ut arlington presentation 10.01.12 final

Executive Coaching: High Time for a Quality Check

October 1, 2012

The Industrial and Organizational Psychology Center

The University of Texas at Arlington

Executive Assessment, Executive Coaching & Change Management

Goals


Goals

Share ideas on coaching challenges


Goals


Overview practical, executable solutions


Goals



Stimulate helpful thinking, discussion


Goals




Support both consumers and providers


Goals





Help executive coaching transition from a „field‟ to, eventually, a profession


Checking In….Executive Coaching

What is it exactly?



What is it exactly? Dozens of definitions




How long has it existed?




How long has it existed? 30+ years





How big is the market?





How big is the market? $2B+ globally






What‟s required to be a coach?






What‟s required to be a coach? Nothing







Any service quality controls?







Any service quality controls? Not much








Consumer protection?








Consumer protection? None









Confusing market?









Confusing market? Thoroughly



Why use executive coaching?




oGrow „high potentials‟





o Leadership development (e.g. teams)






oOnboarding key employees







o CEO – Board relationships, coordination







o CEO – Board relationships, coordination

oOrganizational restructuring (e.g. M&A)



Why NOT use executive coaching?




o You don‟t believe it helps but “everyone‟s doing it” so…….





oHiring one to signal (falsely?) how “proactive and growth oriented” you are






oMeeting regularly with one but not taking action between sessions






oMeeting regularly with one but not taking action between sessions

o Little/no drive to leave your comfort zone to build insight and change behavior


What Happened?

Executives often limited to fuzzy “gut” reactions and references to pick coaches


What Happened?


So odds immediately against consistently and reliably identifying Grade A executive coaches


What Happened?


So odds immediately against consistently and reliably identifying Grade A executive coaches

Odds actually favor picking a mediocre to poor coach and unfortunately the bottom line impact of excellent vs. mediocre coaching is HUGE


What Happened?

How did we get here?


What Happened?


o It‟s not my problem……


What Happened?



o Is there really a problem?


What Happened?




o The industry will/should set quality standards


What Happened?





oWhat can I expect/demand from a coach?


What Happened?






o Can I distinguish top coaches from the rest?


What Happened?






o Can I distinguish top coaches from the rest?

oHow, practically and reliably, do I do that?


So What?

What does this mean for consumers?


So What?


o Confusion: endless marketing messages


So What?



oRisk: how ensure quality service?


So What?




o Frustration: tail wagging the dog


So What?




o Frustration: tail wagging the dog

o Loss (detected and undetected): $$$, time, energy, talent management results


So What?

What does this mean for coaches?


So What?


oHard to meaningfully differentiate oneself


So What?



o Tough to help clients set high expectations


So What?




oNot clear about how to grow and develop


So What?




oNot clear about how to grow and develop

o Ambivalent on how to achieve excellence


Alternative Solutions

Solution #1



Solution #1

o Status quo………..all‟s cool!



Solution #1

o Status quo………..all‟s cool!

Solution #2



Solution #1 o Status Quo………..all‟s cool

Solution #2oWait for „the industry‟ to set/enforce

quality, training, etc. standards






Solution #3






Solution #3o Equip and support consumers to insist on top

quality – driving service providers to „raise the bar‟ to successfully compete


Solution #3


Solution #3

Practical, executable, straightforward support for selection/buying decisions


Solution #3


2-Step process


Solution #3


2-Step process

Incorporate intangible factors


Solution #3


2-Step process


Incorporate tangible factors


Solution #3


2-Step process


Incorporate tangible factors

Minimize bias for intangible vs. tangible


Step 1


Step 1

Focus on tangible candidate information


Step 1


Use 3 categories of candidate information


Step 1



1. Relevant, applied experience


Step 1




2. Formal training and education


Step 1




2. Formal training and education

3. Ongoing learning – keeping an edge


Step 1

Focus on candidate substance and depth in 4 areas of knowledge and skill


Step 1


1. Business


4 Fundamentals…Why?

Why Business?



Why Business?

• Understand client‟s corporate environment



Why Business?


• Grasp management principles, practices



Why Business?



• Grasp leadership principles, practices



Why Business?




• See interdependent functions (e.g. marketing, finance)



Why Business?





• Appreciate role of talent management



Why Business?





• Appreciate role of talent management

• Distinguish public/private business operations


Step 1


1. Business


Step 1


1. Business

2. Psychology



Why Psychology?



Why Psychology?

• Determine how/why capable/complex executives think/behave differently



Why Psychology?


• Identify issues affecting performance



Why Psychology?



• Recognize unproductive thinking



Why Psychology?



• Recognize unproductive thinking

• See self-limiting personality issues



Why Psychology?



Why Psychology?

o Gauge leadership styles, problem-solving skills, conflict-resolution preferences, etc. using reliable and valid assessments



Why Psychology?

o Gauge leadership styles, problem-solving skills, conflict-resolution preferences, etc. using reliable and valid assessments

o Access, apply and generate research on personality, emotion, career development, adult learning, behavior change, etc.


Step 1


1. Business

2. Psychology


Step 1


1. Business

2. Psychology

3. Coaching



Why Coaching?



Why Coaching? • Gain training - credible coaches are expected

to have coaching education of course





• Understand/apply coaching models/theories






• Grasp impact/dynamics of coaching on the client, organization and coach







• Stay current with developments in the practice of coaching







• Stay current with developments in the practice of coaching

• Distinguish coaching from counseling, etc.


Step 1


1. Business

2. Psychology

3. Coaching


Step 1


1. Business

2. Psychology

3. Coaching

4. Ethics



Why Ethics?



Why Ethics?o Clients‟ vulnerabilities, dependencies




o Clients‟ limitations in tracking service quality





o Clients‟ trust that coaches understand and adhere to a strict code of ethics





o Clients‟ trust that coaches understand and adhere to a strict code of ethics

o Clients‟ assume coaches are current in understanding, applying ethical principles (e.g. confidentiality)


Step 1


1. Business

2. Psychology

3. Coaching

4. Ethics


Step 1

Focus on candidate substance and depth in 4 areas of knowledge and skill 1. Business

2. Psychology

3. Coaching

4. Ethics

Okay? Let‟s proceed………….


Step 1

Guided to evaluate and rate the candidate


Step 1


Candidate scoring range 0-100 points


Step 1



Score range 0-25 points for each of the 4 categories (Business, Psychology, Coaching, Ethics)


Step 1




Set minimum score required for candidate to proceed to Step 2


Step 1




Set minimum score required for candidate to proceed to Step 2

Examples: A (90-100), B (80-89), etc.


Step 2


Step 2

For candidates passing Step 1


Step 2


Focus on intangibles


Step 2



Use your choice of 50+ sample interview questions during interview of 60-90 minutes


Step 2



Use your choice of 50+ sample interview questions during interview of 60-90 minutes

Get a reading on the candidate in 5 areas:


Step 2

For candidates passing Step 1 Focus on intangibles Use your choice of 50+ sample interview

questions during interview of 60-90 minutes Get a reading on the candidate in 5 areas:

o Problem-solving, intellect


Step 2


questions during interview of 60-90 minutes Get a reading on the candidate in 5 areas

o Problem-solving, intellecto Emotion, motivation


Step 2



o Problem-solving, intellecto Emotion, motivationo Insight, self-awareness


Step 2



o Problem-solving, intellecto Emotion, motivationo Insight, self-awarenesso Leadership, management, work styles


Step 2



o Problem-solving, intellecto Emotion, motivationo Insight, self-awarenesso Leadership, management, work styleso Interpersonal preferences


Step 2 (continued)


Step 2 (continued)

Reflect on what you learned in this Step and in Step 1


Step 2 (continued)

Reflect on what you learned in this Step and in Step 1

Apply what you learned……..make your informed choice


Payoff and Reward


Payoff and Reward

A substantially more informed, thorough and accurate choice of coach


Payoff and Reward


Choice integrates specific, relevant information about candidate qualifications in Step 1 (tangibles)


Payoff and Reward



Choice integrates systematic, organized impressions of candidate qualities in Step 2 (intangibles)


Payoff and Reward



Choice integrates systematic, organized impressions of candidate qualities in Step 2 (intangibles)

Decreased decision risk, increased ROI


Payoff and Reward

Opportunities to continue learning, sharing best practices with colleagues and further sharpening selection processes so future coaching choices provide even greater value


Recap: Today‟s Goals





Help executive coaching transition from a „field‟ to, eventually, a profession


A resource…

Pinpointing Excellence:The Key to Finding a Quality Executive Coach

(Bright Sky Press, 2011)

• Goal: practical, straightforward, executable support to

• Correctly assess, evaluate and select executive coaches

• Chart professional development for executive coaches

• Arm consumers to discriminate well between coaches

• More info: www.pinpointingexcellence.com

http://www.pinpointingexcellence.com/

Thanks and continued success

[email protected]

ut arlington presentation 10.01.12 final

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