Purpose, Process and Outcomes

Slides:



Advertisements
Similar presentations
GOVERNMENT TRAINING ORGANISATIONS AND ECONOMIC GROWTH SHAPING UP.
Advertisements

Aboriginalhr.ca Building Successful Blueprints: Inclusion & Innovation Aboriginal Human Resource Council - Kelly J. Lendsay.
PRESENTATION. © CALIPER Agenda 3 About CALIPER The CALIPER Philosophy What CALIPER does The CALIPER Profile Advisor Report What sets CALIPER apart.
C Coaching for Performance E.S. Tunis and Associates Inc. Welcome to ESTA’s learning design workshop. The ideas developed in this workshop will set the.
Assessing Performance and Developing Employees
2013 NCPMI Annual Conference Samantha Bureau-Johnson VP Business Process Excellence and Project Management Office Blue Cross Blue Shield of North Carolina.
Management Development
[company name].com [name] CEO [name] COO [name] CFO [name] Technical
Employee Development: Creating Favorable Conditions Management Participation Provide top management support Provide collaboration between line managers.
High Potential Leader Program Brevard Public School District Nancy Rehbine Zentis, Ph.D.
1 Oregon Department of Human Services Senior and People with Disabilities State Unit on Aging-ADRC In partnership with  Portland State University School.
Employee Engagement – The Next Generation of Workforce Management Why Employee Engagement? The Next Generation of Workforce Management © 2016 Cultural.
1 1 Supervision Fundamentals Explain the difference among supervisors, middle managers, and top management Define supervisor Identify.
You Can’t Do Succession Planning in the Public Sector …Or Can You?
Competitive Sales Simulations How They Can Make Your Business Thrive
Finding, Developing and Capitalizing on the Capacity Dividend
“Young Managers & Soft Skills”
Presentation to Governance & OperationsDivision Retreat: Magalies
Employee Guide: Succeeding with Your New Leader
Leadership for learning
Career Pathfinding: Individual Development Planning September 26, 2017
MANAGEMENT RICHARD L. DAFT.
Start End What is a project? Definition from PMBOK -
Performance Management and Employee Development
Organization Development and Change
New Research on Employee Engagement, Retention, and Development: Most Loved Companies In Partnership with: Agenda: Welcome, Panel Review, Intro to Experts,
Leadership.
MANAGEMENT RICHARD L. DAFT.
Answering the Leadership Call
Achieving the Dream Mark A. Smith.
Juengling & Associates, LLC
Unit 538: Manage domiciliary services
Identify the Risk of Not Doing BA
THE NURSING PROCESS A systematic problem-solving approach used to identify, prevent and treat actual or potential health problems and promote wellness.
Building Better IT Leaders from the Bottom Up
NHN member organizations
Section 11.1 Management Structures
Organizational Conditions For Excellence
9 Developing Employees For Future Success What Do I Need to Know?
Organization Development and Change
Improve Business Satisfaction by 10% Through Business Relationship Management Relationship management is the #1 driver of business satisfaction with IT.
التخطيط الإستراتيجي ببساطة – تحديد اتجاه مؤسسة – حزب – حركة – مجتمع ما في المرحلة المقبلة. سؤال إلى أين تتجه المؤسسة – الحزب – الحركة - المجتمع؟ وكيفية.
Overcoming Job Loss presents:
MGT 601 RANK Education for Service-- mgt601rank.com.
Influence | Attract | Retain Building the Right Culture NNHRA
Organization Development and Change
CLE Masterclass – Communicating with purpose
Organization Development and Change
NCSI Cross-State Learning Collaboratives Part B Meeting
Center on Professionalism
SPIRIT OF HR.in TRAINING EVALUATION.
Why some schools succeed ?
SPECIAL BUSINESS BUILDING TRAINING.
StrengthsFinder & Utilizing Talent
Training & Development BBA & MBA
What have we learned, where do we need to go?
Competency # 10 Engage, assess, intervene, and evaluate with individuals, families, groups, organizations, and communities.
Model T(eamwork) in The Aid Office
Building Your Professional Development Plan
WHY?.
Objectives 1. An understanding of the importance of management to society and individuals 2. An understanding of the role of management 3. An ability to.
Dave Scott – Middle School Principal – Kristin School
Objectives 1. An understanding of the importance of management to society and individuals 2. An understanding of the role of management 3. An ability to.
Agenda Introductions What is a Unified Shelter Model?
How much is that costing your organization?
Performance Management -Uttam Acharya
How to run a great meeting.
Value Proposition Celemi Sales Endeavour™ enables sales professionals, and their organizations, to learn and apply a repeatable process for developing.
Dave Scott – Middle School Principal – Kristin School
Dynamics of Decision Making
Presentation transcript:

Purpose, Process and Outcomes EXECUTIVE COACHING Purpose, Process and Outcomes Craig S. Juengling Juengling & Associates, LLC TheE2Coach.com Copyright Juengling & Associates, LLC 2012

Why Executive Coaching? Primary purposes of coaching for executives include: 1) SKILL BUILDING….focusing on a client’s current project or task ; 2) PERFORMANCE….focusing on a client’s effectiveness in a present job; Juengling & Associates, LLC TheE2Coach.com Copyright Juengling & Associates, LLC 2012

Why Executive Coaching? 3) DEVELOPMENT…. focusing on a client’s future job responsibilities or career or both; and 4) the EXECUTIVE’S AGENDA…. focusing on the client’s larger issues *Witherspoon, R. & White, R. (1998) Four Essential Ways that Coaching Can Help Executives. Juengling & Associates, LLC TheE2Coach.com Copyright Juengling & Associates, LLC 2012

Copyright Juengling & Associates, LLC 2012 Regardless of purpose, all coaching leads to improved organizational performance Juengling & Associates, LLC TheE2Coach.com Copyright Juengling & Associates, LLC 2012

Executive Coaching Model CLARIFY Through assessments and interviews know the client, the company, the strategic plan and leverage the strengths FOCUS Through collaboration, develop action plans which drive performance to new levels IMPLEMENT Determine criteria to measure your success Now, apply the Coaching Client Quadrant Copyright Juengling & Associates, LLC 2012

Coaching Client Quadrant HIGH Ability to Change and Grow LOW HIGH Knowledge and Technical Expertise Copyright Juengling & Associates, LLC 2012

Coaching Client Quadrant HIGH Educate Ability to Change and Grow LOW HIGH Knowledge and Technical Expertise Copyright Juengling & Associates, LLC 2012

Coaching Client Quadrant High Ability to Change and Low Knowledge… focus on EDUCATE Seminars, symposiums, continuing education, mentoring and training….focus on teaching the Executive more about the “whats” of the job. Juengling & Associates, LLC TheE2Coach.com Copyright Juengling & Associates, LLC 2012

Coaching Client Quadrant HIGH Remediate Ability to Change and Grow LOW HIGH Knowledge and Technical Expertise Copyright Juengling & Associates, LLC 2012

Coaching Client Quadrant Low Ability to Change and Low Knowledge… focus on REMEDIATE Is this the right person on the bus? Should we invest in this person? The “Peter Principal” personified? Juengling & Associates, LLC TheE2Coach.com Copyright Juengling & Associates, LLC 2012

Coaching Client Quadrant HIGH Motivate Ability to Change and Grow LOW HIGH Knowledge and Technical Expertise Copyright Juengling & Associates, LLC 2012

Coaching Client Quadrant Low Ability to Change and High Knowledge …focus on MOTIVATE Use traditional and non-traditional means to motivate the Executive to see the need to adapt, grow and change….. Or else? Juengling & Associates, LLC TheE2Coach.com Copyright Juengling & Associates, LLC 2012

Coaching Client Quadrant HIGH Educate Remediate Motivate Ability to Change and Grow LOW HIGH Knowledge and Technical Expertise Copyright Juengling & Associates, LLC 2012

Coaching Client Quadrant Educate Remediate Motivate HIGH Ability to Change and Grow COACH FOR SUCCESS LOW HIGH Knowledge and Technical Expertise Copyright Juengling & Associates, LLC 2012

Coaching Client Quadrant COACH FOR SUCCESS Invest, Invest and Invest … in coaching for Executives with moderate to high Ability to Change and moderate to high Knowledge and Technical Expertise Juengling & Associates, LLC TheE2Coach.com Copyright Juengling & Associates, LLC 2012

Top 5 Areas of Improvement with Coaching People Management: 90%* Relationships with Other Managers: 79%* Goal Setting and Prioritization: 88%* Productivity and Engagement: 78%* Communications: 68% Kombarakaran et al, (2008) Executive Coaching: It works! Survey results of executives who participated in coaching over extended time periods. Copyright Juengling & Associates, LLC 2012

Copyright Juengling & Associates, LLC 2012 “I absolutely believe that people, unless coached, never reach their maximum capabilities.” ….Bob Nardelli, CEO, Home Depot Juengling & Associates, LLC TheE2Coach.com Copyright Juengling & Associates, LLC 2012

Juengling & Associates, LLC Insanity is… So, what will you do differently? QUESTIONS? Juengling & Associates, LLC TheE2Coach.com Copyright 2012 Juengling & Associates LLC

Copyright Juengling & Associates, LLC 2012 Thank You! Craig S. Juengling, Principal Craig@TheE2Coach.com Cell: 301-502-5005 Office: 225-757-1559 Copyright Juengling & Associates, LLC 2012