This document discusses coaching as a key ingredient for developing a corporate coaching culture. It outlines an agenda for a workshop on this topic, including two case studies - a mentoring program pairing millennials with executive mentors, and a coaching program for an NGO transitioning to include for-profit subsidiaries. The document notes challenges millennials and Gen X may face in such programs, expectations of different generations, and trends observed in team assessments. It concludes that effective coaching requires aligning goals, building trust, active listening, and questioning to understand different perspectives.

2. Coaching as a Leader – a Key Ingredient
for a Corporate Coaching Culture
Copyright @ Progress-U Holding Ltd.

3. Coaching as a Leader – a Key Ingredient
for a Corporate Coaching Culture
Copyright @ Progress-U Holding Ltd.
1. Tom the Millennial by London Business School
2. First Case Sharing: Mentoring Program
3. Second Case Sharing: Team Paradox
4. Conclusions & Your QuesOons
Agenda

4. 2. First Case Sharing:
Mentoring Program

5. Coaching as a Leader – a Key Ingredient
for a Corporate Coaching Culture
Copyright @ Progress-U Holding Ltd.
Case Sharing- Mentoring Program
Progress-U designed external mentoring program
Mentors: Senior ExecuOves from Global Fortune 500 Corporates in
Asia
Mentees: Millennials from Client OrganizaOon
In your Ome, if you are Gen X and older, how would you feel if you
are being assigned a mentor at the execuOve rank?

6. Coaching as a Leader – a Key Ingredient
for a Corporate Coaching Culture
Copyright @ Progress-U Holding Ltd.
Case Sharing- Mentoring Program
PreparaOon QuesOonnaire
What are your expectaOons of the mentoring program?
What are the traits of your ideal mentor?
Any challenges you foresee with this mentoring relaOonship?
Etc.
Any guess of the answers coming back?

7. Coaching as a Leader – a Key Ingredient
for a Corporate Coaching Culture
Copyright @ Progress-U Holding Ltd.
Feedback from Mentees
Honesty/Openness and Respect/Care
TrusOng/Mutual RelaOonship
Network
Mutual Learning
DefiniOon of the Program/Outcome & Boundaries
Being ProacOve
To Be Inspired
Different Experience/Insights
Empowerment with Tools and SoluOons
Clarify Career Goals
EffecOve CommunicaOon
RecruiOng Staff
More Efficient/ProducOve
Receive advice
To Be Challenged
How to Face Challenges
Role Model(Sheryl Sandberg)
New PerspecOve/knowledge
Career Advancement
Entrepreneurship/Business
Decision Making
AcOve Listening
MY Availability
Mis-communicaOon
Viability/Relevancy of Advice
PracOcing of Advice
Not Trying to Change Me
Planning and Goal Sehng
Mutual Understanding
Thorough CommunicaOon

8. Coaching as a Leader – a Key Ingredient
for a Corporate Coaching Culture
Copyright @ Progress-U Holding Ltd.
ExpectaOons of the New GeneraOon
What do they really want?
! Meaning/Purpose
! Ownership / Empowerment
! Freedom / Flexibility / Fun
! Technology / Social Media
! Reward & RecogniOon
! Individual AienOon
Most of that – older generaOons
would like, too!
So what’s really the difference?

9. 3. Second Case Sharing: Team Paradox
“Millennials & their BeauOful Minds”

10. Coaching as a Leader – a Key Ingredient
for a Corporate Coaching Culture
Copyright @ Progress-U Holding Ltd.
2nd Case Sharing: SupporOng an NGO
IniOal Goal: Transforming from NGO to Group with NGO & profit-
making subsidiaries
Program Design
Team Coaching workshops
Harrison Assessments Individual & Team Assessment
1:1 Debriefings
Challenges
• Growing Pains
• Personal Values (NGO " Profit)

11. Coaching as a Leader – a Key Ingredient
for a Corporate Coaching Culture
Copyright @ Progress-U Holding Ltd.
10
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10
0
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INNOVATION
EXPERIMENTING
PERSISTENT
NON-FINISHING
STUBBORN
PERSISTENCE
UNRESOURCEFUL
INVENTIVE
Team Paradoxes PotenOal Trends 1 of 2
DELEGATION
COLLABORATIVE
AUTHORITATIVE DEFERS DECISIONS
AUTHORITARIAN
AVOIDS DECISIONS
STRATEGIC ACUMEN
ANALYZES PITFALLS
OPTIMISTIC
SKEPTICAL
BLINDLY OPTIMISTIC
CARELESS PESSIMISM
REALISTIC OPTIMISMAUTHORITATIVE
COLLABORATION

12. Coaching as a Leader – a Key Ingredient
for a Corporate Coaching Culture
Copyright @ Progress-U Holding Ltd.
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0
0 10
10
0
0 10
10
0
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MOTIVATION
STRESS MANAGEMENT
SELF-MOTIVATED
TRANQUIL INERTIA
STRESSED
ACHIEVEMENT
STRESSED
UNDERACHIEVEMENT
POISED
ACHIEVEMENT
Team Paradoxes PotenOal Trends 2 of 2
10
0
0 10
SELF
SELF-IMPROVEMENT
SELF-ACCEPTANCE
SELF-CRITICAL
DEFENSIVE
INTERNALLY
CONTRADICTED
HEALTHY
SELF-ESTEEM
POWER
HELPFUL
ASSERTIVE
SELF-SACRIFICING
DOMINATING
NEEDS AVOIDANCE
MUTUAL HELP
DRIVING
WARMTH/EMPTHY
ENFORCING
PERMISSIVE
HARSH
COOL
PERMISSIVENESS
COMPASSIONATE
ENFORCING

13. 4. Conclusions & Your QuesOons

14. Coaching as a Leader – a Key Ingredient
for a Corporate Coaching Culture
Copyright @ Progress-U Holding Ltd.
Conclusions
• Know where the key is to unlock the door of their mind.
Get to them!!
• Corporate, project and personal goal ALIGNMENT
• Coach or “Teach” tradiOonal wisdom/knowledge as needed
(provided you have the trust)
Leadership Coaching Framework
Impac6ul
Coaching for
Performance
&
Development
Giving
Ownership
Sharing
vs.
Advising
Being
Non-
Judgmental
Being
Forward-
Oriented
Building
Trust
Direct
Communi-
caIon
Powerful
QuesIoning
Being
Fully
Present
AcIve
Listening

15. Coaching as a Leader – a Key Ingredient
for a Corporate Coaching Culture
Copyright @ Progress-U Holding Ltd.
Contact
Terrance Leung
Managing Director, Progress-U Hong Kong
terrance.leung@progressu.com
Mobile phone: +852 9130 8933
www.progressu.com
Hong Kong
Shanghai
Singapore
Tokyo
Mumbai
Kuala Lumpur
E hongkong@progressu.com
P +852 3622 2250
E china@progressu.com
P +86 21 3256 5557
E singapore@progressu.com
P +65 6584 0654
E japan@progressu.com
P +81 3 6809 3985
E india@progressu.com
P +91 99 30002931
E malaysia@progressu.com
P +601 2334 5646
Your QuesOons?