Thursday, 20 de October de 2016 · IBCI
"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 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
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
Successful executives are aggressive learners. They are Individuals who:
"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
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
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:
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
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.
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.
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.
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