Right Management 1st edition of 2014, we wanted to touch upon an important part of the process of building great leaders: Coaching.

1. Right QuarterlyFirst Quarter 2014
THE
Coaching

2. ManpowerGroup at a Glance…
Nearly 3,100 offices across
80 countries around the
Over 400,000 clients
ranging from SMB’s to
Gl b l F t 100
Interviewed 12 million
people in 2013 and
world Global Fortune 100
companies
The world’s largest IT
f i l i
connected 3.4 million to
meaningful work
USD 20.3 Billion revenue in 2013
i h d
Global leader in
Recruitment Process
professional resourcing
firm
Over 30,000
l
with over 85% generated
outside the U.S.
Nearly 70,000 people
placed in permanent
Largest global vendor-
neutral MSP provider
Recruitment Process
Outsourcing
The world’s largest
outplacement firm
employees
across brands
placed in permanent
roles each year
p outplacement firm
More than 600,000 associates
on assignment daily
More than 11,000,000 candidates
have received training
and development

3. COACHING 1
EDITORIAL & FOREWORD 02
by Chaitali Mukherjee
CLIENT REFERENCE STORY
Transforming Higher Education through Coaching 04
by Maria Newport, Lizzie Allen and Nick Grage-Perry
POINT OF VIEW
If I were in your shoes: Peer Coaching for Senior Leaders 08
and High Potentials
by Gary R. Schmidt
CLIENT REFERENCE STORY
Executive Coaching: A Critical Learning Journey for 12
Senior Leaders at Bajaj Finance Limited
by Divya Jain and Shephali Karn
POINT OF VIEW
The Landscape of Leader Coaching in China 16
by Lucy Liu and Michael Cheah
Layout & Design Editor
Ritesh Hellan
Copy Editor
Tuhina Panda
For a copy of ‘The Right Quarterly’, write to us at
right.quarterly@right.com

4. 2 THE RIGHT QUARTERLY
by Chaitali Mukherjee
Country Manager - Right Management India
Marshall Goldsmith famously pointed out in
his book of the same name: “What got you
here won’t get you there.” In every edition of
Right Quarterly we hope to provide you with
interesting insights and new learning that
can help you grow your individual career and
business.
In our previous edition of Right Quarterly,
we spoke about Global Mindset and the
change it has brought about across the world
of work. Global Mindset is an outcome of
broadening the cultural mindset of leaders,
shaped in good measure by the resources
available and countries’ policies to support
leaders in taking on global roles. To build
a global mindset, a leader needs support
from his organization. For our first edition of
2014, we wanted to touch upon an important
part of the process of building great leaders:
Coaching. Whether it is about building
leadership capabilities in first time managers,
or helping a leader take on the role of CEO
or senior business executive, or even helping
teams work more collaboratively; the role of
coaching in its different forms will always be
crucial. Coaching can be of various types:
individual coaching, executive coaching, group
coaching, and peer coaching, besides others.
Knowing the type of coaching relevant for a
particular intervention and gauging its impact
on the desired outcome is very important
to ensure the intervention’s success. In our
current edition, we hope to shed some light on
how matching different coaching types with
various intervention needs allowed leaders
and organizations to achieve better business
outcomes.
We start this edition with an article on
Transforming Higher Education through
Coaching, which is a great insight into the
innovative use of coaching for an education
institute in Australia. A rapidly changing
environment called for internal organizational
change and a new perspective proved
useful--to view an education institute as an
organization of learning. This perspective
sharpened focus on the need to evaluate and
implement the institute’s short and long-
term strategies and the need for the senior
management team to work collaboratively
to enable change. To achieve this, a team
of leaders comprising the Chancellor, Vice-
Chancellor, HR Director, besides others,
went through a 9-Month intensive Coaching
Program. The outcome of the program was
that the team learnt to work together with
greater collaboration, communicate effectively
and align its vision and approach to the
University’s strategy. Interesting, isn’t it? Read
on to find out more!
The second article on If I were in your
shoes: Peer Coaching for Senior Leaders
and High Potentials is very simply as the
title suggests. The coaching relationship is
not just a learning relationship in a vertical
hierarchy but has evolved into a peer to peer
learning process. Peer coaching allows for the
creation of a support system through which
coaches can share their learning journeys
with people undergoing a similar process. This
augments the learning during an individual
coaching process and increases its impact
on the coachee. How it works is very simple
– traditionally, the coach was someone who
had been in the coachee’s shoes at an earlier
time and shared significant learning from
his experience. Peer coaching is a process
through which a coachee can share and learn
with another coachee, who is in fact in his
shoes at the very same time!
Editorial & Foreword

5. COACHING 3
The third article is on Executive Coaching:
A Learning Journey for the Senior
Leaders at Bajaj Finance Limited. We
want to share the success story of one of our
clients in India, where Right Management
worked closely with the senior leadership
team on a coaching intervention. What
was unique about this journey was that the
executive coaching program was linked to the
ongoing Leader Development Program held
within the broader organizational framework
of the ‘Business Value Chain’. The focus was
clear - the leader competencies (identified
as development areas) were linked to
organizational capabilities. Desired coaching
outcomes were also linked to the desired
strategic business goals of the organization.
This forward looking approach, accompanied
by a robust monitoring process, helped the
intervention achieve the success it merited!
The last article explains how the approach
towards coaching is changing across an entire
country due to evolving business needs,
and also influenced by the country’s culture.
The Landscape of Leader Coaching
in China is about the approach towards
coaching adopted in China and how it has
evolved over time. It helps us understand
how coaching as a process is made more
impactful in response to the changing needs
of businesses and leader attitudes. I hope that
by reading this article, leaders and coaches
across regions will closely re-examine the
coaching practices existing in their particular
region, evaluate their origin and improve
upon methods they might have assumed to
be the best approach.
What we always want to achieve through the
narratives of our work is to share with you the
experience and maturity we have gained in
those journeys. In any coaching intervention,
the learning can never be expected to be
within a certain framework. Each coaching
program for a leader is unique because
his educational background, professional
experience, personality and potential are
unique. Hence, each coach also experiences
something different with each new coachee.
What is also true is that the role of a coach
is not to provide the right answers, but only
to guide individuals to find the confidence to
search and obtain their own answers . Even
though some good practices have emerged,
the process is continuously evolving and
can morph into something different. Hence
emerges the importance of and need to share
our learning from the coaching practice with
you.
We hope you enjoy reading our first edition
for 2014. May your coaching journey be as
insightful as ours has been!
- Chaitali Mukherjee

6. 4 THE RIGHT QUARTERLY
Over the past 20 years or so, the Australian
higher education sector has been very
dynamic. The challenges experienced in
this sector include a highly competitive
mass market that has seen an increase in
the number of institutions and an influx of
foreign students. There have been changes
to government funding and policy (across
a mix of state and federal levels), increased
pressure due to the ‘”fees for degrees” and
the expectations of customers, changing
vocational needs of employers, the impact of
technology and virtual learning platforms.
As such, the role of university Vice-
Chancellor has evolved from that of an
academic administrator to a strategic
executive, not dissimilar to the role of CEO in
the private sector. Here it is imperative that
they are just as aware of the commercial
considerations of the enterprise as the need
to uphold the educational standards of the
institution.
Context
A newly appointed Vice-Chancellor of an
Australian University with campuses in-
country and abroad was responsible for
leading and implementing the organisation’s
medium and long term strategy in this
dynamic sector. Shortly after onboarding,
the Vice-Chancellor recognized the need
to develop capability to drive the requisite
change to turnaround and transform the
institution. Right Management was invited to
develop a solution to the challenge ahead.
Historically development of leaders in the
university had been ad hoc, with nominal
Client Reference Story
Transforming Higher Education
through Coaching
COACHING
FOR SUCCESS

7. COACHING 5
investment and leadership capabilities not
having been clearly defined or supported
by the organization. Leaders were not
consistently equipped with the capabilities
to address critical business challenges.
The university’s Human Resources Director
required a cost effective solution to resolve
these issues, thus helping in creating
a competitive advantage and avoid an
unsustainable business mix in the short and
medium term.
Both the Chancellor and the Vice-
Chancellor of the university had private
sector experience, understood the relevant
policies and had a clear idea of the business
issues at stake. The Vice-Chancellor and
Human Resources Director also understood
how cost effective and impactful coaching
could be in facilitating individual and
group behavioural change and leadership
development.
Right Management was invited to partner
with the university to facilitate coaching
programs for the executive leadership team,
with the following features:
• holistic consulting approach and
executive alignment of facilitation
capabilities;
• coach matching process to leverage
coaches’ depth and breadth of coaching
experience, training and backgrounds;
• best practice coaching methodology
being consistent and scalable;
• use of reporting, measurement and
quality assurance including pre and post
360 feedback pulse surveys and regular
review meetings
Approach
At Right Management, Leader Coaching is
an integral part of the talent management
process and is a key intervention to
supporting organisational effectiveness - see
our Organisational Effectiveness Framework
(OEF) diagram below.
Leaders are key to implementing business
strategy by integrating organisational
structure, roles and capability with people
systems and processes to embed the values
and culture that drive necessary change.
One of the most effective ways of
developing leadership capability on an
individual and group level is through Leader
Coaching.
Business Environment
Strategy
Leadership
Employee
Engagement
Customer
Experience
Organisational
Performance
Structure, Roles
and Capability
People Systems
and Processes
Values Culture
Reference 1.1 Organisational Effectiveness Framework

8. 6 THE RIGHT QUARTERLY
Leader Coaching involves 3 key steps:
1. Organisation context is made relevant
by incorporating and leveraging the
aligned components of the Organisation
Effectiveness Framework™ (e.g. key
stakeholders, the business strategy,
culture, values, structure and processes)
2. Measurable coaching goals are linked to
business results that improve coaching
success and define coaching value
3. Coaching excellence is nurtured, defined,
and measured utilising a technology-
enabled virtual community, extensive
on-the-ground global resources, coach
certification and supervision.
Implementation
The coaching programs commenced in
late 2012. All members of the university’s
executive leadership team undertook a 360
assessment in early 2013, selected their
preferred coaches via chemistry meetings,
and started on a 9-month long journey. This
included coaching meetings to facilitate
individual behavioural change helping in
bringing about greater team performance.
In conjunction with these programs,
executive leadership team alignment
sessions were facilitated by a Right
Management Master Coach/Facilitator
to build consensus and alignment with
the organizational goals and vision of the
university.
Outcomes
Prior to the coaching intervention, the
executive leadership team was siloed, highly
competitive and did not communicate
effectively.
A year later, the team was more aligned and
worked together with the Vice-Chancellor to
execute four key transformational projects
on time and within a budget, including: a
new faculty structure; a shared services
model; a new student administration system;
and, enterprise wide transformational
cultural change. Anecdotal observations of
the individuals who report into the executive
leadership team included that “the current
executive leadership team (including prior
and new members) is the best functioning
group the university has ever had!”.
At the end of this transformation
process, the university had successfully
positioned itself ahead of a crowded
competitive field through an enterprise-
wide rebranding and differentiation
process. Without the coaching program
and accelerated alignment of the team
to the business strategy, the turnaround
and transformation of the business may
not have occurred in time to avoid the
future viability of the institution being
compromised (including a $35 million
shortfall of government funding). An
inability to deliver the transformation
program would likely have further negative
impacts on the University including
campus closure, faculty merger, senior
executive attrition, and staff layoffs. Further,
coaching program participants reported an
87% satisfaction rating at the end of the
program.
Of the partnership with Right
Management, the Vice-Chancellor said,
“We have found them to be responsive
and professional. They were able to help
us build on our leadership capabilities
and skill sets. The people we have worked
with are respectful of confidentiality, listen
well and adapt as our requirements have
developed”.
Way Forward
Due to the success of the coaching
program, Right Management has been
asked to design and deliver a customized
leadership development program for the
TM
Com
petencies
Leader
Capabilities
Organisation
B
usiness
O
utcomes
BUSINESS
VALUE
CHAIN
Reference 1.2 Coaching Business Value
Chain

9. COACHING 7
next two levels of leadership to emphasize
the necessary mindsets and leadership
capabilities across the organization. The
key focus areas of leadership capability
chosen by the management team include
strategy, innovation and risk, cooperation,
communication, delegation and production.
Moving forward, the leaders can levarage the
skills developed throughout the coaching
and leadership development programs
to drive cultural change and proactively
respond to market forces.
The key learning, for all involved, was that
the scale of transformation necessary to
remain competitive in the sector takes
significant effort, sponsorship and time.
Persistence, continuity and commitment
are key to not only ongoing success of
the change programs but to the ongoing
success of the organization.
by Maria Newport
Regional Coaching Lead &
Principal Consultant
Australia
by Lizzie Allen
Account Director
Australia
by Nick Grage-Perry
Principal Consultant
Australia
Article authored by Maria Newport. Interviews conducted with Nick Grage-Perry
and Lizzie Allen.

10. 8 THE RIGHT QUARTERLY
In the war for leadership talent, accelerating
leadership development is a strategic
imperative for many organizations. Executive
assessment and development centers
are an important element to help high
potential leaders and future executives
better understand their assets and potential
liabilities and hence their leadership styles.
Development planning and executive
coaching frequently follow a development
center. The goal of coaching here is to help
participants understand and reflect on the
assessment feedback, then to pick their
development priorities and create a SMART
development plan. Executive coaching also
provides a unique third-party perspective not
typically available for the participant. This
dispassionate objective view is one reason
executive coaching is so valuable. But can
this process be made even more stronger?
At Right Management we have found peer
coaching to be very effective when used
along with executive coaching, particularly
as part of a senior leader development
center. In fact, the peer coaching session is
often the highest rated session. We recently
were reminded of this during a 2-3 days
senior leader program sponsored by a multi-
national company running sessions in EMEA,
Americas and APAC. It was highly rated by
participants irrespective of geography.
What is peer coaching? In her book, How
to Plan and Implement a Peer Coaching
Program? Pam Robbins defines peer
coaching: “Peer coaching is a confidential
process through which two or more
professional colleagues work together to
reflect on current practices, expand, refine,
and build new skills; share ideas; teach one
another; or solve problems in the workplace.”
Peer coaching, then, is an opportunity
to share ideas in a safe and confidential
environment.
At Right Management, we use peer coaching
as a safe and confidential way to share
thoughts and ask for ideas regarding
personal development as a leader. It
provides for an opportunity to explore issues
on the minds of many senior leaders or
aspiring high potential leaders, but issues
that are unlikely to arise as part of normal
conversation. Peer coaching provides the
opportunity for leaders to share their career
journey, empathize with their challenges
and frustrations, and leverage the collective
wisdom of peers to explore important
issues regarding self-improvement and
development.
Networking always receives positive
feedback in our leader workshop
evaluations. People like to meet new
colleagues from the same industry but from
different functions or geographies. They like
to discuss and explore new ideas, to find
solutions to common problems, or simply
If I were in your shoes: Peer
Coaching for Senior Leaders
and High Potentials
Coaching
Instruction
Knowledge Ability
Potential Advising
Development
Training Skill
Practice
Point of View

11. COACHING 9
to validate one’s own perceptions about the
organization’s culture. These are topics about
which an outside coach rarely has in-depth
knowledge or expertise, and so ‘networking’
is very valuable to program participants.
Informal networking, no matter how expertly
orchestrated and appreciated, has its
limitations. Because it is an informal process,
chance often determines who meets and
speaks with whom. If people are meeting
someone for the first time, the conversation
tends to focus on external challenges or
non-threatening issues. It rarely deals with
self reflections or personal challenges. It is
unlikely to involve how to advance a career
or one’s aspirations of making a big impact
on the world. This is why peer coaching is a
valuable addition.
Think about it for a moment. You are a
participant in a leadership development
workshop with perhaps a dozen other senior
leaders from around the organization and
from around the world. The range of work
experience is typically 15 to 25 years. This is
a talented group with the potential to climb
to the top leadership of the organization.
Imagine the collective wisdom and
experience that exists in this group! What
advice would they have for me? How can
that wisdom be tapped to benefit me? How
can I help my peers benefit, too?
As the definition of peer coaching suggests,
there is no single technique. To set the
comfort, we will share here the technique
Right Management uses as part of a
leadership assessment for development
programs.
A typical assessment for senior leaders
consists of an assessment day followed by
a feedback day that includes meeting with
an executive coach. The executive coach
works with the senior leader to ensure a
clear understanding of the assessment
feedback being provided. Implications are
also discussed for the current role and for
his or her career aspirations. The objective
is to create a personal strategic career plan
that includes development for short term
performance gains, but also development
towards long term career goals. These
coaching discussions provide an opportunity
for participants to self-reflect, to openly
and confidentially share their hopes and
aspirations along with their concerns or
fears. This is a very personal dialogue
about issues that are deeply important and
personal. Having an external executive
coach provides the confidentiality and safety
needed for participants to open up and
discuss what is not normally discussed in
organisations. This is where peer coaching
can be a powerful compliment to executive
coaching.

12. 10 THE RIGHT QUARTERLY
The peer coaching session is a semi-
structured exercise with 4 to 5 participants
and a facilitator/executive coach. We
introduce the peer coaching session after
the senior leaders have received feedback
and reflected on their developmental
priorities. The participants are now ready to
share and discuss this with others.
The first fifteen minutes of the peer coaching
session is preparation time. Participants are
asked to prepare a five minute introduction
including:
• Who I am, the key milestones of my
career to date, what others need to know
about me to work with me effectively, my
key drivers, and my vision for myself as a
leader
• The key takeaways from the development
center/workshop so far and the
things I want to do better in the future
(development priorities)
• Burning, open questions I still have
and/or the obstacles I anticipate to my
development and career evolution
• The support I would like to get from you
(my peers) now…
Following the introduction the peers are told
they may ask clarifying questions for 2-3
minutes in total. The senior leader is allowed
to provide brief clarifying answers. However,
once that is done the senior leader is told
they can only listen and take notes – they
are not allowed to respond to their peers.
Each peer then provides coaching to
the leader in turn. To help the peer get
started, they are asked to begin by saying,
“If I were in your shoes, I would…” Again,
the participant cannot speak – they are
instructed to listen and take notes only.
After each peer has provided coaching to
the leader, the leader is allowed to thank
his or her peers for the suggestions and
to identify some of the key messages they
found particularly useful and want to take
action on. The facilitator helps keep time
and ensures participants adhere to the
structure of the session. Time is allocated
to allow for each leader to receive 15-20
minutes of peer coaching. It is important
to note that each leader gives coaching as
well as receives it. They are both “coach”
and “coachee”. This encourages trust and
reciprocity – to ensure confidentiality and
to provide equally powerful and relevant
advice. The session ends with the facilitator
debriefing the activity.
There are many benefits to peer coaching
with senior leader or high potential group:
• Leaders realize that they may be “in the
same shoes” as their peers, which creates
a bond between them, and also increases
their engagement in the process
• Peer coaching advice tends to be very
practical and actionable, industry and
company specific, and reflecs the wisdom
of peers. These suggestions often show
up in the final SMART development plans

13. COACHING 11
• Scheduled towards the end of the
workshop, the leaders have begin to focus
on a few ‘burning questions’ that they feel
compelled to share with their peers in a
confidential setting – areas where they
truly want to improve and are seeking the
wisdom of senior leaders like themselves
to do so
• Often these sessions spark a common
interest that leads to follow up discussions
or a lasting relationship between
participants
There are best practice factors that
determine the effectiveness of this approach
to peer coaching. We have found the
process to be most effective when:
• An atmosphere of trust and openness
exists between participants, which is more
often near the end of the workshop after
they have participated in other sessions
• Confidentiality is emphasized. This
includes limiting the session to only the
outside facilitators and the participants –
no company representatives or HR staff
are allowed to observe
• Participants are not from the same work
group and are not in direct and imminent
competition with one another for a
promotion which may belie the trust that
is needed to ask and answer ‘burning
questions’ without bias
• The facilitator ensures adherence to
the ‘listening’ rule when receiving peer
coaching and ensures all participants
receive equal time
Executive coaching is a very effective way
to help senior leaders and high potentials
accelerate their readiness to become global
executives. Peer coaching adds unique value
by including the wisdom from experienced
and credible leaders across the organization.
Given the importance of fostering a global
mindset, including leaders from different
geographies is also highly valued. Peer
coaching does this by providing a depth
of sharing and collaboration that simple
networking rarely achieves. Besides, it’s very
hard for a leader not to listen to a colleague
who has “been in your shoes”!
Gary R. Schmidt, Ph.D.
Practice Leader, Talent Management
Singapore

14. 12 THE RIGHT QUARTERLY
The Background
Bajaj Finance Limited (BFL) is a leading Non-Banking Finance Company engaged in
consumer finance, SME finance and commercial lending. It is one of the most diversified
NBFC in the country, the largest financier of consumer durables in India and one of the
most profitable firms in the category. Its portfolio includes Consumer Finance offerings,
SME Finance and Commercial Lending.
The company has seen tremendous growth in past 5-7 years and has created a niche
for itself, by being innovative on their offerings and continuously being ahead of curve.
Along with the company’s tremendous growth in such a short time span people have
grown considerably in the system matching the organization’s fast pace. The young
leaders of the company have climbed the ranks and are managing complexities of
business and in areas of people management & organization development. Hence there
was a substantial need to further handhold these leaders in taking up key strategic
roles.
In its commitment towards developing its people who are critical to the success of the
organization, Bajaj Finance Limited (BFL) embarked on a learning journey with Right
Management as its strategic learning partner, in developing leaders for the organization.
Right Management being the talent and career management expert with over two
decades’ experience developing and coaching thousands of executives in all segments
and across geographies was their partner of choice because of the rigour and
commitment towards making the learning relevant in BFL’s context.
The entire process of leadership development in which coaching was an integral part
was carried forward by understanding the specific needs of BFL, by deploying proven
methods and advanced tools based on extensive leadership research.
BFL internally identified leaders at key positions (from the Senior Management Team of
the organization) for the coaching initiative. Right Management designed and executed
the entire coaching intervention, by working closely with leaders from BFL to achieve
strong coaching outcomes with far-reaching business effects. The areas of development
were captured by having conversation with the leaders and their managers, followed by
a 360 assessment on BFL’s Leadership Competency framework (also created by Right
Management) for all these leaders.
Executive Coaching:
A Critical Learning Journey for Senior
Leaders at Bajaj Finance Limited
Client Reference Story

15. COACHING 13
ALIGN
with the
Organization DESIGN
the Coaching
Plan
ACCELERATE
Performance
LEADER
COACHING
PROCESS
Leader Coaching Model
Right Management’s three-stage, multi-step
model is carefully designed to link specific
coaching practices to the achievement of
real strategic objectives. Leader Coaching
offers a powerful mechanism for driving
systemic change and impacting the entire
organization.
Right Management Coaching Model
ALIGN with the
organization
DESIGN the
Coaching Plan
ACCELERATE
Performance
The careful alignment of
coaching goals with
strategic objectives is
the foundation on which
our success is built. Right
Management works
closely with leaders,
their managers and
other stakeholders to:
Comprehensive
information gathering
leads to careful planning
that involves:
At Right Management
we always measure, both
to confirm the validity of
our model and help
clients plan future
development. Once
planning is complete,
Right Management:
• Define in detail the
coaching objectives for
leader, manager and
organization
• Understand the situation
of the leader, the culture
of the organization and
the environment in
which it operates
• Carefully match leader
and coach, taking into
account individual
needs, chemistry and
expertise
• Determine the metrics by
which coaching
effectiveness, leader
performance and
business
• Measuring the leader’s
strengths and
weaknesses by means of
360º and
other assessments
• Establishing a baseline
of business performance
for measuring the
impact of coaching on
actual business
functioning
• Creating a coaching plan
using a Business Value
Chain to translate
organizational objectives
into a practical coaching
agenda
• Coaches to plan by
conducting one-to-one
coaching sessions and,
where necessary,
accessing specialized
expertise from our
coaching community
network
• Provides shadow
consulting and real-time
feedback
• Presents formal
evaluation of the
leader’s performance
and measurement of
coaching’s impact on
organizational
performance and
business results
• Aligns leader’s and
manager’s
understanding of
coaching results and
plans for future action

16. 14 THE RIGHT QUARTERLY
Right Management’s Executive
Coaching at BFL:
Solution Architecture
Research repeatedly shows that Leader
Coaching provides an organization with a
clear competitive advantage for optimizing
leadership potential. The Leader Coaching
solution deployed at BFL was precisely
designed to provide exceptional leader
coaching that adds up to outstanding
individual and organizational impact.
Role of Coaching
The reason why organizations invest in
the intervention of coaching is to align the
development of organizations in line with
business results. It is a strategic intervention
which needs creation of a ‘Business Value
Chain’ that links the leader competencies
to the desired organizational capabilities,
and desired coaching outcomes to strategic
results. Once it is defined, the ‘Business
Value Chain’ serves as a practical guide for
the entire coaching engagement.
The success of a coaching engagement
depends heavily on the involvement of
key stakeholders. This intervention asks for
broad participation right from the very top
of the organization to teams and other key
stakeholders. Involvement and contribution
of the stakeholders ensures shaping of
the program and evaluation of its success.
At BFL, the Coaching Intervention for the
leaders involves active participation right
from the MD, CEO, participants’ managers
and teams. Their inputs and support
have ensured the huge success that the
programs have witnessed.
Leader Coaching is based on clearly
identified and measurable outcomes. The
coaching journey for the leaders at BFL
was designed keeping in mind both the
individual needs and the key business
drivers in the current as well as the future
context.
Coaching Process for BFL
The coaching intervention for BFL leaders
was a yearlong program. The process
followed at BFL involved the following:
• Coaching Orientation session was
done to introduce the coachees to the
entire journey that lay ahead for them
and the process that would be followed
• 10-12 One on One Coaching
sessions between the coach and
coachee with one session every month.
The outcome of each meeting was
captured and the coachees were given
learning assignments that formed the
key agenda items for the next session
• Tracking and Coaching Logs
maintained for each session of
every coachee. These were used to
continuously track progress against
the defined coaching goals and for
any course correction / realignment as
required
• Quarterly Audit with the Manager of
coachee and HR was conducted, taking
into account feedback from coachee’s
direct reports as well
• Program Closure with a review meeting
with the CEO and reflection on the entire
journey
Coaching Experience at BFL
While client has its own experience to
share, Right Management was delighted to
experience the partnership with BFL. The
entire learning journey which has several
interventions beyond executive coaching,
designed for varied audience groups, was
enriching for both BFL as well as Right
Management. The results that coaching
brought out were phenomenal in certain
cases and apparent behavior and mindset
changes were observable in the leaders
who underwent coaching intervention.
With that success story, BFL continues
to grow its leaders’ capabilities year on
year via executive coaching with Right
Management and BFL has institutionalized
the same as the Leader Coaching
Framework in the organization- with new
set of leaders identified every year who are
put through the year long intervention that
help build sustainable leadership qualities
to drive organizational growth.

17. COACHING 15
by Divya Jain
AVP - Consulting Services
India
by Shephali Karn
Team Member
India
We launched the Leadership Coaching Framework at BFL in October 2011 with 8
participants across E08 to E10 identified to undergo the program.
We are a fast growing company and building a strong leadership development framework
is critical to support that growth. It has been our endeavor to develop levers that will help
leaders broaden their horizon, and add to their intellect and knowledge pool to drive
superior business results.
The coaching program is one such lever that we plan to introduce in the organization. Our
current thought is that this is a large investment and will thus remain focused to the senior
management team in the organization.
Over the years as the organization has started realizing the benefit of leadership
development efforts of this nature we will start expanding the framework to cover the next
level of leaders.
Outcomes
1. Help senior executives become more effective leaders
2. Facilitate growth in productivity and help senior executives achieve professional and
personal growth
3. Develop leadership capability within businesses
4. Help the organization grow from where it is today by effectively addressing forthcoming
business and people challenges
Success Stories
So far from a group of 10 senior leaders who have been a part of the coaching process two
leaders were promoted last year to take up much larger leadership roles in the organization.
One significant impact for the entire group that has gone through this program has been
an increased openness to personal learning and development. For some of the participants
there has been an observable change in their management styles.
Client
Speak Priyanka Mitra
National Head - Talent Management
Bajaj Finance Limited

18. 16 THE RIGHT QUARTERLY
The Landscape of Leader
Coaching in China
Overview of Leader Coaching
Market
Coaching is the current hot word in business
circles around the world. You cannot fail to
hear the word in any gathering of executives,
human resources seminars or trainers
network.
“Coaching is partnering with Coachees in
a though-provoking and creative process
that inspire them to maximize personal and
professional potential” _ ICF (International
Coach Federation).
Coaching in China has a bright future and
the investment from different organizations
is predicted to increase. A correlated
indicator is the booming coaching
certification training in China with large
participation from corporations. The main
shift will be seen through an increase in
internal coaches. But what is also seen as
an emerging trend in the past few years
is the format of group coaching and team
coaching. These formats are considered as
complementary to individual coaching and
leadership development programs as they
are cost effective for organizations and can
leverage the experience of senior coaches to
help leaders be effective in their leadership
journey.
How Leader Coaching Works in
China
Coaching, as a new phenomenon in the
dynamic market, is always regarded as a
mixture of coaching, mentoring and advising.
Seniority can also play a key role in the
selection process. The coach in China is
always seen as a respected elder or teacher
and their role is understood as that of being
a mentor who shares his or her wisdom
and insight to help the individual address
particular challenges.
It has been observed that clients in China
prefer coaches who are older and more
mature than the employee, have greater
Point of View

19. COACHING 17
industry experience, and can provide
guidance, insight and solutions to the
problems that the client is facing. But when
the coach asks many questions, it gets
the client impatient and they insist on a
quick solution. A possible explanation for
this can be understood by looking into the
Chinese culture - When I was a little girl, I
was always told what I should do. Whether
it was my parents, teachers or my boss at
my first job, there was always someone to
guide me on what I should do. If I did not
act as advised, I was scolded! This was true
for the majority of us while growing up as
we were not encouraged to think on our
own and for the self. Hence, to be seen as
someone providing guidance is attractive
to coaches, because it helps them be in
control and in a position of some authority.
As time has passed by, more and more
coaches have come to realize that just
advising someone is not very effective, as
the leaders do not show accountability and
their personal ownership remains low. This
in turn impacts their performance which is a
result of their lack of self-motivation.
An interesting fact to be noted which a
survey pointed out, was how in China it
is necessary to have a deeper emotional
connection with the client before real
coaching can begin. Often it takes two or
three meetings before trust is established.
With regard to coaching quality, 2/3rd
of the companies surveyed measure the
coachee’s (leader) satisfaction with the
coaching, while the other 1/3rd didn’t
measure. What was also noted was that
the feedback from coachees and the
change in performance observed were the
two most popular measures of coaching
effectiveness.
The story of coaching is changing in China
and it will take some time for the process
to mature. As per a recent survey, it was
seen that Chinese coaches are an average
ten years younger than their western
counterparts. The number of coaches is
steadily increasing as well. These coaches
are going through rigorous trainings to
bridge the gap in their approach and build
on their ability to ask powerful questions
considering the business context of the
client.
A lot of coaching happens face to face and
only in a few cases over the telephone. In
sync with the times, virtual coaching has
also become widely accepted.
Benefits from Leader Coaching
Today more than ever, the pace of growth
of organizations in China is quite rapid.
It is hence critical to quickly respond to
the change and capitalize on the growth
opportunity as bottom-line business results
depend on bringing emerging leaders to
the peak of their potential within a short
time. The reality is that these leaders are
developing at a slower pace than what
the organization/ role expects of them.
Hence leadership development is an urgent
priority. As an essential part of a carefully
planned development program, Leader

20. 18 THE RIGHT QUARTERLY
Coaching accelerates individual learning
and provides the guidance that the leader
needs to bridge performance gaps in their
role. This in turn contributes to the larger
organization. Over the past 5-6 years, the
main coaching focus in China has been on:
• Helping to ramp up the contribution of
new leaders, as they face such critical
challenges in on-boarding. Many new
leaders advance in their careers due
to their proficiency with technical
skills. But what they always lack are
the leadership abilities needed for
success in senior executive positions.
Coaching assists them in the role change
required, especially in the area of people
leadership, and aligns the leader’s
behavior with the new role expected
within a 6-9 month roadmap to achieve
them.
• Supporting organizations with High
Potential leader Development programs.
Individual Coaching and group coaching
are always integrated with other
leadership solutions, e.g. Assessments,
Leader Development workshops, etc.
to assist the talent to be more ready
to take up new roles in the future. The
client has many times shared feedback
that coaching is much more effective in
enhancing the leaders expected behavior
change rather than only training
workshops. Coaching helps to build their
self-awareness, to have more insight on
their blind spots, and remove the barriers
they might face when trying to apply
their learning from training workshops.
• Strengthen the relationship and
Enhance the leadership skills of Managers to drive short term and long term
results at a private FMCG organization going through a turbulent change
The client company has been rapidly growing in the last 10 years and have reached
an expected market share percentage. But over the past two years, they have been
facing a big challenge in the form of increasingly excessive inventory back logs. So the
organization has taken actions to execute a new strategy: Transition from whole sales to
a Retail business model. A new shareholder with an international background has also
joined and is responsible for implementing the change. Ten sales leaders each handeling
Client Success Stories
How coaching can help leaders in middle and senior management roles is illustrated in
the two case studies shared here.
Case
1
Case
2
communication among leaders across
functions and even up the organizational
chain. Coaching helps them build on
their emotional intelligence, and become
more self-aware and empathetic toward
others.
• Many organizations also benefit from
coaching training workshops choosing
topics like “Manager as Coach”. When
coaching is used to complement
the management style, it has been
seen that team tasks get done more
efficiently and team development
areas improve on as the members feel
more empowered while acting upon
their responsibilities. The team ends
up trusting their leaders more which
contributes to a higher engagement in
their job and organization. Earlier many
managers would believe that people are
motivated by money. But this perception
has changed as they have learnt to offer
something more meaningful to their
teams.

21. COACHING 19
Case
1
Case
2
Advancing the capabilities of a middle manager to help take on a senior role in
a multinational Semi-conductor Company
A Research & Development Director was being preparing for a senior leadership role. The
key challenge for the leader was to improve on his people leadership skills, especially
empowering others. The Right Management coach worked with him to identify the key
competencies he needed to improve on for the senior leadership role and at the same
time manage some derailers. e.g.
o Empower his next level to oversee the project review teleconferences
o Ensure he does not end up micro-managing his project updates and reviews
The Right Management Coach also helped him to start reviewing ‘exceptions’ of the
project rather than ‘all’ project related tasks. The leader also would need to start coaching
the next level on managing project expectations, while also developing their potential
leadership competencies by:
• actively participating and taking a leading role in company-wide projects
• actively engage with both internal and external R&D customers
• manage conflicts between various functional units and business units. Learn how to
handle the big picture rather than “we” verses “they” mindset
• establish progressively both vertical and horizontal dependencies
The leader was able to successfully transition into the new role as Senor Director in 4
months and then later transfer into a business development role to another business unit.
He was also recognized for having the right mindset to manage difficult situations and
was able to successfully handhold the down-sizing of more than 100 people within his
department as required by the business at that time.
responsibilities for different regions with primarily local work experience are playing a
critical role in bringing about the business change. They believe in the new business
model, but have so far been unable to achieve the result as expected in the short term,
and hence were feeling frustrated and de-motivated. They have failed in gaining the trust
of the senior management team. Hence, have become very cautious in their approach
and just passively follow what the senior management asks them to do. As a result,
business has been affected greatly.
Right Management was approached by their HR and senior management team to design
a coaching intervention to help the 10 leaders to improve on their leadership capability.
A 6-month development road map was designed, using an integrated individual coaching
and group coaching methodology. Our coaches worked with the leaders and their key
stakeholders over 6 months to help them understand themselves better and identify their
Individual Development Plans using the Hogan personality instrument. This approach
helped them to build trust and alignment during the group coaching sessions, while
working simultaneously on their individual challenges. The Client feedback shared how
the leaders had learned to be more open, make fewer assumptions, influence others and
be more proactive in working together and in coming up with innovative solutions that
can ensure the success of the new business model.

22. 20 THE RIGHT QUARTERLY
Conclusion
Coaching has a bright future in China and is seen as a new leadership
intervention within the market. Clients value it and plan to use it much more
than before as a part of their Leader Development programs. The field of leader
coaching continues to evolve, but in general, successful coaching agreements are
based on a high degree of professional coaching capabilities and business insight
on the coach’s part, and a willingness on the part of the coachee to embark on
the ‘coaching journey’.
Today, the globalization of business and the flattening of organizations have
created new challenges for leaders in every sector and industry. Hence, it is
prompting far-sighted organizations and leaders everywhere to explore ways to
effectively align people to meet the needs of business and engage them to work
towards acheiving long-term business success. Coaching has been of help in
meeting many of these challenges.
Case
1
Case
2
by Lucy Liu
Senior Consultant
China
by Michael Cheah
Executive Coach
China

23. LEADER
DEVELOPMENT
Leadership Pipeline
Development
Leader Coaching™
Succession Management
Performance Management
ORGANIZATIONAL
EFFECTIVENESS
Strategy Implementation
Strategic Workforce Alignment
Change Management
WORKFORCE TRANSITION
& OUTPLACEMENT
Outplacement
Redeployment
Career Decision
Career Development
EMPLOYEE
ENGAGEMENT
Strategic Communications
Planning
Workforce Engagement
and Retention Strategies
Wellness and Productivity
Management
TALENT
ASSESSMENT
Competency Modeling
Organizational Assessment
Team Assessment
Individual Assessment
TALENT AND CAREER
MANAGEMENT
LEADER
DEVELOPM
ENT
EFFECTIVENESS
O
RGANIZATIONAL
EMPLOYEE
ENGAGEMENT
WORKFORCE
T
ALENT
ASS
ESSMENT
Right Management’s Talent and
Career Management Capability

24. 2014