Executive Coaching - An Investment in Mastering Leadership

Thursday, 20 de October de 2016 · IBCI

Executive Coaching

An Investment in Mastering Leadership

 

"Even if executive coaching costs $ 50K, it's barely a rounding error to invest in the coaching of the key player who has responsibility for millions of dollars and for key human resources. Coaching is a success if one direct report, who used to be intimidated speaks up, comes up with an innovative idea" 

- CEO, Fortune 100 Company

 

The Management Landscape Has Undergone Change

The art and science of management has also been transformed radically and executive coaching has become a highly valued resource and stategy to support corporate life.

Regardless of how you look at it, you the leader, executive are the primary person of influence, organizational impact, and personal accomplishment and fulfillment.

The "times they are a changin"

Industrial Age........... Information Age

  • Please superiors -------Customer centric
  • Command-and-control -------Empowering and participatory
  • Stable ------ Agile teams
  • Meddle-------Enabling
  • Conforming-------Outside-the-box, futuristic thinking / action
  • Need-to-know-------Open and transparent
  • Fiefdoms, silos------- Interdependent networks

The heroic military model - plan, control, delegate, coordinate and motivate has been augmented in the 21st century by six high impact leadership roles that provide powerful leverage for the executive:

Pioneer : Forges the vision and is an agent of change

Lighthouse: Inspires passionate commitment to the vision

Advocate : Clearest voice in support of visionary, strategic, and values-driven behavior

Facilitator, Team-Builder : Creates a consultative and teaming work style within the culture

Partner : Encourages collegial, supportive, and collaborative work styles

Coach : Brings out the best in the organization's people, their aspirations, potential, performance and contribution

  "This company is not going to be successful Unless we have people who can learn from experience. We need our people to act independently, be accountable, and be responsible for managing their own piece of the business. It takes a certain amount of reflection and actions to successfully do that ".  - Joseph Galerneau - VP of Executive Training , AT & T

High Performing Executives vs. Under Performing Executives

 Successful executives are aggressive learners. They are Individuals who:

  • Regularly seek feedback and analyze their successes and failures objectively
  • Possess the tuned capacity for self-reflection, self-awareness and intuitive literacy
  • Seek the wide variety of experiences, out of curiosity and the the best medium for self-discovery and inquiry learning
  • Continually learn something new and different by searching for comparisons, contrasts, generalizable insights to generate creative solutions
  • Apply new learning to new and old situations
  • Use strengths to modify weaknesses

The Four Pillars of High Performance Executive Leadership

 Mental Agility

  • embrace complexity
  • appreciate ambiguity
  • Enhance interests, perspectives and thought processes
  • Pursue complexity out of heightened mental inquiry and risk-taking
  • respect the art of questioning the more important than answers

 interpersonal Presence

  • self-reflect and develop conscious self-awareness
  • counter-productive monitor behavior and change it
  • adjust role and style to the situation
  • manage conflict and harness it for creative ends

 Change Mastery

  • learn how to be the strategic
  • employ conceptual modeling in thinking and problem-solving
  • embrace the underlying concept of continuous improvement
  • come to understand how tenacity and resiliency contributes to change Initiatives

Goal Orientation

  • create a presence and inspire others by consistently acting "from purpose
  • address own performance and others' in a systematic, developmental, and strategic way
  • differentiate the various levels of priorities and act accordingly
  • deliver and follow through on promises, actions and expectations

 "Difficulties and obstructions throw the (person) back on oneself. While the lower (person) seeks to put the blame on other persons, bewailing his fate, the higher (person) seeks the error within, and through this introspection the external obstacle is an occasion for inner enrichment and education. "  - The I Ching

 Why Use An Executive Coach?

At one time the idea of ​​using an executive coach was looked on as a weakness. Somehow, the higher up people got in the company, the more responsibilities they were supposed to handle without any outward sign they were not Superman or Superwoman.

In the current work environment it's not considered a weakness to seek support.

Benefits of Using an Executive Coach

  • It's a safe place share challenges and stressors
  • The coach offers confidentiality and objectivity
  • The coach motivates and energizes
  • The coach brings outside expertise
  • The coach brings a third party perspective
  • Gain experience in the power of coaching others
  • Develop new practices, skills and techniques
  • Increase confidence, competence and capability (3 C's)

The Anatomy of Coaching

21st century professional coaching is an integrative approach founded on the behavioral sciences. The model must encapsulate coaching personal development, beliefs, values, attitudes, emotions, motivation levels and adult learning and social, as well as personal and organizational dynamics and defenses. Many of the components of a behavioral-based coaching model have emerged from the behavioral approach to learning and change. Some aspects of the coaching model include:

  • targeting and focusing on specific behavior (what we do or say)
  • analyzing the behavior in relation to its antecedents and consequências
  • applying valid and reliable methods of assessment, data collection and data analysis
  • building a developmental plan
  • Employing validated behavioral change techniques
  • managing, measuring and maintaining behavioral change.

Four Coaching Models

Coaching models address how individual factors such as knowledge, attitudes, beliefs, prior experience, and personality influence behavioral choices and priorities. The professional coach uses a multimodal approach. Based on an assessment of the client's needs the coach is able to select the appropriate methodology and skill sets to suit the situation. Application of the appropriate models creates a supportive environment where the Executive is challenged to reframe the factors above to become a more effective and confident leader.

Model: Stages of change / transtheoretical model

Change Factors Addressed: Readiness to change or attempt to change behavior varies Among Individuals and Within an individual over time. Relapse is a common occurrence and part of the regular process of change.

Model: Social cognitive theory / social learning theory

Change Factors Addressed: Behavior is Explained by dynamic interaction Among personal factors, environmental influences, and behavior.

Model: Theory of reasoned action / theory of planned behavior

Change Factors Addressed: People are rational beings whose intention to perform the behavior strongly relates to one's current performance through beliefs, attitudes, norms subjective, and perceived behavioral control.

Model: Solution focused theory

Change Factors Addressed: Assumes  the client has the answers within oneself Recognizing the critical role of trust and commitment in the partnership change is promoted by constructing solutions.

 "The key goal of successful introspection is cself-confidence authentic. That is, not  the overbearing bravado of a command and control-manager, but an openness to  facing uncertainty, ambiguity, and paradox. The most effective leaders are able to be BOTH vulnerable and quietly self-confident at the same time being more open about their weaknesses than their strengths (Which speak for Themselves). "

- Mark Brenner, Ph.D. Brenner Consulting Group

Dynamics and Steps in One Executive Coaching Process- Executrax Self- Assessment and Feedback using the Coaching Cycle 

Self- Awareness Dynamic

Step 1 - Establish Leader Involvement and Commitment

Leaders are more responsive when they set their own goals. During this step, the coach guides the leader through the process of defining the characteristics and qualities that are important for a leader in his / her position as well as the importance of improving for thmselves at the company. Level 1 Self Assessments are introduced  reviewed and debriefed at this stage

Step 2 - Identify and Enroll Assessment Contributors

In the case where the leader does not have recent leadership assessment, the coach Involves the leader in Identifying a suitable set of contributors to assess the leader. It is important that the leader be Involved in this step so there is acceptance of the assessment results as valid and the leader will not be likely to dismiss or discredit the feedback. Level 2 360 degree feedback is Introduced at this stage.

Step 3 - Implement and Review Assessment

This step Involves conducting the assessment in a timely manner, compiling a report of the data collected, and sharing and debriefing the report with the leader. If appropriate, the coach conducts interviews with selected stakeholders to provide additional input.

Dynamic Self-Acceptance

Step 4 - Determine Key Behavior (s) and Stakeholders

Using the assessment report, the coach guides the leader to determine which one to three behavior(s) should be the focus of the engagement coaching and which assessment contributors should be the key stakeholders - Individuals who are committed to the leader's development and willing to provide feedback/mentoring to the leader during the coaching engagement. Once the leader has identified behavior (s) and stakeholders, They are validated and approved with the leader's manager.

Self Development Dynamic

Step 5 - Collect Feedback

This step requires two types of activities. The first is to enroll the key stakeholders, and the second activity is to collect feedback (suggestions on how to Improve the selected behavior in the future) from the key stakeholders. Studies on the value of this step are very clear. When successful people identify and articulate goals, announce these goals and others to involve colleagues in helping them improve, positive and measurable change is more Likely to occur.

Self Affirmation Dynamic

Step 6 - Develop Action Plan

Once the stakeholders begin to provide feedback, they become the true "coaches". This step Involves the coach and leader developing an action plan with specific and measurable behaviors based on the suggestions of the stakeholders feedback. On a monthly basis, the action plan will be revisited and revised according to the leader's progress.

Step 7 - Facilitate Follow-up

This step occurs iteratively with Steps 5 and 6. In the leader's conversations with stakeholders, he will ask for feedback on his performance over the last month and Then ask for suggestions feedback. Depending on the stakeholders' suggestions, the coach works with the leader to adjust the action plan regularly.

Step 8 - Review Results

In addition to the follow-up informal conversations (leader-stakeholder, leader-coach, and in unusual cases, coach-stakeholder), more formal methods of assessing progress, called mini-surveys, are conducted at the mid and end points of the coaching engagement.

These mini-surveys are designed to assess the stakeholders' perceptions of the leader's improvement in the selected behavior (s).

After the end end of the engagement, the coach and leader determine how the leader will keep applying the steps without a coach. As well the coach and leader may identify new behaviors they want to improve and the cycle above continues.

 The Coach's Role and Contribution in the Self- Assessment Process

  • Makes informed use of assessment instruments (without relying solely on those instruments) to gain an understanding of the client's situation
  • Expresses sincere interest in the client's life stories
  • Takes time to understand the situation from the client's perspective
  • Listens deeply so the client is fully engaged and feels genuinely understood and valued
  • Creates a sense of connection, fostering a climate of openness and trust
  • Utilizes a variety of tools and techniques to interrupt the client's usual patterns
  • Challenges clients with creative, unexpected questions
  • Brainstorms a variety of alternatives to the current situation, probing beyond initial responses to unearth the broad spectrum of options
  • Works with the client to develop goal (s) with high personal meaning and relevance
  • Develops a specific set of measurements with the client To provide clear evidence of goal achievemen
  • Exhibits confidence in the process and works with the client to develop alternative pathways to the desired goal
  • Provides space and time for the client to think creatively

2019 © IBCI. All rights reserved.

Criative Inside