This document summarizes an executive coaching workshop held on February 6, 2007. The workshop focused on sharing best practices for executive coaching to improve its effectiveness. It covered topics like executive coaching applications, improving coaching effectiveness, best practices for coaching, and measuring coaching impact. Participants were encouraged to ask questions and provide feedback to enrich the discussion. The workshop aimed to build knowledge around structuring coaching engagements and relationships to maximize their benefits for both the individual executives and their organizations.

1. HRPS EXECUTIVE COACHING
WORKSHOP
FEBRUARY 6, 2007
DAVE BROOKMIRE
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2. Agenda
Session I – February 6th
Introduction – Walt Cleaver
Executive Coaching Applications – D. Brookmire
Improving Executive Coaching Effectiveness – J. Zenger
Q & A Best Practices – J. Zenger & D. Brookmire
Wrap-up – D. Brookmire
Session II – February 15th
Introduction – Walt Cleaver
Extraordinary Coach 360 Survey Feedback and Applications – J. Zenger
Case Discussion – D. Brookmire
Measuring the Effectiveness of Executive Coaching – J. Zenger
HR’s Role in the Process – D. Brookmire
Close – Walt Cleaver
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3. Participation
We welcome your contributions during the workshop
There will be Q&A points that we ask for your participation and
to answer any questions
Our experience tells us that participation will make the
workshop more enriching for you and other participants
Here’s how it works:
- Sarah Tripp is our moderator
- Submit questions on-line during discussions
using your console
- At points we will stop for moderated Q & A
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4. Background
Much is known about effective leadership development in
formal training methods
Classroom training remains the most popular delivery
method for leadership development
Executive coaching continually gains as a method to
supplement or replace traditional training
How executive coaching can be most impactful across
individually different coaches is still largely anecdotal
Executive coaching as a technique can by very inconsistent
This workshop focuses on sharing best practices and
research to build executive coaching’s effectiveness
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5. Coaching – Utilization Increasing*
Top five growing areas and investment increases 2005 to 2006
were soft skills: Leadership Skills (40%), People Management
Skills (35.7%), Job-Specific Skills (28.6%), Sales and Customer
Service Skills (21.4%), and Technology Skills (21.4%)
While most of the training budget dollars are focused on the formal
training, other solutions that embed learning to build skills in
relationships and day-to-day work are being deployed
More than half of the organizations projected increases in spending
on coaching and mentoring in 2006
*Corporate Executive Board, Learning and Development Roundtable
Benchmarking Study, 2006.
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6. Key Drivers of Executive Coaching’s Popularity
Successfully deployed method to develop leadership
Transparency of leadership and Board of Director oversight
High executive failure rates reported (e.g., New hires and
Promotes)
Helps executives align their performance with the strategic
objectives
Extends and enhances the formal training investments
made by companies
Focuses on the most critical skills (e.g., leadership,
interpersonal, working with external stakeholders,
managing major changes, etc.)
Many consultants have created “coaching” services to help
individual leaders
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7. Coaching Defined
An on-going relationship which focuses on coachees taking action
toward the realization of their visions, goals, or desires. Coaching
uses a process of inquiry and personal discovery to build the
coachee’s level of awareness and responsibility and provides the
coachee with structure, support and feedback. The coaching
process helps clients both define and achieve goals faster and with
more ease than would be possible otherwise. (International
Coaching Federation)
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8. Coaching vs. Consulting
Share similarities – steps similar, focus on leader behaviors,
providing expertise, future-focused
Coaching described as different:
- Individually (vs. project/system) focused
- No pre-determined goal at outset
- Coachee as client (not organization)
- Builds upon self-discovery
- Data tied to values/goals of coachee
- Driven by coach’s self-awareness and skills
- Relies on building an interpersonal and
helping relationship
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9. Most Common Executive Coaching
Applications in Organizations
New leader assimilation
Specific and Targeted Skill Development
Highly Valued at Risk Executives
High Potential Development
Personal Development – Self-Development
Supplement to Formal Training Programs/Consulting Engagements
Group Coaching
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10. Best Practices Executive Coaching
Methodology
Data Coaching &
Development
On-going
Transition &
Pre-Launch Launching Collection
Planning Evaluation Evaluation
& Feedback
•Identify and •Getting executive • Multiple sources •2-3 areas for •Planned •Establish
select coaches ready to be coached & methods change sessions advocates
•Gathering •Setting expectations, • Use of 360 • SMART Goals •Coaching •Transition to the
pertinent data roles, goals, and surveys, •Non-linear methods boss as coach
•HR securing measures assessments, & development •Observation •Measure results
support and • Linking to interviews •Share with key on the job and set up next
funding leadership •Direct stakeholders •Seeking 360 survey
•Determining initiatives Observations •On-line to feedback on •Renew the
parameters of •Handling • Group/individual track and executive and development plan
the engagement confidentiality feedback measure coach
•Discussing with •Aligning HR, •Fatal flaws •Create network
prospective coachee, •Competencies X for development
coaches and boss Importance •Teach self-
•Assessing the • Coachability reflection skills
executive’s preferred
learning style
•Orienting the coach
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11. Key Stakeholder Roles and Alignment
Boss
Coach HR
Coachee
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12. Executive Coaching Impact Areas
Clear
Direction:
Vision
Strategy
Goals
External
Factors: Structure:
Family Span
Economic Allocation
Personal
Executive’s
Socio-technical
Effectiveness
Personal Management
Capabilities: Process:
Skills Information Flow
Traits Accountability
Experiences Measurement
People &
Culture:
Benchstrength
Quality
Complementary
Supportive
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13. Improving Coaching’s Effectiveness
J. Zenger
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14. Executive Coaching Best Practices
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15. Discussion
What questions do you have to help share best practices?
What signs do you look for to determine if you have a
coachee that doesn’t want to change?
What techniques have you found effective for providing
extremely strong negative feedback to an executive?
How do you qualify a coach to work with your company?
What have you found to be particularly effective in
establishing a helping relationship with coachees?
How do you justify the use of coaching in your
organization?
What tools and techniques have you found that are
particularly helpful in improving your coaching
performance?
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16. Wrap-Up
Summary of key points
Preparation for Session II:
- Completed the Extraordinary Coach 360
survey
- Feedback report to be emailed a couple of
days prior to the next session
- Email dbrookmire@cpstrat.com if you did not
complete the survey
- Read the case and answer the questions
Next Session is 2/15/07, 11:30 a.m. -1:00 p.m. EST
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17. Coaching Case all of Trilligene’s key customers and
It is Monday morning, 9:30 a.m. and you investment analysts. Customers
just completed a brief phone call with the applaud the fact Chris is with
VP HR from Trilligene Pharmaceuticals. You Trilligene. The problem is that Chris is
had worked with the VP HR in her prior Dr. Jekyll with customers and the
company as a coach for a few of the top Board, and Mr. Hyde with peers and
executives. You hear the following scenario subordinates. On the people side of
from the VP HR: Chris Jenkins, is the EVP the business Chris has lost five key
of R&D for Trilligene Pharmaceuticals. Chris scientists over the past 12 months and
has been in this role for over three years the VP HR fears more key resignations.
and was quite a significant hire for The VP HR relates the description of
Trilligene. The VP HR related that the Chris’ leadership is always the same.
hiring of Chris Jenkins three years ago had The culture in R&D continues to
a lot of fanfare and attention from the deteriorate. Chris is perceived as
Board of Directors, analysts, and industry arrogant, intimidating, closed-minded,
leaders. Chris was recruited from a key challenging, overly controlling, and
competitor to help restore credibility with lacking interpersonal skills. After many
customers and investors after a string of closed-door discussions about Chris
poor product releases. Chris was a between the VP HR and the CEO, the
recruiting coup, bringing a tremendous CEO strongly feels that Chris must stay
industry reputation and track record of with the business. If Chris were to
accomplishments to Trilligene. In fact, the leave, the results to the business
VP HR confided that Chris’ hiring led to her would be dramatic. The CEO fears that
eventual promotion. Since joining, Chris Chris could go to a competitor which
has consistently produced several block would make a departure even worse.
buster products in record times. Chris has The VP HR asked that you come in
restored the company’s credibility and later that day to meet with her, the
reputation with CEO, and Chris.
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18. Coaching Case Discussion
1. What would you like to learn in the meetings
with Chris and the CEO?
2. What will you do toward building a strong
relationship with Chris?
3. What key coaching steps would you take in this
situation?
4. How will you report the feedback to Chris so that
Chris accepts it?
5. What metrics will you use to measure success?
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