c.jackie a. vice-black, ph.d. 610-361-7950 how to make executive coaching work for the leaders in...

c.Jackie A. Vice-Black, Ph.D. 610-361-7950

How to make How to make executive coaching executive coaching work for the leaders work for the leaders

in your company in your company

Jackie A. Vice-Black, Ph.D.Jackie A. Vice-Black, Ph.D.

Windsor Consulting Group, Inc. Windsor Consulting Group, Inc. and Coaching Partners, Inc.and Coaching Partners, Inc.

610-361-7950610-361-7950


What makes a good What makes a good company Great in Fortune’s company Great in Fortune’s

Admired Companies?Admired Companies?• Best predictor of overall excellence: Best predictor of overall excellence:

ability to attract, motivate, develop, and ability to attract, motivate, develop, and retain talented people.retain talented people.

• Key priorities: teamwork, making staff Key priorities: teamwork, making staff feel valued, and providing opportunities feel valued, and providing opportunities for ongoing development and coaching.for ongoing development and coaching.

• In average companies, top priorities: In average companies, top priorities: minimizing risk, respecting the chain of minimizing risk, respecting the chain of command, supporting the boss, and command, supporting the boss, and making budget. making budget.

US/European study – Fortunes most admired companiesUS/European study – Fortunes most admired companies


Coaching: Value Coaching: Value PropositionProposition

Coaching is a key enabler for Coaching is a key enabler for equipping all leaders with a equipping all leaders with a greater capacity to: greater capacity to:

• effectively implement change,effectively implement change,• achieve extraordinary results, and achieve extraordinary results, and

• acclerate a high-performance acclerate a high-performance cultureculture


« « 82% of organizations surveyed 82% of organizations surveyed say their main reason for say their main reason for implementing coaching implementing coaching programs is to improve programs is to improve individual performance, moving individual performance, moving the barometer from good or the barometer from good or effective to Greateffective to Great » »

Chief Learning Office Magazine Feb. Chief Learning Office Magazine Feb. 20062006


Questions for DiscussionQuestions for Discussion

• What exactly is executive coachingWhat exactly is executive coaching• How might a leader in my company How might a leader in my company

benefit from executive coachingbenefit from executive coaching• What does the coaching process look likeWhat does the coaching process look like• To whom should we offer executive To whom should we offer executive

coachingcoaching• How do we match a coach with a coacheeHow do we match a coach with a coachee• How can we determine a return on our How can we determine a return on our

investment in coachinginvestment in coaching


What is executive What is executive coachingcoaching

Customized development designed to:Customized development designed to:• Help strong performers become true Help strong performers become true

stand-outsstand-outs• Prepare the newly promoted for Prepare the newly promoted for

changed rolechanged role• Position high potential managers for Position high potential managers for

future promotionsfuture promotions• Increase effectiveness by building on Increase effectiveness by building on

strengthsstrengths• Develop critical skills and self Develop critical skills and self

awarenessawareness


How Executive Coaching How Executive Coaching Differs from Traditional Differs from Traditional

TrainingTraining• Alliance of equals to facilitate growth, Alliance of equals to facilitate growth,

self-awareness, and achievement of self-awareness, and achievement of development goalsdevelopment goals

• Coaches ask questions, spark ideas, Coaches ask questions, spark ideas, generate insights, shift thinking, generate insights, shift thinking, challenge behaviors to manage and lead challenge behaviors to manage and lead more effectivelymore effectively

• Focuses on behavior, style, and impact on Focuses on behavior, style, and impact on othersothers

• Increases emotional intelligence, social Increases emotional intelligence, social dexterity, and leadership resilencedexterity, and leadership resilence


Coaching’s JourneyCoaching’s Journey

• RemedialRemedial• Isolated mysteryIsolated mystery

• Non-structured, Non-structured, non-measurednon-measured

• Take the orderTake the order

• Set up for successSet up for success• Organizational Organizational

partnershippartnership• Disciplined Disciplined

approach, approach, timeframes, timeframes, outcomesoutcomes

• Ensure the best Ensure the best solutionsolution


If you If you werewere selectingselecting a a coach. . .coach. . .

•What would you want from your What would you want from your coach?coach?

•How would you decide with whom How would you decide with whom you you

would want would want toto work? work?


Key Attributes of good Key Attributes of good coachescoaches

1.What a coach does – the actual behavior1.What a coach does – the actual behavior

2. Principles or beliefs a coach operates from- 2. Principles or beliefs a coach operates from- view of self as a coach, view of coachee view of self as a coach, view of coachee and the coaching process.and the coaching process.

3. What a coach is able to do – the skills and 3. What a coach is able to do – the skills and knowledge.knowledge.

From the outside, a great coach is able to make the From the outside, a great coach is able to make the process of coaching look almost effortless, like an process of coaching look almost effortless, like an easy, natural conversation.easy, natural conversation.


How many of us deliver completely How many of us deliver completely honest feedback regularly?honest feedback regularly?

How many of us provide advice based on How many of us provide advice based on what has worked for what has worked for usus in the past?in the past?

How many of us try to talk people out of How many of us try to talk people out of their feelings at times because their feelings at times because wewe wouldn’t feel those?wouldn’t feel those?

When you have a role in someone’s When you have a role in someone’s future and their compensation, do you future and their compensation, do you really have an equal partnership?really have an equal partnership?


Coaching PracticesCoaching Practices

Ask not TellAsk not Tell – Guide conversation with questions and listen – Guide conversation with questions and listen

Reframe Reframe – Encourage different perspectives– Encourage different perspectives

Feedback Feedback – Say things no one else is willing to mention– Say things no one else is willing to mention

Moments of Truth Moments of Truth – Provide observations of behaviors– Provide observations of behaviors

Create Partnerships Create Partnerships – Assist in building beneficial relations– Assist in building beneficial relations

Explore & Discover Explore & Discover – Experiment and learn– Experiment and learn

Be open minded, objective and non-judgmentalBe open minded, objective and non-judgmental


Building Blocks for Building Blocks for Successful Coaching Successful Coaching

RelationshipsRelationships

ResultsResults

Goals & Action Plans Vision of Goals & Action Plans Vision of the Futurethe Future

Powerful Conversations, Purposeful Listening, Powerful Conversations, Purposeful Listening, Multiple DomainsMultiple DomainsAuthenticity Curosity, Inquiry, Authenticity Curosity, Inquiry,

Accountability,Accountability,Trust, Contracting, Commitment, Trust, Contracting, Commitment, CollaborationCollaboration


Executive Coaching Executive Coaching ModelModel

1.1. Chemistry/ philosophy meetingChemistry/ philosophy meeting2.2. Contracting and alignment meetingContracting and alignment meeting3.3. Assessment and goal setting phaseAssessment and goal setting phase4.4. Determining measures of successDetermining measures of success5.5. Creating development action planCreating development action plan6.6. Implementing the planImplementing the plan7.7. Broadening the coaching to other Broadening the coaching to other

aspects aspects 8.8. Evaluate progress and next stepsEvaluate progress and next steps9.9. Wrap up and assess successWrap up and assess success


Three aspects of behavior Three aspects of behavior shifts to reframe a leader’s shifts to reframe a leader’s

behaviorbehavior

Shifting mindset regarding

leader’s role

Providing tools to apply skills

Building skillset tomeet criticalchallenges


ChallengesChallenges

• What challenges do leaders face that What challenges do leaders face that a coach could help them deal with in a coach could help them deal with in order to improve their effectiveness?order to improve their effectiveness?


Coaching FrameworkCoaching Framework

Career/Personal developmentWhat are the clients’ future goals / aims ambitions?

Capabilityskills/knowledge/

attributes to do current /future role

RelationshipsHow the client fits in /

gets along with others/teamwork/how

they are perceived

PerformanceHow well the client is performing/their reputation/feedback

GoalDesired

Outcome

Reality Current

Perspective

OptionsAlternatives

WillCommitment


What’s involved in bringing What’s involved in bringing coaching into the coaching into the

organizationorganization• Sponsorship by senior leadershipSponsorship by senior leadership• Careful selection of coachingsCareful selection of coachings• Consideration of the range of Consideration of the range of

services to offer executives and services to offer executives and managersmanagers

• Appropriate matching of coaches Appropriate matching of coaches and coacheesand coachees

• Measuring SuccessMeasuring Success


Preparing Executives for Preparing Executives for CoachingCoaching

1.1. Answer: A LOT!!!Answer: A LOT!!!Question: What is the responsibility of Question: What is the responsibility of the organization in determining the the organization in determining the readiness of the executive to be readiness of the executive to be coached?coached?

2.2. Answer: IT DOESN’T WORK!!!Answer: IT DOESN’T WORK!!!Question: What happens when Question: What happens when organizations do not take the time up organizations do not take the time up front to discuss the real expectations for front to discuss the real expectations for results expected from coaching?results expected from coaching?


Increase Organizational Increase Organizational AccountabilityAccountability

1.1. Ensure manager delivers feedback Ensure manager delivers feedback about changes neededabout changes needed

2.2. Provide a choice of coachesProvide a choice of coaches3.3. Clarify rules of engagement and Clarify rules of engagement and

confidentialityconfidentiality4.4. Ensure quality of coaches and Ensure quality of coaches and

contractingcontracting5.5. Communicate investment value of Communicate investment value of

targeted coaching vs general targeted coaching vs general executive educationexecutive education


Coachee AccountabilityCoachee Accountability

1.1. Commit to discomfort of receiving Commit to discomfort of receiving feedback and learningfeedback and learning

2.2. Interview coaches and choose one in Interview coaches and choose one in whom I can trust enough to talk candidlywhom I can trust enough to talk candidly

3.3. Commit to time, process, and practicingCommit to time, process, and practicing4.4. Let people in the organization know what Let people in the organization know what

I am working on and actively solicit I am working on and actively solicit feedback on what is improvingfeedback on what is improving

5.5. Have an honest desire to improve for my Have an honest desire to improve for my self , not just because someone else self , not just because someone else thinks I shouldthinks I should


Who is worth investing Who is worth investing in?in?

1.1. Candidate Readiness: willingness to Candidate Readiness: willingness to engage in the processengage in the process

2.2. Manager Capability: willingness and Manager Capability: willingness and availability to assist in the processavailability to assist in the process

3.3. Importance of the position: critical Importance of the position: critical rolerole

4.4. Timing: appropriateness given time in Timing: appropriateness given time in role or future potentialrole or future potential

5.5. Future potential: potential for Future potential: potential for advancementadvancement


ResultsResults

• What kinds of tangible results would What kinds of tangible results would you want to see from coaching?you want to see from coaching?

• WhatWhat wouldwould be the value of be the value of thosethose results to your business?results to your business?


Sample Results from Sample Results from Surveys Surveys

• I have accelerated results in important areas I have accelerated results in important areas 97.5%97.5%

• I am better equipped to effect changeI am better equipped to effect change 97.5% 97.5%• I have learned life skills that enhance my general I have learned life skills that enhance my general

performanceperformance 95% 95%• I have an increased level of motivationI have an increased level of motivation 94% 94%• I am more productive in my workI am more productive in my work 93.5% 93.5%• I am now a more effective leaderI am now a more effective leader 91.5% 91.5%• I have identified my core strengths and how to I have identified my core strengths and how to

leverage them leverage them 89%89%• I have learned how to identify, create and I have learned how to identify, create and

achieve more meaningful goalsachieve more meaningful goals 85% 85%• I am inspired to act on important issuesI am inspired to act on important issues 83.5% 83.5%


Center for Creative Center for Creative Leadership Data Leadership Data

Jan 2007Jan 200793% of 350 leaders surveyed indicated 93% of 350 leaders surveyed indicated

that the challenges they face today are that the challenges they face today are more complex than 5 years agomore complex than 5 years ago

Many do not feel prepared to handle Many do not feel prepared to handle these complex challenges these complex challenges

. . . . .What are you doing to prepare . . . . .What are you doing to prepare yourself and your managers for these yourself and your managers for these challenges??challenges??


• Questions, comments, reactions?Questions, comments, reactions?

– Thanks for coming!Thanks for coming!

c.jackie a. vice-black, ph.d. 610-361-7950 how to make executive coaching work for the leaders in...

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