1. Executive coaching September 13, 2018 Launi DeYoung, SHRM-SCP, SPHR, MSOD
OrgWorks Consulting (505)

2. Types of coaching
Are your leaders derailing?
Do you have what it takes to coach?
Coaching processes

3. types of coaching
PERFORMANCE – Improving individual effectiveness & productivity
SKILLS – Individual just in time skills development
CAREER- Focused on skills & movement
PERSONAL –
Life coaching, aspirations, change
EXECUTIVE - Improving business results through individuals on leadership team

4. today PERFORMANCE – Improving individual effectiveness & productivity
SKILLS – Individual just in time skills development
CAREER- Focused on skills & movement
PERSONAL –
Life coaching, aspirations, change
EXECUTIVE - Improving business results through development of leaders

5. Value of Executive Coaching
One study looked at 100 executives from two regions of the US who completed coaching sessions that lasted 6-12 months……of those 100
86% of the participants were very satisfied or extremely satisfied
73% said they achieved their goals; and
54% of the stakeholders said the participants had achieved their goals very or extremely effectively.
43% of the executives were able to provide an estimate of business impact and the average was a return on investment of $100,000 or 5.7 times the initial investment.
75% of participants and stakeholders said the value of the coaching was considerably greater or far greater than the money and time invested in coaching.
Source: McGovern, J, Lindemann, M., Murphy, S Barker, L, & Warrenfeltz, R. (2001) Maximizing the Impact of executive coaching: Behavioral change, organizational outcomes, and return on investment. The Manchester Review, 6 (1), 1010.

7. Common Coaching drivers
Employee is new to a leadership role
Critical project/stakes are high
Performance
Leader derailing, stuck, overwhelmed
Common Coaching drivers
Has anyone here been in one of these situations and wished they had a coach? Did you ask for help? Isn’t it interesting that the higher people go the less likely they are to ask for help? When there is more at risk?
OrgWorks Consulting (505)

8. Signs a leader is struggling
Failure to build or sustain relationships – high turnover, team not working to support leader; peers don’t support leader
No clear strategy/vision. Not developing/executing strategy; lack of pertinent business acumen
Inability to change. Lack of innovative thinking; failure to adapt; lack of flexibility.
Emotional intelligence/self- awareness. Lack of self awareness and self development/ unable to make hard people decisions
Inability to deliver results. Lack of prioritization, time management, accountability.
Ego/arrogance/micro-management. Failure to delegate; failure to recognize & reward team for success; more interested in themselves than their reports.
Lack of teamwork/collaboration. Driven by personal ambitions versus team success; not nurturing or growing their network.
Poor hiring/teambuilding - Lack of direct reports with good leadership skills

9. Exercise
1. Which of these derailments do you see happening the most frequently? 2. what are leaders/organizations doing/not doing that contribute to these derailments? 3. What could leaders/organizations do differently to help prevent leaders from derailing?
Failure to build or sustain relationships – high turnover, team not working to support leader; peers don’t support leader
No clear strategy/vision. Not developing/executing strategy; lack of pertinent business acumen
Inability to change. Lack of innovative thinking; failure to adapt; lack of flexibility.
Emotional intelligence/self-awareness. Lack of self awareness and self development/ unable to make hard people decisions
Inability to deliver results. Lack of prioritization, time management, accountability.
Ego/arrogance/micro-management. Failure to delegate; failure to recognize & reward team for success; more interested in themselves than their reports.
Lack of teamwork/collaboration. Driven by personal ambitions versus team success; not nurturing or growing their network.
Poor hiring/teambuilding - Lack of direct reports with good leadership skills

10. How do I assess my leaders?
Employee surveys / 360s
Examine performance / goals
Regular one on ones / ask them
Employee turnover
Ensure your organization is aligned
Goals & expectations are clear
Behaviors are clear
Right people in place
People marching in the same direction

11. How do I assess my organization?

12. What does it take to coach someone?
Willingness of both parties
Time
Listening skills
Specific understanding of needs/situation
Relationship/mutual respect
Feedback/constructive criticism skills
Self awareness

13. Exercise
Think about a time you were coached or given critical feedback…..describe what made it a positive or negative experience

15. Coaching Readiness Self Assessment
TAKE THE ASSESSMENT
Biggest challenges?
Actions you can take to prepare?
ARE YOU READY TO BE A COACH OR SHOULD YOU HIRE ONE?

16. Coaching Pre-work Be clear on type of coaching needed
Plan for the conversation
Be very clear on your intention
Up your self awareness / check your biases
Understand your communication style
Practice listening skills
Think through time/place
BE CURIOUS!

17. Common Reasons Leaders resist coaching
Ego: They feel they are smarter and better than others in the organization, especially their boss.
Lack of Self Awareness: They do not care what others think about their leadership style.
Lack of confidence: They are unable to look past the perceived issue and admit they need a coach as is admitting means they are not perfect.
Lack of trust: They do not trust their manager’s intentions in recommending a coach. Instead of being grateful for the help, they see it as the first step toward being fired.
OrgWorks Consulting (505)

18. Overcoming Resistance to Coaching
Identify the type of resistance – once you understand the reason behind the resistance, you can address it.
Demonstrate trust: Maintain confidentiality and build a relationship.
Set clear goals:  People need to understand the expectations and why they’re participating.
Be direct, timely and honest with feedback: If the executive being coached does not understand that there are positive benefits for improving behavior and negative consequences for not changing, it is almost impossible to get them to change.
Recognize success:  Stay focused on positive improvements and recognize success.
Know when to give up: If the leader continues to resist coaching and is unwilling to implement discussed actions or take ownership for their successes and challenges, you need to let them go and invest your energy in people who have a desire to grow and see the benefits of a coach.

19. Executive development or peer coaching process GROW MODEL
GOAL
WHAT DO YOU WANT?
REALTIY
WHERE ARE YOU NOW?
OPTIONS
WHAT ARE YOUR OPTIONS?
WILL
WHAT WILL YOU DO?

20. STEP TWO - Understand current Reality
grow model step by step
Step One - Establish the goal
STEP TWO - Understand current Reality
ASK:
What’s the problem you’re trying to solve?
How will you know when you’ve reached your goal?
ASK:
What’s going on now? What is the effect of this happening?
Have you taken any steps toward your goal?”

21. grow model step by step (continued)
Step Three – Explore possible Options
Step Four – PLAN YOUR NEXT STEPS (WHAT WILL YOU DO)
ASK:
What will you do next and when?
What obstacles might you face and how will you overcome them?
What do you need to accomplish your goal?
How will you stay motivated?
How often will you review your progress?
ASK:
What else could you do?
What are the advantages and disadvantages?
What obstacles stand in your way?

22. Practice the grow model
Think of a current struggle you’re having….i.e. I want to…………. lose weight, start working out, make my child do chores…
With a partner, take turns asking going through each step and asking questions
OrgWorks Consulting (505)

23. Performance Coaching Process
ENGAGE – positive discussion
GIVE – specific feedback
COMMIT to a specific plan of action
PLAN next steps
FOLLOW THROUGH
This process is more structured with more input and significance placed on a certain result.

24. remember Seek to understand the whole situation
Determine best approach
Know your own strengths, weaknesses and style
Plan plan plan
Start with the positive
Gain commitment
FOLLOW THROUGH
OrgWorks Consulting (505)

25. contact Launi DeYoung OrgWorks Consulting (505) 362-9000
OrgWorks Consulting (505)

26. Resources Online coaching courses Fielding, Gestalt Institute
Human Resources
360 feedback – online or through a consultant
Organizational/Team issues – Read Five Dysfunctions of a Team & The Advantage – by Patrick Lencioni
Situational Leadership Model - Blanchard
Grow Model -

27. THANK YOU!
OrgWorks Consulting (505)