Presentation from the Society of Consulting Psychology conference in 2016.

1. The Evolution of Coaching
Practice in Organizations
2016 Consulting Psychology Conference
Orlando, FL
Orlando, FL
Orlando, FL
Orlando, FL
Orlando, FL

2. Presenter Introductions
Emergence & Evolution of Coaching
Is Coaching Here to Stay?
Coaching In Organizations
Stages of Coaching Practice Maturity
Group Exercise
Questions
AGENDA

3. “Executive coaching is defined as a helping relationship
formed between a client who has managerial authority and
responsibility in an organization and a consultant who uses a
wide variety of behavioral techniques and methods to assist
the client achieve a mutually identified set of goals to improve
his or her professional performance and personal satisfaction
and consequently to improve the effectiveness of the client’s
organization within a formally defined coaching agreement.”
- Richard Kilburg, Executive Coaching: Developing Managerial Wisdom in a World of
Chaos (2000)
COACHING AS WE KNOW IT

4. COACHING: A HUMAN NEED

5. “Science, not rule of thumb. Harmony, not discord.
Cooperation, not individualism. Maximum Output, instead of
restricted output. The development of each man to his
greatest efficiency and prosperity”
IMPORTANCE OF HUMAN DEVELOPMENT
- Frederick Taylor, The Principles of Scientific Management (1911)

6. A BRIEF HISTORY OF COACHING

7. A BRIEF HISTORY OF COACHING

8. A BRIEF HISTORY OF COACHING

9. A BRIEF HISTORY OF COACHING

10. IS COACHING HERE TO STAY?
Define clear definition standards
Embed objective impact measurement
Value subjective impact
Make it defensible & scalable

11. SMALL GROUP EXERCISE
What does success look like?

12. WHAT WE WANT
What We Want
๏ We want to do great work!
๏ We want to make a
difference to the individuals
we work with
๏ We want to make a
difference to the organization
๏ We want to be valued and
appreciated
What The Organizations Want
๏ Better managers and leaders
who can set and execute on
the strategy more effectively
๏ Cultures of engagement that
attract and retain top talent
๏ To satisfy shareholder
expectations (higher profits)

13. COACHING IN ORGANIZATIONS
ORGANIZATION
• CHRO / CLO / TM
• Other Executive Leaders
• HRBPs
COACHING TEAM
• Leader’s Manager
• HR Business Partner
• Leader’s Direct Reports
• Coaching Practice Manager
COACHING RELATIONSHIP
• Coach
• Leader/Coachee

14. CONDITIONS FOR SUCCESS
COACHING RELATIONSHIP/TEAM
Administrative Approval
• Budget
• Contract
• Invoicing
Success is defined
• Manager, coachee, coach, HRBP aligned
on what success looks like
• Follow-up accountability in place
Coach can coach
Stakeholders Engaged
• Manager, DRs, Peers, Colleagues
supportive of change
• Coachee is coachable
ORGANIZATION
Administrative can scale
• Processes in place
• Sufficient resources
• Tool for tracking of engagements and
reporting
Success is defined
• What leadership skills need to be developed?
• Alignment with strategy including guidelines
on who receives coaching
Criteria for coaches
Stakeholders Engaged
• Clarity on what coaching is/is not
• Clarity on strategy
• Shared accountability

15. STAGES OF MATURITY
INCIDENTAL
At this stage, there
is no program -
simply a set of
individual coaching
engagements.
CENTRALIZED
There are now
enough individual
engagements that
it is more efficient
to handle them
centrally. A central
budget is created
along with simple
guidelines for
coaching
METRICS-
BASED
As the budget for
coaching grows, it
becomes essential
to track and report
on the return on the
investment being
made. Higher
standards are
adopted for the
coaching pool. ROI
becomes the focus.
STRATEGIC
With ROI
understood, the
focus evolves to
using coaching to
support strategic
business initiatives.
Coaching is
aligned with
competency
models and talent
management
initiatives.
WORLD
CLASS
Coaching becomes
essential part of a
culture of
development. The
tool and its value is
well understood by
leadership, HR,
and management,
Coaching is utilized
and adapted for
multiple purposes.

16. Questions?