Building a Coaching Practice LL 548

1. Week 6 Dr. Sheila Boysen-Rotelli Building a Coaching PracticeLL 548

2. Setting the Foundation 1. MEETING ETHICAL GUIDELINES AND PROFESSIONAL STANDARDS 2. ESTABLISHING THE COACHING AGREEMENT

3. Co-Creating the Relationship 3. ESTABLISHING TRUST AND INTIMACY WITH THE CLIENT 4. COACHING PRESENCE

4. Communicating Effectively 5. ACTIVE LISTENING 6. POWERFUL QUESTIONING 7. DIRECT COMMUNICATION

5. Facilitating Learning and Results 8. CREATING AWARENESS 9. DESIGNING ACTIONS 10. PLANNING AND GOAL SETTING 11. MANAGING PROGRESS AND ACCOUNTABILITY

6. The Coaches andCoaching Capabilities In this class we will cover the following: • Organizational coaching assumptions • Internal and External Coaching Defined with Competencies • The Human Resource Connection

7. Organizational Capabilities Solid Mindset About Coaching in the Organization: • Coaching is for both the person and the organization. • It has to benefit both the individual as well as the organization. • The initiative has to pay its way. • Coaching sessions must be confidential. • Dedicated coaches don’t get sidetracked by other business roles. • Participation should bring neither guilt nor shame. • Coacheesare expected to improve their performance. • Coaching should not be “medicalized”. • The coachee should be free to disagree and/or terminate the coaching.

8. Distribution of Internal and External Coaches • International Coach Federation Survey (2009) of both credentialed and non-credentialed coaches revealed this distribution: Total Coaches Surveyed: 1,587 Internal Coaches: 166 External Coaches: 1,421 What does this say to us?

9. The Coaches • Importance of knowing when to use internal coaches and when to use external coaches. • Who are the internal coaches? • Can be HR professionals • Managers and leaders as coaches • Trained professional internal coaches • Who are the external coaches? • Executive Coaches trained to coach leadership • Coaches trained to coach performance development • All coaches should utilize the competencies designed for their grouping and share with coachees the basic coaching approaches, especially inside a true coaching culture.

10. Advantages/Disadvantages of Internal Coach Advantages • Has understanding of the culture. • Less expensive • Coaching more targeted and further down organization • Supports the learning organization • Develops skills to benefit organization • Models the coach approach to managers • Observes coachee in daily activities • Can do in-the-moment coaching Disadvantages • May lack objectivity regarding outside influences • Often have other roles and are busy • Coach and coachee may know each other with preconceived ideas • Maintaining confidentiality may be difficult— • Difficult to trust someone with your weaknesses in the organization • May have lack of commitment since there is no literal costs for missing appointments.

11. Advantages/Disadvantages of External Coach Advantages • Trust and confidentiality in place • Experience with multiple orgs • More objective and unbiased view • Clear role definition with no additional responsibilities • No preconceived ideas • Coacheehas more commitment because there’s a cost • Offers challenging/differing perspectives Disadvantages • Unaware of culture and politics • More expensive • Can’t observe coachee in action and only hears coachee’s version of truth • Not as aware of system in which coachee works • Coaching is subject to termination based on changing business conditions.

12. Competencies for Internal /External Coaches • These competencies are above and beyond ICF competencies: • Psychological knowledge including an understanding of personality, style and interaction between person and environment. — • Business acumen including role of strategy, basic financial savvy, operations, IT, quality and business trends. • Organizational behavior, development knowledge; understanding of organization structure, leadership, teamwork, roles and the place of power and politics. • Knowledge of coaching theory, including schools of coaching and how coaching facilitates change. • Personal attributes, including mature self-confidence, positive energy, assertiveness, interpersonal sensitivity, openness and flexibility, goal orientation, partnering, influencing, positive orientation toward continuous learning and integrity.

13. Case Study • You have been asked to coach with a project team that has just been created. There are 9 members, including the manager. The goal of the project team is to create a process for marketing a new product. • What are the differences between coaching this team from an internal coach perspective and from an external coach perspective?

14. The Human Resource Connection Often HR professionals are the first on the scene for performance and development needs. Contracting with HR: • Be clear about the desired results and how it is measured. • Be clear about confidentiality and how to handle it. • Be clear about confidentiality and how to handle it. • Be clear about the role of the coachee’s boss and the • HR person in the coachee’s development.

15. Summary • Internal Coaches: Advantages and Disadvantages • External Coaches: Advantages and Disadvantages • Coaching competencies for coaching in organizations • Contracting with the Human Resource professional Question: What was the newest piece of information you learned so far today?

16. Reading • Review this article and be prepared to discuss. “When to Use Internal Versus External Coaches” http://www.siop.org/Workplace/coaching/internal_versus_exte.aspx • Consider how organizational coaches are different (or similar) to the work you do with your clients. Be ready to discuss in next class. • How is this relevant to you?

17. THE COACHEES The Contexts of Different Groups Being Coached In this class we will cover the following: • Coaching Boards of Directors • Coaching Senior Executives • Coaching Managers and Supervisors

18. Coaching Boards of Directors • Board coaching is more complex than any other you will do because of the complex nature of their responsibilities. • The Board Chairman is responsible for Board activities: • Molding Directors into an effective team • Setting the agenda and conducting Board meetings • Providing timely information to Board members • Putting in place a way to evaluate Board performance for both individuals and as a team

19. Role of the Coach to the Board • Boards are utilizing Executive Coaches to upgrade/improve their abilities. The role of the coach is to: • Coach the Chairman • Serve as a bridge between all members and their goals • Shadow Board meetings and give feedback • Facilitate Board meetings • Serve as Coach to each member (or use a team of coaches) • Develop leadership abilities to the next level of performance

20. Typical Interview Questions from the Board • What is the value of Board coaching – to an individual; to a group? • Tell us about your coaching practice and how you got into this field of work (passion, breadth and depth of experience, philosophy). • What is your experience doing coaching for leadership groups such as a Board of • Directors? Do you have experience working with Professional Corporate Boards? • What preparation and training do you have for this work? How do you balance the • Psychology/Business aspects of leadership performance coaching? • What models or approach do you use in coaching and how do you measure success? • Tell us about a success story? A failure? • What rules or guidelines do you follow in managing the coach/client relationship? How do you go about setting goals with the client? What are the qualities of a great client? • Have you worked in our industry before?

21. Coaching C-Level Leaders • The CEO must create and maintain the work of his/her company and lead all others while showing the desired profit every day. • The CEO must be the: • Strategist who sets the strategic vision and direction • Architect of the organizational structure • Ambassador for external representation of the company • Keeper of the corporate image • Performance manager who translates vision and strategy into results • Functional manager who directs human resources, legal, public relations and finance • People manager who develops and leads senior management

22. Typical Coaching Roles for the Coach with Senior Leaders • Development of existing, interim or high-potential leaders • Serve as trusted adviser, “hard” truth teller and sounding board whose role is more isolated without peers • Coach for strategic success and business results • Assist and coach executive leaders reporting to the CEO • Coach with the CEO about relationships with Board, direct reports and community in general

23. Coaching Managers and Supervisors • Many managers now use a coach approach to supervise the work of their direct reports, often using a solutions focused approach. They learn by being coached, usually by internal coaches. • Recognize coaching opportunities • Support solution focused activities • Promote learning and action planning • Support employee accountability and productivity • Support better decision making and collaboration • Provide feedback for learning

24. Typical Coaching Process • The coaching process is similar to those of any other organizational group. • Individual interview/intake with review of performance reviews and development plans — Review coaching agenda and agreement of goals, success measures, process and outcomes • Conduct assessments including 360 degree feedback (pre-test) • Individual and boss feedback – engaging both in responsibility for success • Face to face coaching sessions for predetermined time (usually 1 year) Quarterly reviews with boss for progress and accountability • Post test using 360 interviews, feedback and measurements for ROI Question: Would you shift this standard process based on the generational differences?

25. Summary of Learning Our summary today will be by discussing the following: • We have discussed four different contexts for coaching in organizations. Which context was most meaningful to you? (The Organization Theories; The Coaching Culture; The Coaches, and The Coachees) • How do these contexts guide your coaching in your current work today, and how will it impact your work?