Internal Leadership Coaching Best Practices

Internal Leadership Coaching Best Practices

Linda Linfield, M.A.

Director of Talent Assessment DecisionWise, Inc.

Charles Rogel, M.B.A.

Director of Business Development DecisionWise, Inc.

©2012. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com

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360-Degree Feedback

Employee Engagement

Leadership Coaching

Organization Change

Awareness | Action | Accountability

Clients

About DecisionWise


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Poll Question

What best describes your organization’s use of coaches?

1. We have yet to implement a coaching process.

2. We use internal leadership coaches.

3. We use external leadership coaches.

4. We use both internal and external leadership coaches.


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Types of Coaching

Leadership/Executive Coaching

Life Coaching

Career Coaching

Skills Coaching

Counseling


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Potential Leadership Coaches

Boss

HR professional (informal)

Internal coach (formal)

Peer coach/mentor

External coach


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The Difference Between…

Coaching

Meeting expectations

Leverage their initiative

Clear goals

Goal: Achieve higher performance

Mentoring

Superior performers

Leverage their expertise

Stretch assignments

Goal: Develop potential for succession/promotion

Achieve superior performance

Corrective Action

Poor performance

Directive Approach

Consequences

Goal: Meet expectations


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PERFORMANCE EXPERTISE

INTERPERSONAL DISPOSITION

Do they have a track record that proves

they can achieve the results for which

they will be accountable?

Will they engage others effectively and

with integrity to accomplish

organizational goals?

Do they have the cognitive ability,

knowledge, competency, and skill to

succeed in the role?

Will their personal attitudes,

characteristics, and style enhance their

effectiveness?

4 Leadership Domains


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Escalating Difficulty of Coaching Issues

Policy/Legal Violation

Job Skills

Habits

Knowledge

Performance Problem

Personal Appearance

Relationship issue

Attitude

Personal Characteristic

Values and Beliefs

EXPERTISE

PERFORMANCE

INTERPERSONAL

DISPOSITION


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Starting a Coaching Program

Select the right coach based on leader’s level in organization, relationship with coach, and presenting challenges.

Establish a long-term, process-oriented approach, not just specific meetings placed on a calendar.

Ensure that each internal coach has no more than 3 consistent participants at a time.

Garner senior leadership endorsement of coaching. Include in job description; allow adequate time to fulfill coaching responsibilities.

Establish clear relationship boundaries and contract these.


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Internal Coaching: Pros and Cons

Pros

More familiarity with

situation/climate

Less expensive

Long-term engagement

More flexibility

Cons

Confidentiality

Credibility

Politics

Lack of support

Lack of training/expertise

Lack of time/focus


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How to Gain Trust and Credibility

Understand leader’s world (observe him/her in their work setting before starting coaching)

Gather data from those who best know the individual (360, interviews, or other assessments)

Listen to ensure understanding before giving advice and recommendations

Use a validated coaching methodology

Ask for feedback

Support the individual outside of the coaching relationship

Maintain confidentiality – don’t “leak”


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Coaching Works When…

1. You create cognitive dissonance.

2. You work through the dissonance in an effective way.

3. You bridge the gap through adaptive processes rather than allowing ego defenses to take over.

Beliefs about who I am and

what I do.

Realities about who I am and what

I do.


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Common Coaching Issues

1. Frequently shows up for work late and/or leaves early. 2. Misses deadlines. 3. Makes too many errors in his/her work. 4. Is trying to develop a new skill. 5. Lacks focus on key priorities. 6. Does not allocate resources wisely. 7. Comes across as arrogant and insensitive. 8. Continually delivers superior quality products. 9. Appears aloof and detached from the team. 10. Is sharp and confrontational. 11. Wants to increase job responsibilities. 12. Appears bored or disengaged at work. 13. Resists change or fails to learn new ways. 14. Over-commits. 15. Blames others and avoids responsibility. 16. Spends too much time socializing. 17. Lacks the technical skills he/she needs to do the job. 18. Does not get along with some individuals. 19. Could be even better– has potential. 20. Micromanages others.

EXPERTISE

PERFORMANCE

INTERPERSONAL

DISPOSITION


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Measuring Coaching Progress

The person being coached responds positively to the feedback. He or she indicates a

willingness to be coached– both through actions

and words.

Reaction

Self- Awareness

Behavioral Change

Performance

He or she demonstrates an awareness of the

situation, and recognizes the

gaps between the desired state and the current state.

The person being coached changes

his/her behavior in a way that will

more closely align him/her with the

desired state.

The change in his or her

performance brings about the

desired state, and improves the state

of the organization.


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Steps to an Effective Coaching Process

AWARENESS ACTION ACCOUNTABILITY


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An Effective Coaching Process

8-step process for turning feedback into results:

1. 360 or other assessments

2. Debrief results

3. Develop Action Plan

4. Action Plan Review (2 weeks)

5. 30-day follow up

6. 60-day follow up

7. 6-month follow up

8. 1-year 360 repeat

360

30-day

60-day

90-day

6-month

9-month

12-month


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Linda Linfield

Director of Talent Assessment

[email protected]

Charles Rogel

Director of Business Development

[email protected]

1.800.830.8086

www.decision-wise.com

www.decision-wise.com/blog

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feedback. Learn how to coach others on

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This program has been approved for 12

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Internal Leadership Coaching Best Practices

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