The Emerson Suite - Advanced Corporate Coaching Methods
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This document provides an overview of advanced corporate coaching methods. It discusses who the authors are, Mary Legakis Engel and Doug Emerson. It then covers key topics like market trends in business coaching, the four components of an effective business methodology, and how to measure real effectiveness and job clarity. The methodology section emphasizes starting with the client and understanding situational elements like people demands, organizational demands, and work processes. It also stresses defining measurable outputs to determine real effectiveness, like financial metrics, customer satisfaction metrics, and cultural transformation or innovation metrics. The document concludes with tips for advanced coaching mastery and contact information.
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The Emerson Suite - Advanced Corporate Coaching Methods
- 1. Advanced Corporate Coaching Methods July 7, 2016 Mary Legakis Engel and Doug Emerson
- 2. Who We Are Market Trends on Business Coaching Methodologies The 4 Components of a Solid Business Methodology Real Effectiveness and Job Clarity Q&A OVERVIEW 2 © Reddin Global 2016 1 2 3 4 5
- 3. WHO WE ARE © Reddin Global 2016 3 DOUG EMERSON MARY LEGAKIS ENGEL
- 4. Start with the Client
- 5. Conflict © Reddin Global 2016 5
- 6. Stress © Reddin Global 2016 6
- 7. © Reddin Global 2016 7 Less Effective Behaviour
- 8. © Reddin Global 2016 8 “Effectiveness is a discipline. And like every discipline, effectiveness can be learned and must be learned.”
- 9. Leader-managers would be MORE EFFECTIVE if they consistently: • Set a few high priority objectives that measure job success • Focus themselves and their organization on the achievement of those objectives • Eliminate wasted time • Use the appropriate behaviour with the people they work with © Reddin Global 2016
- 10. © Reddin Global 2016 10
- 11. © Reddin Global 2016 11Source: http://www.techvibes.com/company-directory/toronto/tag/startup
- 12. METHODOLOGY © Reddin Global 2016
- 13. Real effectiveness: The extent to which a leader-manager achieves the output requirements of the job. Apparent effectiveness: The appearance of effectiveness by observation of behavior alone. Personal effectiveness: The extent to which a leader-manager achieves their own personal goals and aspirations.
- 15. The only way to know if you’re really effective is to define the measurable outputs of the job.
- 17. Outputs Represent outcomes, not activities Are measurable Most important aspects of the role – top 4-6 Within your Authority Represent 100% of the output expectations of the job © Reddin Global 17
- 18. Examples of Outputs Financial Performance Customer – Experience? Satisfaction? Employee – Satisfaction? Engagement? Effectiveness? Growth Cultural Transformation Innovation © Reddin Global 18
- 19. Must be Measurable – Quantity – Time – Quality / Error rate – Cost – Adherence or variance – Feedback
- 20. Examples of Metrics © Reddin Global 20 Outputs Metrics Financial Performance ? Customer Satisfaction ? Cultural Transformation ? Innovation ?
- 21. Examples of Metrics © Reddin Global 21 Outputs Metrics Financial Performance • Revenue growth: X to Y • EBITDA of __% Customer Satisfaction ? Cultural Transformation ? Innovation ?
- 22. Examples of Metrics © Reddin Global 22 Outputs Metrics Financial Performance • Revenue growth: X to Y • EBITDA of __% Customer Satisfaction • Increase survey scores from X • Retention rate Cultural Transformation ? Innovation ?
- 23. Examples of Metrics © Reddin Global 23 Outputs Metrics Financial Performance • Revenue growth: X to Y • EBITDA of __% Customer Satisfaction • Increase survey scores from X • Retention rate Cultural Transformation • Employee survey results • Turnover rate Innovation ?
- 24. Examples of Metrics © Reddin Global 24 Outputs Metrics Financial Performance • Revenue growth: X to Y • EBITDA of __% Customer Satisfaction • Increase survey scores from X • Retention rate Cultural Transformation • Employee survey results • Turnover rate Innovation • Amount of $ from new revenue streams • # of new projects launched
- 25. 3 Situational Elements © 2015 Reddin Global Inc. 25 People Demands Organization Demands Work Processes Your Client The way work may be done to achieve effectiveness. Organizational norms & culture. Your manager, direct reports, co-workers and stakeholders
- 26. Advanced Corporate Coaching Mastery 1. Have a mentor or coach in the business you want to be in 2. Be in a community of people talking about the business you want to be in 3. Have a methodology that is credible and relevant to the clients you want to work with © Reddin Global 2016 26
- 27. Q&A
- 28. Effectiveness is the central issue mary@emersonsuite.com doug@emersonsuite.com www.emersonsuite.com Connect on Linkedin: The Emerson Suite
Editor's Notes
- We as coaches like to do what we do. We have access to many resources: personality assessments, certifications, consultants, etc. With our combined experience at The Emerson Suite, we did our research and looked at the market: The history of how the tools were developed Why we have so many personality tools available Why that has not yet solved the most plaguing problems impacting corporations and leaders
- Traditional source of conflict: the person Actual source of conflict: the job People don’t know how they are being evaluated So they are missing one another’s expectations One person thinks they get to make the decision Others don’t agree Working at cross purposes The way you know: the two people will argue during the day, and go for a drink together after work
- Traditional source of stress: Other people’s personalities, no control, no authority – and a family, no work life balance Actual source of stress: Decisions are made inefficiently, people spend way too much time in the wrong meetings, and when they are in the meeting its ineffective and unroductive
- What happens: Conflict + stress leads to bad behaviour But what do we blame? The person isn’t strong enough, the person isn’t smart enough
- Let’s take a look at who’s focusing on this? Starting to introduce new ways of removing stress and handling conflict. These big name companies are introducing a number of different tools related to setting individual objectives to create role clarity, re-organizing their meetings, and having more meaningful business conversations. Namely – it’s not longer just about personality. They are realizing that true performance is a combination of 4 key ingredients that I’m going to show you during this webinar.
- If you think these companies are too big to penetrate, that’s probably true. They have their coaches already, and they have been very successful. But look at what is happening around them. Smaller players are coming out of the woodwork – thousands of venture capital transactions are happening every year in North America. These companies are looking to what the big guys are doing and are trying to do the same. They are reading the books, following the blogs, and trying to implement the same methods with questionable results They have fewer resources, and less support. Because they are doing it alone.
- We are all being judged and we are all judging at all times. (Throw away point) As women, you’re unfortunately going to be held to a higher standard The whole system is wrong. Going back to Reddin’s definition, the only way to know real effectiveness is to measure it The disturbing part is how frequently it’s embedded in a performance appraisal system…
- You must measure not assess it.
- The extent to which you achieve the output requirements of your job. This is a critical concept in management. Take a moment and write down the responsibilities of your job. What do you do? You were hired to do a job: Do you know how you are being evaluated?
- Note: They are nouns. There are no verbs. There is not hint of “inputs”. Nothing ends in –ing. Given what you know about outputs now, I’d like you to look at your list of responsibilities, and see if you can describe your role in 4-8 outputs. Take everything you do and narrow it right down to 4 – 8 nouns. If you’re having trouble, use the questions at the bottom of your page. Why does your role exist? If you did that activity, what would happen? Why do you do the activity? If the activity didn’t get done, what would be the consequence? I’ll give you guys 3 minutes to work on that.
- Metrics are the way you measure achievement of the output (effectiveness areas). How would you measure each of your outputs?
- Before we head into Q&A, I’d like to invite you to contact me if you have any questions or interest in learning more about or getting certified in the emerson suite. Send me an email: mary@emersonsuite.com. You can also find more information on our website and connect with us on LinkedIn.