Ut Arlington Presentation 10.01.12 Final

Executive Coaching: High Time for a Quality Check

October 1, 2012

The Industrial and Organizational Psychology Center

The University of Texas at Arlington

Executive Assessment, Executive Coaching & Change Management

Share ideas on coaching challenges

Overview practical, executable solutions

Stimulate helpful thinking, discussion

Support both consumers and providers

Help executive coaching transition from a „field‟ to, eventually, a profession

Checking In….Executive Coaching

What is it exactly?

What is it exactly? Dozens of definitions

How long has it existed?

How long has it existed? 30+ years

How big is the market?

How big is the market? $2B+ globally

What‟s required to be a coach?

What‟s required to be a coach? Nothing

Any service quality controls?

Any service quality controls? Not much

Consumer protection?

Consumer protection? None

Confusing market?

Confusing market? Thoroughly

Why use executive coaching?

oGrow „high potentials‟

o Leadership development (e.g. teams)

oOnboarding key employees

o CEO – Board relationships, coordination

oOrganizational restructuring (e.g. M&A)

Why NOT use executive coaching?

o You don‟t believe it helps but “everyone‟s doing it” so…….

oHiring one to signal (falsely?) how “proactive and growth oriented” you are

oMeeting regularly with one but not taking action between sessions

o Little/no drive to leave your comfort zone to build insight and change behavior

What Happened?

Executives often limited to fuzzy “gut” reactions and references to pick coaches

What Happened?

So odds immediately against consistently and reliably identifying Grade A executive coaches

What Happened?

So odds immediately against consistently and reliably identifying Grade A executive coaches

Odds actually favor picking a mediocre to poor coach and unfortunately the bottom line impact of excellent vs. mediocre coaching is HUGE

What Happened?

How did we get here?

What Happened?

o It‟s not my problem……

What Happened?

o Is there really a problem?

What Happened?

o The industry will/should set quality standards

What Happened?

oWhat can I expect/demand from a coach?

What Happened?

o Can I distinguish top coaches from the rest?

What Happened?

o Can I distinguish top coaches from the rest?

oHow, practically and reliably, do I do that?

So What?

What does this mean for consumers?

So What?

o Confusion: endless marketing messages

So What?

oRisk: how ensure quality service?

So What?

o Frustration: tail wagging the dog

So What?

o Frustration: tail wagging the dog

o Loss (detected and undetected): $$$, time, energy, talent management results

So What?

What does this mean for coaches?

So What?

oHard to meaningfully differentiate oneself

So What?

o Tough to help clients set high expectations

So What?

oNot clear about how to grow and develop

So What?

oNot clear about how to grow and develop

o Ambivalent on how to achieve excellence

Alternative Solutions

Solution #1

o Status quo………..all‟s cool!

Solution #1

o Status quo………..all‟s cool!

Solution #2

Solution #1 o Status Quo………..all‟s cool

Solution #2oWait for „the industry‟ to set/enforce

quality, training, etc. standards

Solution #3

Solution #3o Equip and support consumers to insist on top

quality – driving service providers to „raise the bar‟ to successfully compete

Solution #3

Practical, executable, straightforward support for selection/buying decisions

Solution #3

2-Step process

Solution #3

2-Step process

Incorporate intangible factors

Solution #3

2-Step process

Incorporate tangible factors

Solution #3

2-Step process

Incorporate tangible factors

Minimize bias for intangible vs. tangible

Step 1

Focus on tangible candidate information

Step 1

Use 3 categories of candidate information

Step 1

1. Relevant, applied experience

Step 1

2. Formal training and education

Step 1

2. Formal training and education

3. Ongoing learning – keeping an edge

Step 1

Focus on candidate substance and depth in 4 areas of knowledge and skill

Step 1

1. Business

4 Fundamentals…Why?

Why Business?

• Understand client‟s corporate environment

Why Business?

• Grasp management principles, practices

Why Business?

• Grasp leadership principles, practices

Why Business?

• See interdependent functions (e.g. marketing, finance)

Why Business?

• Appreciate role of talent management

Why Business?

• Appreciate role of talent management

• Distinguish public/private business operations

Step 1

1. Business

Step 1

1. Business

2. Psychology

Why Psychology?

• Determine how/why capable/complex executives think/behave differently

Why Psychology?

• Identify issues affecting performance

Why Psychology?

• Recognize unproductive thinking

Why Psychology?

• Recognize unproductive thinking

• See self-limiting personality issues

Why Psychology?

o Gauge leadership styles, problem-solving skills, conflict-resolution preferences, etc. using reliable and valid assessments

Why Psychology?

o Gauge leadership styles, problem-solving skills, conflict-resolution preferences, etc. using reliable and valid assessments

o Access, apply and generate research on personality, emotion, career development, adult learning, behavior change, etc.

Step 1

1. Business

2. Psychology

Step 1

1. Business

2. Psychology

3. Coaching

Why Coaching?

Why Coaching? • Gain training - credible coaches are expected

to have coaching education of course

• Understand/apply coaching models/theories

• Grasp impact/dynamics of coaching on the client, organization and coach

• Stay current with developments in the practice of coaching

• Distinguish coaching from counseling, etc.

Step 1

1. Business

2. Psychology

3. Coaching

Step 1

1. Business

2. Psychology

3. Coaching

4. Ethics

Why Ethics?

Why Ethics?o Clients‟ vulnerabilities, dependencies

o Clients‟ limitations in tracking service quality

o Clients‟ trust that coaches understand and adhere to a strict code of ethics

o Clients‟ assume coaches are current in understanding, applying ethical principles (e.g. confidentiality)

Step 1

1. Business

2. Psychology

3. Coaching

4. Ethics

Step 1

Focus on candidate substance and depth in 4 areas of knowledge and skill 1. Business

2. Psychology

3. Coaching

4. Ethics

Okay? Let‟s proceed………….

Step 1

Guided to evaluate and rate the candidate

Step 1

Candidate scoring range 0-100 points

Step 1

Score range 0-25 points for each of the 4 categories (Business, Psychology, Coaching, Ethics)

Step 1

Set minimum score required for candidate to proceed to Step 2

Step 1

Set minimum score required for candidate to proceed to Step 2

Examples: A (90-100), B (80-89), etc.

Step 2

For candidates passing Step 1

Step 2

Focus on intangibles

Step 2

Use your choice of 50+ sample interview questions during interview of 60-90 minutes

Step 2

Use your choice of 50+ sample interview questions during interview of 60-90 minutes

Get a reading on the candidate in 5 areas:

Step 2

For candidates passing Step 1 Focus on intangibles Use your choice of 50+ sample interview

questions during interview of 60-90 minutes Get a reading on the candidate in 5 areas:

o Problem-solving, intellect

Step 2

questions during interview of 60-90 minutes Get a reading on the candidate in 5 areas

o Problem-solving, intellecto Emotion, motivation

Step 2

o Problem-solving, intellecto Emotion, motivationo Insight, self-awareness

Step 2

o Problem-solving, intellecto Emotion, motivationo Insight, self-awarenesso Leadership, management, work styles

Step 2

o Problem-solving, intellecto Emotion, motivationo Insight, self-awarenesso Leadership, management, work styleso Interpersonal preferences

Step 2 (continued)

Reflect on what you learned in this Step and in Step 1

Step 2 (continued)

Reflect on what you learned in this Step and in Step 1

Apply what you learned……..make your informed choice

Payoff and Reward

A substantially more informed, thorough and accurate choice of coach

Payoff and Reward

Choice integrates specific, relevant information about candidate qualifications in Step 1 (tangibles)

Payoff and Reward

Choice integrates systematic, organized impressions of candidate qualities in Step 2 (intangibles)

Payoff and Reward

Choice integrates systematic, organized impressions of candidate qualities in Step 2 (intangibles)

Decreased decision risk, increased ROI

Payoff and Reward

Opportunities to continue learning, sharing best practices with colleagues and further sharpening selection processes so future coaching choices provide even greater value

Recap: Today‟s Goals

Help executive coaching transition from a „field‟ to, eventually, a profession

A resource…

Pinpointing Excellence:The Key to Finding a Quality Executive Coach

(Bright Sky Press, 2011)

• Goal: practical, straightforward, executable support to

• Correctly assess, evaluate and select executive coaches

• Chart professional development for executive coaches

• Arm consumers to discriminate well between coaches

• More info: www.pinpointingexcellence.com

Thanks and continued success

+1.832.215.4018john@quinnreedassociates.com

Ut Arlington Presentation 10.01.12 Final

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