Executive Coaching

Copyright © 2007, Corporate Performance Strategies, All Rights Reserved. No part of this publication may be reproduced, stored in a retrieval

System, or transmitted in any form or by any means without prior written permission from CPS.

HRPS EXECUTIVE COACHING WORKSHOP

FEBRUARY 6, 2007DAVE BROOKMIRE

AgendaSession I – February 6th

� Introduction – Walt Cleaver

� Executive Coaching Applications – D. Brookmire

� Improving Executive Coaching Effectiveness – J. Zenger

� Q & A Best Practices – J. Zenger & D. Brookmire

� Wrap-up – D. Brookmire

Session II – February 15th

Copyright © 2007, Corporate Performance Strategies, All Rights Reserved

Session II – February 15th

� Introduction – Walt Cleaver

� Extraordinary Coach 360 Survey Feedback and Applications – J. Zenger

� Case Discussion – D. Brookmire

� Measuring the Effectiveness of Executive Coaching – J. Zenger

� HR’s Role in the Process – D. Brookmire

� Close – Walt Cleaver

Participation

� We welcome your contributions during the workshop

� There will be Q&A points that we ask for your participation and to answer any questions

� Our experience tells us that participation will make the workshop more enriching for you and other participants

� Here’s how it works:

- Sarah Tripp is our moderator


- Sarah Tripp is our moderator

- Submit questions on-line during discussions

using your console

- At points we will stop for moderated Q & A

Background

� Much is known about effective leadership development in formal training methods

� Classroom training remains the most popular delivery method for leadership development

� Executive coaching continually gains as a method to supplement or replace traditional training

� How executive coaching can be most impactful across


� How executive coaching can be most impactful across individually different coaches is still largely anecdotal

� Executive coaching as a technique can by very inconsistent

� This workshop focuses on sharing best practices and research to build executive coaching’s effectiveness

Coaching – Utilization Increasing*

� Top five growing areas and investment increases 2005 to 2006 were soft skills: Leadership Skills (40%), People Management Skills (35.7%), Job-Specific Skills (28.6%), Sales and Customer Service Skills (21.4%), and Technology Skills (21.4%)

� While most of the training budget dollars are focused on the formal training, other solutions that embed learning to build skills in relationships and day-to-day work are being deployed

More than half of the organizations projected increases in spending


� More than half of the organizations projected increases in spending on coaching and mentoring in 2006

*Corporate Executive Board, Learning and Development Roundtable Benchmarking Study, 2006.

Key Drivers of Executive Coaching’s Popularity

� Successfully deployed method to develop leadership

� Transparency of leadership and Board of Director oversight

� High executive failure rates reported (e.g., New hires and Promotes)

� Helps executives align their performance with the strategic objectives

� Extends and enhances the formal training investments


� Extends and enhances the formal training investments made by companies

� Focuses on the most critical skills (e.g., leadership, interpersonal, working with external stakeholders, managing major changes, etc.)

� Many consultants have created “coaching” services to help individual leaders

Coaching Defined

An on-going relationship which focuses on coachees taking action toward the realization of their visions, goals, or desires. Coaching uses a process of inquiry and personal discovery to build the coachee’s level of awareness and responsibility and provides the coachee with structure, support and feedback. The coaching


coachee with structure, support and feedback. The coaching process helps clients both define and achieve goals faster and with more ease than would be possible otherwise. (International Coaching Federation)

Coaching vs. Consulting

� Share similarities – steps similar, focus on leader behaviors, providing expertise, future-focused

� Coaching described as different:

- Individually (vs. project/system) focused

- No pre-determined goal at outset

- Coachee as client (not organization)

- Builds upon self-discovery


- Builds upon self-discovery

- Data tied to values/goals of coachee

- Driven by coach’s self-awareness and skills

- Relies on building an interpersonal and

helping relationship

Most Common Executive Coaching Applications in Organizations

� New leader assimilation

� Specific and Targeted Skill Development

� Highly Valued at Risk Executives

� High Potential Development

� Personal Development – Self-Development


� Personal Development – Self-Development

� Supplement to Formal Training Programs/Consulting Engagements

� Group Coaching

Best Practices Executive Coaching Methodology

•Getting executive

ready to be coached

•Setting expectations,

roles, goals, and

measures

• Linking to

• Multiple sources

& methods

• Use of 360

surveys,

assessments, &

interviews

•2-3 areas for

change

• SMART Goals

•Non-linear

development

•Share with key

•Planned

sessions

•Coaching

methods

•Observation

on the job

•Establish

advocates

•Transition to the

boss as coach

•Measure results

and set up next

•Identify and

select coaches

•Gathering

pertinent data

•HR securing

support and

Transition &Evaluation

Coaching &On-going

Evaluation

Development

Planning

Data

Collection& Feedback

LaunchingPre-Launch


leadership

initiatives

•Handling

confidentiality

•Aligning HR,

coachee,

and boss

•Assessing the

executive’s preferred

learning style

•Orienting the coach

•Direct

Observations

• Group/individual

feedback

•Fatal flaws

•Competencies X

Importance

• Coachability

stakeholders

•On-line to

track and

measure

•Seeking

feedback on

executive and

coach

•Create network

for development

•Teach self-

reflection skills

360 survey

•Renew the

development plan

support and

funding

•Determining

parameters of

the engagement

•Discussing with

prospective

coaches

Key Stakeholder Roles and Alignment

Coach HR

Boss


Coach HR

Coachee

Executive Coaching Impact Areas

External

Factors:

Family

Economic

Personal

Structure:

Span

Allocation

Clear

Direction:

Vision

Strategy

Goals

Executive’s

Socio-technical


Personal

Capabilities:

Skills

Traits

ExperiencesPeople &

Culture:

Benchstrength

Quality

Complementary

Supportive

Management

Process:

Information Flow

Accountability

Measurement

Socio-technical

Effectiveness

Improving Coaching’s Effectiveness

J. Zenger


J. Zenger

Executive Coaching Best Practices


Discussion

� What questions do you have to help share best practices?

� What signs do you look for to determine if you have a coachee that doesn’t want to change?

� What techniques have you found effective for providing extremely strong negative feedback to an executive?

� How do you qualify a coach to work with your company?

� What have you found to be particularly effective in


� What have you found to be particularly effective in establishing a helping relationship with coachees?

� How do you justify the use of coaching in your organization?

� What tools and techniques have you found that are particularly helpful in improving your coaching performance?

Wrap-Up

� Summary of key points

� Preparation for Session II:

- Completed the Extraordinary Coach 360

survey

- Feedback report to be emailed a couple of

days prior to the next session


days prior to the next session

- Email [email protected] if you did not

complete the survey

- Read the case and answer the questions

� Next Session is 2/15/07, 11:30 a.m. -1:00 p.m. EST

Coaching CaseIt is Monday morning, 9:30 a.m. and you just completed a brief phone call with the VP HR from Trilligene Pharmaceuticals. You had worked with the VP HR in her prior company as a coach for a few of the top executives. You hear the following scenario from the VP HR: Chris Jenkins, is the EVP of R&D for Trilligene Pharmaceuticals. Chris has been in this role for over three years and was quite a significant hire for Trilligene. The VP HR related that the hiring of Chris Jenkins three years ago had a lot of fanfare and attention from the Board of Directors, analysts, and industry leaders. Chris was recruited from a key

all of Trilligene’s key customers and investment analysts. Customers applaud the fact Chris is with Trilligene. The problem is that Chris is Dr. Jekyll with customers and the Board, and Mr. Hyde with peers and subordinates. On the people side of the business Chris has lost five key scientists over the past 12 months and the VP HR fears more key resignations. The VP HR relates the description of Chris’ leadership is always the same. The culture in R&D continues to deteriorate. Chris is perceived as arrogant, intimidating, closed-minded, challenging, overly controlling, and


leaders. Chris was recruited from a key competitor to help restore credibility with customers and investors after a string of poor product releases. Chris was a recruiting coup, bringing a tremendous industry reputation and track record of accomplishments to Trilligene. In fact, the VP HR confided that Chris’ hiring led to her eventual promotion. Since joining, Chris has consistently produced several block buster products in record times. Chris has restored the company’s credibility and reputation with

challenging, overly controlling, and lacking interpersonal skills. After many closed-door discussions about Chris between the VP HR and the CEO, the CEO strongly feels that Chris must stay with the business. If Chris were to leave, the results to the business would be dramatic. The CEO fears that Chris could go to a competitor which would make a departure even worse. The VP HR asked that you come in later that day to meet with her, the CEO, and Chris.

Coaching Case Discussion

1. What would you like to learn in the meetings with Chris and the CEO?

2. What will you do toward building a strong relationship with Chris?

3. What key coaching steps would you take in this situation?


situation?

4. How will you report the feedback to Chris so that Chris accepts it?

5. What metrics will you use to measure success?

Executive Coaching

Business

Transcript of Executive Coaching