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How to make executive coaching work for the leaders in your company

How to make executive coaching work for the leaders in your company. Jackie A. Vice-Black, Ph.D. Windsor Consulting Group, Inc. and Coaching Partners, Inc. 610-361-7950. What makes a good company Great in Fortune’s Admired Companies?.

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How to make executive coaching work for the leaders in your company

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  1. How to make executive coaching work for the leaders in your company Jackie A. Vice-Black, Ph.D. Windsor Consulting Group, Inc. and Coaching Partners, Inc. 610-361-7950 c.Jackie A. Vice-Black, Ph.D. 610-361-7950

  2. What makes a good company Great in Fortune’s Admired Companies? • Best predictor of overall excellence: ability to attract, motivate, develop, and retain talented people. • Key priorities: teamwork, making staff feel valued, and providing opportunities for ongoing development and coaching. • In average companies, top priorities: minimizing risk, respecting the chain of command, supporting the boss, and making budget.  US/European study – Fortunes most admired companies c.Jackie A. Vice-Black, Ph.D. 610-361-7950

  3. Coaching: Value Proposition Coaching is a key enabler for equipping all leaders with a greater capacity to: • effectively implement change, • achieve extraordinary results, and • acclerate a high-performance culture c.Jackie A. Vice-Black, Ph.D. 610-361-7950

  4. « 82% of organizations surveyed say their main reason for implementing coaching programs is to improve individual performance, moving the barometer from good or effective to Great  » Chief Learning Office Magazine Feb. 2006 c.Jackie A. Vice-Black, Ph.D. 610-361-7950

  5. Questions for Discussion • What exactly is executive coaching • How might a leader in my company benefit from executive coaching • What does the coaching process look like • To whom should we offer executive coaching • How do we match a coach with a coachee • How can we determine a return on our investment in coaching c.Jackie A. Vice-Black, Ph.D. 610-361-7950

  6. What is executive coaching Customized development designed to: • Help strong performers become true stand-outs • Prepare the newly promoted for changed role • Position high potential managers for future promotions • Increase effectiveness by building on strengths • Develop critical skills and self awareness c.Jackie A. Vice-Black, Ph.D. 610-361-7950

  7. How Executive Coaching Differs from Traditional Training • Alliance of equals to facilitate growth, self-awareness, and achievement of development goals • Coaches ask questions, spark ideas, generate insights, shift thinking, challenge behaviors to manage and lead more effectively • Focuses on behavior, style, and impact on others • Increases emotional intelligence, social dexterity, and leadership resilence c.Jackie A. Vice-Black, Ph.D. 610-361-7950

  8. Remedial Isolated mystery Non-structured, non-measured Take the order Set up for success Organizational partnership Disciplined approach, timeframes, outcomes Ensure the best solution Coaching’s Journey c.Jackie A. Vice-Black, Ph.D. 610-361-7950

  9. If you wereselecting a coach. . . • What would you want from your coach? • How would you decide with whom you would want to work? c.Jackie A. Vice-Black, Ph.D. 610-361-7950

  10. Key Attributes of good coaches 1.What a coach does – the actual behavior 2. Principles or beliefs a coach operates from- view of self as a coach, view of coachee and the coaching process. 3. What a coach is able to do – the skills and knowledge. From the outside, a great coach is able to make the process of coaching look almost effortless, like an easy, natural conversation. c.Jackie A. Vice-Black, Ph.D. 610-361-7950

  11. How many of us deliver completely honest feedback regularly? How many of us provide advice based on what has worked for usin the past? How many of us try to talk people out of their feelings at times because we wouldn’t feel those? When you have a role in someone’s future and their compensation, do you really have an equal partnership? c.Jackie A. Vice-Black, Ph.D. 610-361-7950

  12. Coaching Practices Ask not Tell – Guide conversation with questions and listen Reframe – Encourage different perspectives Feedback – Say things no one else is willing to mention Moments of Truth – Provide observations of behaviors Create Partnerships – Assist in building beneficial relations Explore & Discover – Experiment and learn Be open minded, objective and non-judgmental c.Jackie A. Vice-Black, Ph.D. 610-361-7950

  13. Building Blocks for Successful Coaching Relationships Results Goals & Action Plans Vision of the Future Powerful Conversations, Purposeful Listening, Multiple Domains Authenticity Curosity, Inquiry, Accountability, Trust, Contracting, Commitment, Collaboration c.Jackie A. Vice-Black, Ph.D. 610-361-7950

  14. Executive Coaching Model • Chemistry/ philosophy meeting • Contracting and alignment meeting • Assessment and goal setting phase • Determining measures of success • Creating development action plan • Implementing the plan • Broadening the coaching to other aspects • Evaluate progress and next steps • Wrap up and assess success c.Jackie A. Vice-Black, Ph.D. 610-361-7950

  15. Three aspects of behavior shifts to reframe a leader’s behavior c.Jackie A. Vice-Black, Ph.D. 610-361-7950

  16. Challenges • What challenges do leaders face that a coach could help them deal with in order to improve their effectiveness? c.Jackie A. Vice-Black, Ph.D. 610-361-7950

  17. Coaching Framework Goal Desired Outcome Capability skills/knowledge/ attributes to do current /future role Career/Personal development What are the clients’ future goals / aims ambitions? Will Commitment Reality Current Perspective You Team Performance How well the client is performing/their reputation/feedback Relationships How the client fits in / gets along with others/teamwork/how they are perceived Organisation Options Alternatives c.Jackie A. Vice-Black, Ph.D. 610-361-7950

  18. What’s involved in bringing coaching into the organization • Sponsorship by senior leadership • Careful selection of coachings • Consideration of the range of services to offer executives and managers • Appropriate matching of coaches and coachees • Measuring Success c.Jackie A. Vice-Black, Ph.D. 610-361-7950

  19. Preparing Executives for Coaching • Answer: A LOT!!! Question: What is the responsibility of the organization in determining the readiness of the executive to be coached? • Answer: IT DOESN’T WORK!!! Question: What happens when organizations do not take the time up front to discuss the real expectations for results expected from coaching? c.Jackie A. Vice-Black, Ph.D. 610-361-7950

  20. Increase Organizational Accountability • Ensure manager delivers feedback about changes needed • Provide a choice of coaches • Clarify rules of engagement and confidentiality • Ensure quality of coaches and contracting • Communicate investment value of targeted coaching vs general executive education c.Jackie A. Vice-Black, Ph.D. 610-361-7950

  21. Coachee Accountability • Commit to discomfort of receiving feedback and learning • Interview coaches and choose one in whom I can trust enough to talk candidly • Commit to time, process, and practicing • Let people in the organization know what I am working on and actively solicit feedback on what is improving • Have an honest desire to improve for my self , not just because someone else thinks I should c.Jackie A. Vice-Black, Ph.D. 610-361-7950

  22. Who is worth investing in? • Candidate Readiness: willingness to engage in the process • Manager Capability: willingness and availability to assist in the process • Importance of the position: critical role • Timing: appropriateness given time in role or future potential • Future potential: potential for advancement c.Jackie A. Vice-Black, Ph.D. 610-361-7950

  23. Results • What kinds of tangible results would you want to see from coaching? • Whatwould be the value of those results to your business? c.Jackie A. Vice-Black, Ph.D. 610-361-7950

  24. Sample Results from Surveys • I have accelerated results in important areas 97.5% • I am better equipped to effect change 97.5% • I have learned life skills that enhance my general performance 95% • I have an increased level of motivation 94% • I am more productive in my work 93.5% • I am now a more effective leader 91.5% • I have identified my core strengths and how to leverage them 89% • I have learned how to identify, create and achieve more meaningful goals 85% • I am inspired to act on important issues 83.5% c.Jackie A. Vice-Black, Ph.D. 610-361-7950

  25. Center for Creative Leadership Data Jan 2007 93% of 350 leaders surveyed indicated that the challenges they face today are more complex than 5 years ago Many do not feel prepared to handle these complex challenges . . . . .What are you doing to prepare yourself and your managers for these challenges?? c.Jackie A. Vice-Black, Ph.D. 610-361-7950

  26. Questions, comments, reactions? • Thanks for coming! c.Jackie A. Vice-Black, Ph.D. 610-361-7950

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