The document discusses the importance of executive coaching for developing competencies critical for senior-level business leaders. It notes that 70% of executive development comes from on-the-job experience, while 20% comes from coaching and 10% from formal training. Replacing an executive can cost an estimated $800,000 due to separation, vacancy, replacement, socializing, and ramp-up costs. Executive coaching helps maximize performance, enhance retention, and strengthen competencies like strategic orientation, customer impact, and change leadership. Coaching addresses blind spots, builds on strengths, and improves leadership approaches through activities like diagnostic assessments, development planning, and meetings.

1. The Case for Executive Coaching
Competencies most critical to the success of the next generation of senior-
level executives:
Competency Capability
Strategic Orientation Thinking long-term and beyond one’s own area.
Customer Impact Building value-added relationships with all key stakeholders.
Market Knowledge Understanding the competition, suppliers, customer base,
etc.
Commercial Orientation Recognizing and taking advantage of business opportunities.
Results Orientation Focusing on improving business results.
Change Leadership Transforming and aligning the organization through its
people.
Collaboration & Influence Effectively working with and influencing others.
Organizational Development Developing the long-term capabilities of the organization.
Team Leadership Focusing, aligning, and building high-performing teams.
http://www.cio.com/article/108350/9_Essential_Competencies_for_Successful_C_Level_Executive
s downloaded on February 1, 2013. 1

2. Development Actions and Activities
70% Experience
20% Coaching
10% Formal Training
M. Lombardo and R. Eichinger (1996). The Career Architect Development Planner (1st ed.).
(Minneapolis, MN: Lominger).
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3. The Case for Executive Coaching
$800,000 – Estimated total cost of replacing a $200,000/YR executive
16% Separation
24% Vacancy
17% Replacement
20% Socializing
23% Ramp Up
Sage HRMS (2011). ROEI™: Return on Employee Investment™ [White Paper]. (St.
Petersburg, FL: Sage). 3

4. Assessing Executive Performance
 Is your organization losing high-performing senior-level executives while
retaining mediocre ones?
 Is your organization losing high-potential mid-level executives while
retaining average ones?
 Do your senior-level executives sometimes appear to lack self- and/or
situational awareness?
 Do you consider your senior-level executives to be competent, self-
assured, and self-motivated?
 Do others consider your senior-level executives to be business savvy,
knowledgeable, and self-confident?
 Are you and your team taking the required steps to maximize your
organization’s effectiveness?
 Are you ensuring optimal executive performance and enhancing executive
retention?
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5. Development Actions and Activities
We fortify executive performance and increase retention by helping the
executive:
 Explore and better understand his or her contribution to the executive team.
 Develop, and as appropriate, refine his or her approach/response to various
issues, events, situations, and circumstances.
 Examine their actions and reactions and as needed change their personal
approach to enhance his or her ability to influence individuals and teams.
 Monitor and address or capitalize upon unanticipated results and outcomes of his
or her words and actions.
 Refine the way they think, behave, and function in general and/or alter the way
they interact with direct reports, team members, and external stakeholders.
All executive coaches and coaching models are not equally effective.
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6. Case-in-Point: Senior Executive,
Manufacturing Industry
Need Approach Benefit
 Perceived to be overly  Interviewed the executive
• Has a more strategic, less
focused on “the how”  Interviewed sponsors, tactical, focus
 Leadership style: somewhat colleagues, direct reports,
 When/as appropriate,
autocratic and stakeholders
exhibits a participative
 Management style: tends  Reviewed performance leadership style
to micro-manage evaluation information
 When/as appropriate,
 Comes across as being  Conducted diagnostic delegates
overly protective of his area assessment
 Acts more self-confident and
of responsibility  Created a Leadership less defensive and evasive
 Tends to be defensive and Development Plan when answering questions
evasive when asked  Conducted weekly and ad  Increased trust between the
questions hoc coaching sessions executive and his direct
 At times appears to lack  Sat in on key meetings & reports, sponsors, key
self-confidence crucial conversations stakeholders, and colleagues
Executive Coaching leverages and builds on existing strengths
and addresses or mitigates existing bias and blind spots.

7.  Need to fortify or reinvigorate your executive performance?
 Need to strengthen your executive bench?
 Need to formulate and/or implement your leadership
development strategy?
 Need to launch an executive coaching program?
Contact BKSimerson@sbcglobal.net or Tepke@sbcglobal.net for
information on how we might work together.
http://www.linkedin.com/pub/bk-simerson-ed-d/2/376/427
http://www.linkedin.com/pub/daniel-tepke/7/81a/230/
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