LEADERSHIP
DEVELOPMENT THROUGH EXECUTIVE COACHING SERVICES
Coaching is provided for a variety of reasons.
Three approaches will be given here, but the second two are
based on the first process for General Executive Development.
The three approaches are:
1. Executive Coaching Program for General
Executive Development
2. Executive Coaching Program for Performance
Issues
3. Executive Coaching as Needed
Part One: Executive Coaching Program
for General Executive Development
Overview
The Executive Coaching Program for General
Executive Development (to be referred to as "ECP-General") is
the formal leadership development program designed for executives
who are generally performing well. Executive coaching is provided
because:
1. Effective executives need a confidential
source for continued self-development. On-going Self Development
is indicated in research to be a core competency of effective
leadership.
2. Executive is generally performing well,
but there are certain areas of responsibility that require specific
focus and development.
3. Executive is being targeted for advancement.
Coaching insures that the right skills are being developed so
that the promotion will be successful.
4. The Executive Team is striving to work together
as effectively as possible, and coaching is one of the activities
that positively impacts the team effort.
There may be other reasons as well. The core
process for General Executive Coaching is as follows:
1. Executives are targeted to go through a
leadership development process. Often the whole group goes through
leadership development training, and coaching is provided to
assist each executive in developing and implementing their own
executive development program, tying back to the common core
values and principles brought out in the training
2. The coach meets with the executive for
an initial interview, or series of interviews. The coaching
process is explained, why this executive is being targeted,
and a personal history is obtained. Further discussions are
around the areas of responsibility, the strengths and challenges
the executive sees him or herself to have in carrying out their
areas of responsibility, their understanding (perception) of
how others see them, their personal goals and ambitions, etc.
3. The coach meets with the direct superior
of the individual (often the CEO or even the Board) and obtains
their input. Sometimes the meeting may take place with both
the targeted executive and his or her boss together.
4. A "test battery" is administered, which
are a series of inventories usually specifically related to
management, leadership, conflict management skills, organizational
skills, and other areas. Some inventories are 360 degree administered.
Psychological tests that are effective for the workplace may
also be administered. Each test battery is unique, depending
on the person and the industry, unless a number of people from
the same executive group are being coached. Then the battery
may be standardized, and inventories related to group efforts
may be included.
5. Feedback is given, discussed, and the most
important points to be focused on for development are agreed
upon. The ultimate goals of the executive and of the company,
the test battery results, and the personal needs of the executive
all drive this part. Conflicts between organizational and personal
goals are openly addressed.
6. Action plans are developed for each item
in a specific "commitment" process that has been developed by
JPA International.
7. Coaching and a plan on how to feed back
the results to other parties (boss, employees, etc.), if needed,
is set up.
8. A pattern for frequency of interaction
between the executive and the coach is set up. The standard
process for frequency of follow-up meetings is usually 2 times
a month for 6-9 months, one hour for each meeting. Follow-up
meetings can be done by phone or in person.
•Follow-up meetings are generally very
goal-directed and behavioral in orientation. The executive
will often have had very specific tasks to do in-between meetings.
•The results of accomplishing these
tasks (or addressing barriers for tasks not being accomplished)
are discussed and new tasks related to the ultimate goals
determined.
•The personal needs and goals of the
executive and those of the organization are all kept in mind.
9. Coaching is a very personal process. Since
JPA addresses both the psychological and organizational issues
of being as effective a leader as possible, both areas are covered
when setting goals and action plans. The focus is on changing
behavior, but also attitude and perspective as well. Often issues
outside of work affect executive skills, and are addressed as
needed.
10. Executives usually enjoy the whole process!
Part Two: Executive Coaching Program
for Performance Issues
Overview
The Executive Coaching Program for Performance
Issues (to be referred to as "ECP- Performance") is similar
in process to the ECP-General, but it has a different purpose,
focus, follow-up focus, and outcome. This program is designed
specifically for executives that are not performing to acceptable
standards in one or several areas of their areas of responsibilities.
The manager of this person would like to see, given a structured
coaching process that focuses on performance management (and
measurement), if the executive will be able to respond and increase
their performance to acceptable standards. Parts of the ECP-Performance
might be combined with the ECP-General process as needed.
This is a good program to use for:
1. A manager is not performing to standard
but you want to see if they can be turned around with specific
and targeted guidance.
2. Coaching is provided and documented to show
that sufficient effort was made to improve performance before
discharging or demoting the person from the current position.
3. Executive coaching to address performance
issues may be combined with a General Executive Coaching program.
4. To determine where the organization needs
to strengthen their communication of their expectations of results
executives are to achieve. Sometimes performance issues occur
due to organizational factors as well as the executive.
There may be other reasons as well. The core
process for Executive Coaching-Performance is as follows:
1. The executive may or may not go through
specialized leadership (or other training) before beginning
the one on one coaching. Often, this type of coaching results
from concerns of the executive's boss, peers, direct reports,
customers or any combination thereof.
2. Sometimes the company will arrange to have
several executives go through Executive Coaching at the same
time so that those who are not performing do not feel singled
out. On the other hand, the executive will be made aware early
on the specific reason(s) for their being coached, including
performance issues.
3. The coach meets first with the manager (and
sometimes HR and/or legal dept.) of the executive to be coached
to gather information. This may be a small meeting, with a more
extensive one occurring after the coach has met with the executive
him or herself.
4. The coach meets with the executive (sometimes
with the executive's boss, sometimes alone). The purpose of
the coaching is discussed and the coach performs a special interview
to assist in finding out the (usually) differing perspectives
of the issues. Alignment of the executive's vision, goals, and
values with that of the senior executive team and organization
is determined. Strengths of the executive are brought out as
well through the interview. Any documentation, assessment info,
etc. available is looked at or discussed (depending on legal
requirements).
5. The executive makes a specific, clear decision
to be coached on performance. If a test battery appropriate
to the issues has not been administered, testing is done. Please
note that almost all assessments for performance issues include
psychological testing as well. Also, a very specific process
is used when analyzing the 360 assessments to determine "Managerial
Self-Awareness" (MSA), which is the degree of congruence between
how the manager perceives his or her strengths and weaknesses
and that of those who have rated him or her. MSA gives important
information especially useful for performance issues (and may
also bring out performance issues that other executives or the
boss didn't even know were there!). MSA may also be used in
General Executive Coaching, but is not required.
6. Feedback is given on the results privately
to the executive, and discussed. Plans of action and commitments
to making specific changes are developed.
7. The executive gives feedback with the coach
present to the manager of that executive. The manager also gives
their input to performance actions, etc. Also discussed is whether
further data needs to be collected to establish a baseline.
A baseline is a measurement of how the executive being coached
is currently performing in an arena. An assessment can serve
as a baseline, meaning you have a current score, and then the
assessment is retaken 6 months later to determine if the baseline
score has improved based on changes in the individual's behavior.
Sometimes, however, specific behavioral baselines need to be
set up that are more specific to the changes in behavior being
sought.
8. As with General Executive Coaching, a follow-up
schedule is created. Coaching usually occurs face to face or
by phone weekly for the first few months at least. If it appears
progress is being made after a two-month evaluation, then the
sessions may be 2-3 times a month. Length of time of follow-up
coaching depends on the issues and on progress being made.
9. In ECP-Performance, the manager of the executive
being coached is kept informed monthly on how well the person
being coached is proceeding. This session may or may not include
the executive being coached. Usually by the third month, the
coach can tell how much further progress will occur and at what
rate. However, the manager of the executive (and/or others-
HR, legal, etc.) makes the final decision as to what to do.
10. As with ECP-General, the follow-up sessions
are highly behavioral in focus, though again, psychological
and attitudinal issues will also be worked with as necessary.
Part Three: Executive Coaching as
Needed
This last process is more informal and ad hoc.
Sometimes a manager is not sure if they want to spend the money
(and time) on coaching a specific person. A shortened process
is done with the main goal being for the coach to determine
if the executive in question should be coached or not. There
are a number of ways this process may occur:
1. An interview and shorter assessment process
is conducted, with feedback being given to both the executive
under question and his or her boss (separately or together).
The coach also speaks privately to the boss with her specific
recommendations on whether or not to go forward.
2. The coach mediates a session between the
executive in question and his or her manager (or possibly someone
else) to iron out issues. The coach also interviews the executive
and manager privately. The coach then gives feedback to the
more senior manager and recommendations.
3. The executive has been coached before and
just needs some extra support in a particular area. The issue
here is not so much performance as it is providing extra support
for the individual.
The above examples are only some of the many
ways clients have used coaching of their managers. This list
is by no means exhaustive.
Summary
Joan Pastor of JPA International, Inc. is
your best resource for the above coaching, and other management
development, processes. Besides having over 21 years of executive
coaching and executive facilitation experience, Joan has the
training and credentials as well. She adamantly believes that
it takes a person extremely skilled in both industrial/organizational
issues as well as clinical psychology issues to be able to detect
all the subtleties underlying people's strengths and challenge
areas, and their interaction with an organization's unique culture
and issues. Joan's educational background in cultural differences
as well as her practical, international, experience in this
area also is an asset for multinational organizations, and/or
multinational endeavors.
In addition, Joan has worked alongside executives
in financial, market growth, acquisition, ethical issues and
endeavors and she understands perfectly both the for-profit
and non-profit worlds. Executives have used her as a consultant,
advisor and sounding board for many different endeavors.
