1. Executive Coaching for Leaders

2. Case Study Carollyne Conlinn, MCC Catherine Clement City of Vancouver

3. City of Vancouver challenges Diverse porfolio/multiple priorities Minimal resources and heavy workloads Many major initiatives –2010 Winter Games –Significant growth/development in city –New political directions Competition from other employers

4. Why executive coaching? Develop leadership capacity Retain talent Become employer of choice

5. Distinctions of executive coaching Experiential “just-in-time” Individualized leader development Provides conceptual frameworks Encourages rigorous thinking Challenges “learning edge” Builds leadership capacity Sarah Evans, Malt Thesis, RRU 2007

6. Participants selected 15 middle level managers Top contributors Ready for next level of seniority Nominated by their senior managers

7. Control Group 15 managers were assigned a coach 10 managers (control group)

8. City’s leadership competencies Personal values Adaptability Innovation & initiative Understanding others Collaborating Coaching & developing others Communication Service orientation Planning & organization Decision Making & accountability

9. Process – the beginning Managers in both groups self assess on 15 leadership attributes

10. Self-rated on… Personal Excellence Innovation and Initiative Contribute useful ideas Initiate organization change to incorporate innovations

11. Self-rated on … Working Together Coaching and Developing Others Identify talent and recognize performance Collaborating Demonstrate understanding of own role in relation to others Communication Communicate clearly Communicate with intent Communicate to ensure understanding by others Communicate to achieve goals Communicate to meet the complex demands of the situation

12. Self-rated on … Getting Things Done Service Orientation Demonstrate accountability Decision Making and Accountability Use personal experience and facts to make sound decisions Use broader/additional information as input to decision making Probe beyond stated situation to identify underlying issues Hold self and others accountable for decisions and actions Apply judgment and make decisions in complex situations

13. Desirable qualities in a coach Professional background & experience Communication skills Presence & belief system Process & commitment to action Big picture thinking Collaborative learning Sarah Evans, Malt Thesis, RRU 2007

14. Model of coaching The Excelerator Coaching™ Framework

15. Process – the middle Coachees given: –Orientation session –Communications style self assessment –2 coach bios from which to select 10 hours of coaching, via phone, over 6 months Early 3-way interview with coachees, their bosses and the coach

16. Process - the end Managers in both groups once again self assess Followed by in-depth interviews with: –Coached participants –Bosses –Coaches

17. General Findings Positive experience Participants spoke highly of their coaches Process not considered a burden Coachees and managers valued an external person Both recommend continuing program Improvements suggested only to process

18. Coachees – Pre and Post Coachees rate themselves higher on 13 items after coaching. Biggest gains: –Understanding Others –Decision Making and Accountability Communication and Service Orientation also had multiple increases.

19. Coachees – Pre and Post A a A A a

20. Comparison to control group Managers with coaches rate themselves higher than the control group on all 15 items after coaching.

21. Comparison to control group

22. “This is a great program. I commend the City. It is more valuable than any other course I have taken” Participant’s impressions

23. Managers’ impressions “This is a valuable tool. It is pretty darn important to provide armature to people being promoted into leadership.”

24. Benefits to the City Productivity improvements Retention Succession Supplement to City training programs Other unexpected impacts –Felt more pragmatic –See the whole not just the parts –Helped with specific situations

25. Lessons learned? Simplify competency profile Simplify information package Include bosses in orientation Offer flexible coaching opportunities –frequency, amount of time, etc. Allow participants to either self select or be sponsored.

26. City to integrate coaching City has scheduled leaders feedback session New group already identified for coaching Coaching to be embraced by the City in a number of ways (e.g., “Great Question Game™”)

27. Questions

28. Thank you Contact us at: Carollyne Conlinn 604-882-9986 cconlinn@exceleratorcoaching.com Catherine Clement 604-873-7270 catherine.clement@vancouver.ca