Transforming Microsoft’s High Potential Development Experience through Coaching Carol Hedly High Potential Leadership Development Consultant Microsoft Sales Marketing & Services Group Brian Underhill Founder CoachSource

Cycle of Leaders Building Leaders Leadership Development in Microsoft ExPo Leaders Building Leaders Cycle of Leaders Building Leaders ExPo is a long term leadership development experience in Microsoft SMSG for high potentials. EXECUTIVE SENIOR MANAGER MANAGER INDIVIDUAL CONTRIBUTOR ExPo allows emerging and experienced leaders to learn from each other through five developmental components that are tied to the five drivers of accelerated development.

Levels of Leadership Tier 2 Tier 3 Tier 1 ExPo Tiers are the organizing function for offering a differentiated development experience based on needs of specific career stages. The Tier 1 development focus is: Building Leadership Capability in identified priority areas* Building a globally diverse network The Tier 2 development focus is:  Increasing an understanding of the requirement of leadership at Microsoft  Broadening network across the time zone The Tier 3 development focus is:  Building commitment and aspiration to leadership through greater self awareness  Understanding of Microsoft SMSG and non SMSG business Tier 1 Business Leaders(M4) Functional Leaders (M3) Manager of Managers (M2) Tier 2 Manager & Individual Contributors 5&6 Tier 3 Individual Contributors 2-4 * Microsoft Leadership Model

Executive Coaching Program ExPo Leaders Building Leaders

Coaching Framework Common Approach On-going dialog Measurement Feed Forward Coaching versus Advice Giving Standard Tools Coaching Action Plan Microsoft 360 instrument Accountabilities On-going dialog Annual Launch briefings Quarterly Coaches briefing Year-end close out Measurement

Objectives of Executive Coaching Program Support development and goal achievement Create a professional and personal development plan Enhance the application of learning Provide support for increased leadership effectiveness in a confidential, trusting environment HIPO COACH COACHING Coach's responsibility is the process. Client’s responsibility is the outcome.

Critical Success Factors Elements that enable clients to be successful Clear definition of coaching and how it differs from mentoring Finite time associated with coaching intervention Clearly defined outcomes of coaching Coaching action plan Manager engagement Measurement Elements that enable coaches to be successful Coach selection (credentials, experience, local language) Coach matching Coach briefings (helping them to understand their client) Coaching process (focus on the process not the coach's individual methodology or tools) Coaching forum (provide the opportunity for coaches to learn more about the company and for the company to debrief the coaches for key themes)

Coach Participant Matching: Pool: 53 / 13 / 13 Two bios are sent to clients Call to establish fit Client makes selection Coach sends coaching agreement, books sessions & notifies CoachSource Fixed start date Fixed CAP date Coaches get “full” = speeds up process. 214 leaders in 6 weeks!

Clearly Defined Outcome

Finite Time -- Typical Engagement Format Accountability-based Framework drives hours

Manager Engagement Two Meetings with Manager Session #2 – Manager provides support and agrees with goals Session #6 -- Mid-way through the process to ensure alignment

Coaches Engagement 3 Meetings with Microsoft Session #1 – Kickoff. Discuss process, Microsoft business update Session #2 – Mid-way through year - Coaches provide trends, Microsoft provides business update Session #3 – Year end – discuss trends, opportunities for next year improvement

Coaching Forum Objectives Share Coaching Trends Best Practices Learning & Development 2 days in Redmond Presentations by execs, ld, best practice sharing, further insights into Microsoft culture 70% attendance, minimal expenses covered

Measurement Input from the Manager, the Client and the Coach: Coach survey conducted to identify any broad issues and establish themes, 4.5 hours in Coach Updates conducted quarterly to identify regional themes and trends At the end of the engagement, a short survey of key stakeholders (Managers, Participants and Coaches) conducted

Satisfaction Survey 97% satisfaction

+1 or higher indicates a positive, identifiable, change in behavior Mini Survey +1 or higher indicates a positive, identifiable, change in behavior

Aggregate Reporting Identify Regional trends Measures: Utilization Efficiency Coach Satisfaction Behavioral changes

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