1 © The Delos Partnership 2003 Delos Partnership Limited Executive Coaching

2 © The Delos Partnership 2003 Executive Coaching When? 1. During times of Organisational and Leadership Change –mergers & acquisitions –new management structures –development of performance management processes –globalisation –new product development –changes in overall strategy 2. During times of Personal Change –relocation & role change –increased leadership responsibility –more effective teamwork –from operational to strategic positions

3 © The Delos Partnership 2003 Executive Coaching How? Initial meeting +/- 1 1/2 hours - does the client want coaching? What are the apparent key issues? Client’s history – 2-3 hours - family background; education/career; current role/relationships; future goals. Review and agree key issues to work on Psychometric tools - client uses between meetings. eg Myers Briggs, FIRO B Regular meetings +/- 1 1/2 hours - at fortnightly/monthly intervals to work on identified issues; includes 360 feedback from key work contacts - say +/- 10 people Minimum 10 hours coaching over +/- 4months Maximum 25/30 hours coaching over +/- 12 months- can renew

4 © The Delos Partnership 2003 Executive Coaching What? Providing leadership Personal impact or influencing problems Aggression or lack of confidence Adjustment to new bosses or, as a new CEO, to working effectively with non executive directors Changes of role, e.g. from functional specialist to general management, especially first time on the board Moving to new company cultures and handling change Contributing effectively to developing strategy Self management, including managing time, delegation, work/life balance, managing stress

5 © The Delos Partnership 2003 Executive Coaching Current Examples Young high flier promoted to an opportunity in a different part of the business Personal development of the top 11 directors and managers in a growing and successful IFA business A highly motivated and achieving CFO whose career was at risk as he upsets shareholders and his CEO with his aggressive style A senior London lawyer in his mid 40s looking at alternative future career options A newly promoted mid-career executive with lack of self-confidence HR Director needing guidance and supervision to coach fellow directors A mid-50s former director, high performing but lost two excellent roles by his poor interpersonal skills