders.com/
46

47. Questions . . .
47

48. Contact Information to Share Ideas
Debra
Hamilton
Chief
Learning
&
Development
Officer
Fulton
Financial
Corpora3on
dhamilton@fult.com
48

49. #CLOwebinar
Register for the next webinar!
Putting an Invisible Fence Around
Informal Learning
Tuesday, August 22, 2017
Webinars start at 2 p.m. Eastern / 11 a.m. Pacific
Register for all upcoming Chief Learning Officer Webinars at
clomedia.com/webinars