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Executive Coaching A Case Study

Executive Coaching A Case Study. Chicago Industrial/Organizational Psychologists October 31, 2003 John F. Blattner, Ph. D. Connect. Clarify. Commit. Coaching Model. Highest Function. Connect. Clarify. Commit. Coaching Model. Effective Coaching Outcomes. Awareness Purpose

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Executive Coaching A Case Study

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  1. Executive CoachingA Case Study Chicago Industrial/Organizational Psychologists October 31, 2003 John F. Blattner, Ph. D.

  2. Connect Clarify Commit Coaching Model

  3. HighestFunction Connect Clarify Commit Coaching Model

  4. Effective Coaching Outcomes • Awareness • Purpose • Competence • Well-Being

  5. These outcomes are critical to creating higher functioning people that have adaptability, vitality, passion and the willingness to go the extra mile. Mike Jay

  6. Take Action Generate Alternative Ideas Review Plan Make a Plan Identify Situations

  7. Skills and Abilities • Listening • Observing • Discerning • Modeling • Delivering

  8. Process of Coaching • Feedback • Questions • Statements • Challenges • Ideas

  9. Case Study

  10. Background Terry was President of a business unit for a global organization headquartered in Asia a colleague referred him. Terry at that time was experiencing considerable anxiety and tension. Our initial session was spent in establishing contact and discussing the parameters of coaching. He indicated he had an interest in pursuing a career change and improving his personal life.

  11. Goals What brings you to coaching? • Lack of fulfillment in current position • High anxiety - mild depression • Unable to enjoy time away from work. What do you want? • Improved level of gratification • More freedom • Product, Service, A company, I can be excited about.

  12. Goals Three-Month Goals • Clarify work possibilities • Increase my courage and confidence • Explore “balance” • Examine my financial tendencies • To feel better - mentally, physically.

  13. Goals Six to Twelve Months Goals • New job • Increased energy level • Ability to sleep • Have more fun.

  14. Skills to Work On • Leading others • Delegating • “Balance” • Celebrating • Discovering my purpose • Having courage.

  15. Assessment Disc Scores Natural Adapted Dominance ( D ) 21 34 Influencing ( I ) 84 71 Steadiness ( S ) 84 65 Compliance ( C ) 52 65

  16. Descriptors Extraverted Introverted DominanceInfluencingSteadinessCompliance Demanding Effusive Phlegmatic Evasive Egocentric Inspiring Relaxed Worrisome Resistantto Change Careful Driving MagneticNondemonstrative Dependent Ambitious Political Cautious Pioneering EnthusiasticPassive Conventional Strong-willed Demonstrative Exacting Forceful PersuasivePatient Neat Determined Warm Aggressive ConvincingPossessive Systematic Competitive Polished Diplomatic Decisive PoisedPredictable Accurate Venturesome OptimisticConsistent Tactful Deliberate Inquisitive TrustingSteady Open-Minded Responsible SociableStableBalanced Judgment Conservative Reflective Mobile Firm Calculating Factual Active Independent Cooperative Calculating Restless Self-Willed Hesitant Skeptical Alert Stubborn Low-Keyed Variety-Oriented Unsure Logical Demonstrative Obstinate Undemanding Undemonstrative Cautious Suspicious Impatient Opinionated Matter-of -Fact Pressure-Oriented Unsystematic Mild Incisive Eager Self-Righteous Agreeable Flexible Uninhibited Modest Pessimistic Impulsive Arbitrary Peaceful Moody Impetuous Unbending Unobtrusive Critical Hypertense Careless with Details

  17. Areas for Improvement • Be so enthusiastic that he can be seen superficial • Make decisions based on surface analysis • Trust people indiscriminately if positively reinforced by those people • Be unrealistic in appraising people--especially if the person is a “friend” • Be optimistic regarding possible results of his projects or the potential of his people • Be too verbal in expressing criticism • Overestimate his ability to motivate people or change others’ behavior.

  18. Initial Phase • Completely and totally frustrated in his current position as Business Unit President. • He was getting virtually no satisfaction on the job. In the past he would compensate by expending more time and energy at work. This was no longer working for him. • Sunday nights were normally without sleep. Terry during the Initial 1st Phase

  19. Initial Phase (continued) • If he would leave his current position, or worse, be fired, he was worried about failing in a new position and what others would think of him. • He couldn’t really remember the last time he just went out and had fun with friends. Vacations were not fun either with much of time spent thinking about returning to work and the dread that accompanied it. • He was miserable in his occupation, and although tired and frustrated, he had a resolve to understand why and the determination to make changes. Terry during the Initial 1st Phase

  20. Middle Phase • Terry was re-energized as he readied to start a new job with a new company. • He as immediately faced with his first staff meeting and planned to prepare a detailed presentation for his new staff on his background, management style, goals and objectives Terry during the Middle 2nd Phase

  21. Middle Phase (continued) • The deep technical nature of the new product line was extremely difficult for Terry to grasp. He planned to devote evenings and weekends to study. • Self doubt began creeping back into Terry’s mind as he felt overwhelmed by the new technology, some problem staff members and fear over what superiors, peers and subordinates were thinking about him. Terry during the Middle 2nd Phase

  22. Final Phase • The highly technical nature of the product line combined with the engineering personnel he regularly encountered at customers continued to cause Terry anxiety although less than 6-12 months earlier. • It became clear he would have to fire 2 staff members and this was causing some anxiety. • Terry was having fun again in his personal life spending evenings and weekends with friends and family. He wrestled with the fact that if he devoted more personal time to studying the products and sales strategies that maybe he would have less anxiety at work. Terry during the Final Phases

  23. Terry’s Perspective “Having a coach provided me with an unbiased third party to discuss difficult career and work related issues. Furthermore, as the trust and relationship was built over time, I was at ease discussing my work related fears, problems and possible resolutions that I would otherwise been unable to explore and with friends, colleagues or family members. Over time, I often felt I had a private business tutor giving me a significant edge over my contemporaries.

  24. Terry’s Perspective In our coaching sessions, I was given a much broader perspective on the possibilities that are available to me in my professional and personal life. I knew for a long time I was miscast in my earlier career and struggled with how to understand and change it. By focusing on my strengths and the limitless opportunities available, raising my courage and self-esteem to affect positive change became reality.

  25. Terry’s Perspective I specifically struggled with fear and anxiety in certain aspects of my professional life. By continually visiting this issue during the coaching sessions I am now much more satisfied with doing my best and accepting the outcome verses doing my best and worrying if it’s good enough.

  26. Terry’s Perspective My personal life is now much more satisfying as I have energy left over to enjoy it. I’ve learned that energy drain is not synonymous with being responsible for a job or task. I’ve learned how to recognize energy drain and avoid it while getting the job done to a high standard. And if that’s not good enough . . . Tough Sh*t!”

  27. Coaching Bibliography Frisch, M. (2001). The Emerging Role of the Internal Coach. Consulting Psychology Journal, Vol. 53, No. 4, 240-250. Goleman, D. (1998). What Makes a Leader? Harvard Business Review. Nov-Dec, 93-102. Kaplan, R.E. (1999). Internalizing Strengths: An overlooked way of overcoming weaknesses in managers. Greensboro, NC: Center for Creative Leadership. Kampa-Kokesch, S. & Anderson, M. (2001). Executive Coaching: A Comprehensive Review of the Literature. Consulting Psychology Journal, Vol. 53, No. 4, 205-228. Landsberg, M. (1977). The Tao of Coaching. Santa Monica, CA: McKinsey & Company, Inc. Lombardo, M. & Eichinger, R. (1996). For Your Improvement: A Development and Coaching Guide. Minneapolis, MN: Lominger Limited, Inc. Perterson, D., & Hicks, M. (1996). Leader As Coach. Minneapolis, MN: Personnel Decisions, Intl. Saporito, T. (1996). Business-Linked Executive Development: Coaching Senior Executives. Consulting Psychology Journal, Vol. 48, No. 2, 96-103. Schein, E. (1999). Process Consultation Revisited. Addison-Wesley Publishing Companuy. Senge, P. (1990). The Leader’s New Work.Sloan Management Review, Vol. 32, No. 1, 7-21. On-Line Course: Coaching for Results. Harvard Business Review, 2002. Contact 800-795-5200 for domestic participants or 617-783-7878 for international participants.

  28. John F. Blattner, Ph. D.1000 Maple Ave.Downers Grove, IL 60515630-968-5950(Fax) 630-968-1933

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