Executive Coaching

Executive Executive Coaching Coaching

Health & Performance Solutions Health & Performance Solutions UniversityUniversity

Presented by Michelle Clos, LPC, CEAP, Presented by Michelle Clos, LPC, CEAP, ACCACC

October 9, 2008October 9, 2008

Executive Executive CoachingCoaching

Catalyst for Action and ChangeCatalyst for Action and Change

““There is no greater way for a leader to enhance his or her There is no greater way for a leader to enhance his or her effectiveness and development than through coaching. effectiveness and development than through coaching. Anyone can take classes and obtain a good degree of Anyone can take classes and obtain a good degree of knowledge, but a coach helps the person apply that knowledge, but a coach helps the person apply that knowledge to his or her unique situation.” knowledge to his or her unique situation.”

Robert Hicks, PhD, Director of executive and professional Robert Hicks, PhD, Director of executive and professional coaching UT Dallas School of Management. Source: Smart coaching UT Dallas School of Management. Source: Smart Business Dallas, January 2007.Business Dallas, January 2007.

ObjectivesObjectives Define Executive CoachingDefine Executive Coaching Review Four Key Components of Executive Review Four Key Components of Executive

CoachingCoaching Identify Skills Set of a Successful Identify Skills Set of a Successful

Executive CoachExecutive Coach Differentiate Between Coaching, Differentiate Between Coaching,

Counseling, Consulting and MentoringCounseling, Consulting and Mentoring Give Examples of Coaching EngagementsGive Examples of Coaching Engagements Review How to Maximize Returns for Review How to Maximize Returns for

Executive CoachingExecutive Coaching List Resources for Additional Information List Resources for Additional Information

Definition:Definition: Formal engagement - coach works with an organizational Formal engagement - coach works with an organizational

leader in a series of dynamic, confidential sessions leader in a series of dynamic, confidential sessions designed to establish and achieve clear goals that will designed to establish and achieve clear goals that will result in improved business effectiveness, both for the result in improved business effectiveness, both for the individual and the organizationindividual and the organization

Organization, an executive, and the executive coach work Organization, an executive, and the executive coach work in partnership to achieve maximum impactin partnership to achieve maximum impact

Primary focus is on organizational performance or Primary focus is on organizational performance or development, but may also have a personal component as development, but may also have a personal component as wellwell

Results produced from the relationship are observable Results produced from the relationship are observable and measurable, and are in line with the performance and measurable, and are in line with the performance requirements the organization has for the person being requirements the organization has for the person being coachedcoached

Experiential and individualized leader development Experiential and individualized leader development process that builds a leader’s capability to achieve short-process that builds a leader’s capability to achieve short-and longer-term organizational goalsand longer-term organizational goals

Be Cautious When Selecting Be Cautious When Selecting an Executive Coachan Executive Coach

Many individuals calling themselves coaches Many individuals calling themselves coaches International Coach Federation - resource International Coach Federation - resource

for locating credentialed executive coachfor locating credentialed executive coach Leading global organization dedicated to Leading global organization dedicated to

advancing coaching profession by setting high advancing coaching profession by setting high standards, providing independent certification, standards, providing independent certification, and building worldwide network of credentialed and building worldwide network of credentialed coachescoaches

Developed and promotes an industry wide Code Developed and promotes an industry wide Code of Professional Standards and Ethics that all of Professional Standards and Ethics that all members pledge to upholdmembers pledge to uphold

Developed first universally accepted Developed first universally accepted accreditation process which preserves the accreditation process which preserves the integrity of coaching through standardized integrity of coaching through standardized credentialscredentials

Key Components of Executive Key Components of Executive CoachingCoaching

~ Effective Executive Coach~~ Effective Executive Coach~

Needs to be able to think in business terms Needs to be able to think in business terms and understand how organizations workand understand how organizations work

Understand the behavioral change process, Understand the behavioral change process, adult learning, change management and adult learning, change management and leadership development leadership development

Have technical skills, such as executive Have technical skills, such as executive development, organizational development, development, organizational development, team buildingteam building

Be familiar with the options and techniques Be familiar with the options and techniques of several coaching models, tools, and of several coaching models, tools, and approaches and apply them according to the approaches and apply them according to the needs of the client and organizationneeds of the client and organization


~ Effective Executive Coach~~ Effective Executive Coach~ Well-grounded with solid experience dealing Well-grounded with solid experience dealing

with senior-level people and understanding with senior-level people and understanding their lifestylestheir lifestyles

Possess a strong level of confidence for dealing with Possess a strong level of confidence for dealing with successful people who are very confidentsuccessful people who are very confident

Be politically savvyBe politically savvy Maintains confidentialityMaintains confidentiality Fosters independence and analytical thinkingFosters independence and analytical thinking

Do not need to be expert in the client’s Do not need to be expert in the client’s businessbusiness

But need to know enough to make a But need to know enough to make a contribution to the conversationcontribution to the conversation


~ Executive Buy In~~ Executive Buy In~

Life long learners who value personal Life long learners who value personal and professional developmentand professional development

Possess self awareness regarding their Possess self awareness regarding their strengths and weaknesses and are strengths and weaknesses and are interested in learning about theminterested in learning about them

Have a strong self identity and are not Have a strong self identity and are not threatened by feedbackthreatened by feedback

View coaching as an investment rather View coaching as an investment rather than an expensethan an expense


~ Organizational Buy In~~ Organizational Buy In~ What is the organization trying to accomplish?What is the organization trying to accomplish? Why should this executive receive coaching? Why should this executive receive coaching? What two or three goals should be set for executive What two or three goals should be set for executive

improvement? improvement? What does the individual want? What does the individual want? How is this organization using coaching to improve their How is this organization using coaching to improve their

success? success? Is the coach a trusted advisor?Is the coach a trusted advisor? How much time will be committed to the process? How much time will be committed to the process? What measurements will confirm executive improvement? What measurements will confirm executive improvement? Is the organization open to feedback concerning other Is the organization open to feedback concerning other

factors that might be contributing to the executive’s factors that might be contributing to the executive’s dysfunction? dysfunction?

What information will be shared with the coach? What information will be shared with the coach? Will the organization honor the confidentiality of the Will the organization honor the confidentiality of the

process? VERY IMPORTANT!process? VERY IMPORTANT!


~ Comprehensive Coaching ~ Comprehensive Coaching Plan~Plan~

Written Coaching AgreementWritten Coaching Agreement Assure anonymity for executive and other contributors Assure anonymity for executive and other contributors

of informationof information Have an escape clauseHave an escape clause Should specify what information will and will not be Should specify what information will and will not be

released, to whom, and howreleased, to whom, and how Spells out initial goals, a timeline, fees, roles and Spells out initial goals, a timeline, fees, roles and

responsibilities for coach and clientresponsibilities for coach and client Well defined and put in measurable terms defined by Well defined and put in measurable terms defined by

the client and/or organizationthe client and/or organization List what measurements will be used to assess the List what measurements will be used to assess the

executive’s improvementexecutive’s improvement Determine under what circumstances the contract Determine under what circumstances the contract

would be amendedwould be amended

Different than Different than ConsultingConsulting

Do not give advice on specific technical Do not give advice on specific technical aspects of a businessaspects of a business

Not designed to deal with poor Not designed to deal with poor performersperformers

Management consultants fix the problem, Management consultants fix the problem, often offering a defined solution to the often offering a defined solution to the problem. problem.

Essential in coaching that the client Essential in coaching that the client makes the decision and designs the plan makes the decision and designs the plan regarding the best way to move forwardregarding the best way to move forward

Different than Different than CounselingCounseling

Skill overlap between counseling and coaching: Skill overlap between counseling and coaching: active listening, ability to build trusting active listening, ability to build trusting relationships, expert communication skills relationships, expert communication skills

Coaching focuses on the present and futureCoaching focuses on the present and future Counseling focuses on past and the presentCounseling focuses on past and the present Coaching is action oriented with the client Coaching is action oriented with the client

making the decision regarding how to best move making the decision regarding how to best move forwardforward

Counseling is often assessment and Counseling is often assessment and diagnostically driven, counselor designs a diagnostically driven, counselor designs a treatment plan to address the client’s needstreatment plan to address the client’s needs

Most ImportantMost Important: professional coaching is : professional coaching is aimed at skills development, performance aimed at skills development, performance enhancement and personal development with enhancement and personal development with non-clinical populationsnon-clinical populations

Different than MentoringDifferent than Mentoring

Communication relationship between a Communication relationship between a senior organizational member (the mentor) senior organizational member (the mentor) and a more junior organizational member and a more junior organizational member (the protégé or mentee)(the protégé or mentee)

Mentoring offers advising, coaching and Mentoring offers advising, coaching and counseling to the mentee to enhance career counseling to the mentee to enhance career development and success for the protégédevelopment and success for the protégé

Executive coaching is a relationship Executive coaching is a relationship between equalsbetween equals

Coaches do not give adviceCoaches do not give advice

Executive Coaching Executive Coaching EngagementsEngagements~Structure~~Structure~

Structure of the Coaching SessionStructure of the Coaching Session Identify the agenda and what outcomes the coachee is Identify the agenda and what outcomes the coachee is

seekingseeking Explore possibilities, resources, and potential action Explore possibilities, resources, and potential action

plansplans Client identifies action stepsClient identifies action steps Review potential barriers and remove themReview potential barriers and remove them End session with a recap of action plan: what will be End session with a recap of action plan: what will be

done, by when, and by whom…set next meeting timedone, by when, and by whom…set next meeting time Structure of Coaching EngagementStructure of Coaching Engagement

Should be designed to meet the issues, the schedule and Should be designed to meet the issues, the schedule and the cultural needs of the client.the cultural needs of the client.

Face to face at worksite or off worksite (49%)Face to face at worksite or off worksite (49%) Via telephone (40%)Via telephone (40%) Email (10%) Email (10%) Videoconference (1%)Videoconference (1%)

Executive Coaching Executive Coaching EngagementsEngagements

~Leadership Development ~Leadership Development Tool~Tool~

78% of the 472 top business and human capital leaders 78% of the 472 top business and human capital leaders surveyed for the study said they viewed coaching as a surveyed for the study said they viewed coaching as a credible, effective way to improve a company’s credible, effective way to improve a company’s performanceperformance

ROI ranged from 100 – 500 %. Factors were executive ROI ranged from 100 – 500 %. Factors were executive output, quality improvements, cost savings, and senior output, quality improvements, cost savings, and senior leader turnover. leader turnover.

Other benefits: developing ‘high potential’ mid-level Other benefits: developing ‘high potential’ mid-level managers for succession planning, and raising capable managers for succession planning, and raising capable executives to more optimal levels.executives to more optimal levels.

Qualitative benefits: high achievement of development Qualitative benefits: high achievement of development objectives, positive assessment from the coach and the objectives, positive assessment from the coach and the coached individual’s ability to take on new taskscoached individual’s ability to take on new tasks


~Assist with Cultural ~Assist with Cultural Transition~Transition~ Coaches who are working in cross-cultural Coaches who are working in cross-cultural

environments must be grounded in the different types environments must be grounded in the different types of communication patterns in order to provide effective of communication patterns in order to provide effective coaching.coaching.

Requires a thorough understanding of what culture is Requires a thorough understanding of what culture is and how it impacts the employees and how it impacts the employees

Relation to hierarchy, protocols of formality and Relation to hierarchy, protocols of formality and communication patternscommunication patterns

Important to understand the importance of Ethnorelative approach – Important to understand the importance of Ethnorelative approach – looking at cultural differences as inevitable and acknowledging that looking at cultural differences as inevitable and acknowledging that one’s worldview is not that of others and that rather than being one’s worldview is not that of others and that rather than being threatened by differences, one is curious and eager to learn about threatened by differences, one is curious and eager to learn about them. them.

Differences treated with respectDifferences treated with respect Coach there to support coaches learning and understanding of other Coach there to support coaches learning and understanding of other

values, encouraging flexibility, appreciation for differences with values, encouraging flexibility, appreciation for differences with respect to how they impact the communication in the workplace.respect to how they impact the communication in the workplace.


~Organizational ~Organizational Development~Development~

Creating a coaching cultureCreating a coaching culture Human Resource and Organizational leaders Human Resource and Organizational leaders

must both be committed to achievingmust both be committed to achieving Managers as coaches Managers as coaches

An additional management tool not a An additional management tool not a replacement of manager’s current replacement of manager’s current management stylemanagement style

Requires managers to have powerful Requires managers to have powerful questions, NOT all the answersquestions, NOT all the answers

Requires managers to be interested in the Requires managers to be interested in the employee, not to have a PhD in psychologyemployee, not to have a PhD in psychology

Maximizing Returns on Professional Executive

Coaching

Identify Best Fit CoachesIdentify Best Fit Coaches Focus Coaching on Business NeedsFocus Coaching on Business Needs Optimize Executive Coach MatchingOptimize Executive Coach Matching Leveraging Senior Management Leveraging Senior Management

ParticipationParticipation Managing Coaches to Performance Managing Coaches to Performance

StandardsStandards

Maximizing Returns on Professional Executive Coaching

I. Identifying “Best Fit” Coaches

1. Has your organization developed a set of standardized criteria for screening and selecting professional coaches?

2. Does your organization incorporate business as well as individual considerations in the recruitment of professional coaches?

3. Does your organization recruit professional coaches with a particular view to bringing to the organization the full complement of skills and experiences that executives typically require?

4. Does your organization rigorously interview each professional coach, either on an individual basis or in a group, before approving the coach to work with executives in the organization?

5. Does your organization contract with each professional coach at the corporate level around service-level expectations and the terms and conditions of employment?

Corporate Leadership Council May 2003 Reprinted with permission


II. Focusing Coaching on Business Needs

6. Does your organization prioritize professional coaching for key contributors, such as senior executives leading a critical business initiative?

7. Does your organization consider an executive’s likely ability to execute or over-execute against business goals when allocating professional coaching resources as development opportunities?

8. Does your organization mandate a clear linkage between business goals and the developmental goals pursued through a professional coaching engagement?



III. Optimizing Executive–Coach Matching

9. Has your organization identified clear criteria and decision rules for matching professional coaches to executives?

10.Does your organization consider experience, expertise, and relationship factors when matching professional coaches to executives?

11.Does your organization monitor the effectiveness of a executive–coach match throughout the coaching engagement and over time?

12.Does your organization offer guidance for executives on appropriate courses of action if the coaching engagement derails owing to interpersonal dynamics?

13.Will your organization be aware and able to intervene proactively if coaching engagements derail owing to interpersonal dynamics?



IV. Leveraging Senior Manager Participation

14.Does your organization position the direct manager or the business as the ultimate customer of a coaching engagement?

15.Does your organization mandate that a coached executive’s manager approves of professional coaching as an appropriate development interaction before coaching is initiated?

16.Does your organization encourage manager involvement in the creation of a “coaching action plan”?

17.Does your organization encourage regular, three-way progress checks between the executive, the coach, and the direct manager?

18.Does your organization provide additional support to coached executives, e.g., through mentors or other senior staff, to ensure that on-the-job development needs identified through the coaching engagement can be properly addressed?



V. Managing Coaches to Performance Standards

19.Has your organization developed an overarching performance standard to which each professional coach must adhere, for example, a timeline of deliverables and outputs across the engagement?

20.Does your organization manage the professional coaches that it employs as a coherent group, e.g., by appointing a manager for the group and bringing the group together for regular meetings?

21.Does your organization leverage the collective knowledge of the professional coaches who work with your senior executives to better assess organization-wide development needs and other trends?



Number ofNumber of

“ “Yes” ResponsesYes” ResponsesLikelihood of Maximum Likelihood of Maximum Returns on Professional Returns on Professional Executive CoachingExecutive Coaching

19 to 2119 to 21 ExcellentExcellent

16 to 1816 to 18 GoodGood

12 to 1512 to 15 Fair: significant improvement Fair: significant improvement neededneeded

0 to 110 to 11 Low: immediate attention, Low: immediate attention, possibly reengineering of possibly reengineering of strategy requiredstrategy required

SCORING SYSTEM

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Bungay-Stanier, Michael, OD Practioner, Journal of the Organization Development Bungay-Stanier, Michael, OD Practioner, Journal of the Organization Development Network, Volume 40, No.3 Summer 2008.Network, Volume 40, No.3 Summer 2008.

Beets, Lisa Murton. (Jan. 2007). Executive Coaching: How to move toward your goals Beets, Lisa Murton. (Jan. 2007). Executive Coaching: How to move toward your goals more effectively. Smart Business Dallas.more effectively. Smart Business Dallas.

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The Executive Coaching Forum (Third Edition, 2004). The Executive The Executive Coaching Forum (Third Edition, 2004). The Executive Coaching Handbook. Coaching Handbook. www.theexecutivecoachingforum.cumwww.theexecutivecoachingforum.cum

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Perspective Perspective Miller, Patricia A., Society for Human Resource Management Online Organizational Miller, Patricia A., Society for Human Resource Management Online Organizational

and Employee Development Focus Area, August, 2008. Q & A: Organizational and and Employee Development Focus Area, August, 2008. Q & A: Organizational and Employee Development.Employee Development.

National Post, Wednesday, April 4, 2007, ‘The Second-Fastest Growing Profession” National Post, Wednesday, April 4, 2007, ‘The Second-Fastest Growing Profession” Ray WilliamsRay Williams

Noe (1988, p. 458) as cited in S. Aryee Noe (1988, p. 458) as cited in S. Aryee et alet al. "The Motivation to Mentor…" . "The Motivation to Mentor…" Group & Group & Organization Management Organization Management (September 1996): 261.(September 1996): 261.

SHRM Online’s Organizational and Employee Development Focus Area, August 2008SHRM Online’s Organizational and Employee Development Focus Area, August 2008 2008 Sherpa Coaching, Cincinnati, OH USA2008 Sherpa Coaching, Cincinnati, OH USA Smith, Dr. Lee and Sandstrom, Dr. Jeannine. White Paper, Executive Coaching Smith, Dr. Lee and Sandstrom, Dr. Jeannine. White Paper, Executive Coaching

Summit 1Summit 1 Wolfinger, Peter, Wolfinger, Peter, Organizational and Employee DevelopmentOrganizational and Employee Development, SHRM, September , SHRM, September

2008.2008.

Executive Coaching

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