BUILDING A COACHING PRACTICE

LL 548

Week 6

Dr. Sheila Boysen-Rotelli

Setting the Foundation1. MEETING ETHICAL GUIDELINES AND PROFESSIONAL STANDARDS

2. ESTABLISHING THE COACHING AGREEMENT

Co-Creating the Relationship

3. ESTABLISHING TRUST AND INTIMACY WITH THE CLIENT

4. COACHING PRESENCE

Communicating Effectively

5. ACTIVE LISTENING

6. POWERFUL QUESTIONING

7. DIRECT COMMUNICATION

Facilitating Learning and Results

8. CREATING AWARENESS

9. DESIGNING ACTIONS

10. PLANNING AND GOAL SETTING

11. MANAGING PROGRESS AND ACCOUNTABILITY

The Coaches andCoaching Capabilities

In this class we will cover the following: Organizational coaching assumptions Internal and External Coaching Defined with

Competencies The Human Resource Connection

Organizational Capabilities

Solid Mindset About Coaching in the Organization:

Coaching is for both the person and the organization. It has to benefit both the individual as well as the organization. The initiative has to pay its way. Coaching sessions must be confidential. Dedicated coaches don’t get sidetracked by other business

roles. Participation should bring neither guilt nor shame. Coachees are expected to improve their performance. Coaching should not be “medicalized”. The coachee should be free to disagree and/or terminate the

coaching.

Distribution of Internal and External Coaches

International Coach Federation Survey (2009) of both credentialed and non-credentialed coaches revealed this distribution:

Total Coaches Surveyed: 1,587

Internal Coaches: 166

External Coaches: 1,421   

What does this say to us?

The Coaches Importance of knowing when to use internal

coaches and when to use external coaches. Who are the internal coaches?

• Can be HR professionals• Managers and leaders as coaches• Trained professional internal coaches

Who are the external coaches?• Executive Coaches trained to coach leadership• Coaches trained to coach performance development

All coaches should utilize the competencies designed for their grouping and share with coachees the basic coaching approaches, especially inside a true coaching culture.

Advantages/Disadvantages of Internal Coach

Advantages Has understanding of the

culture. Less expensive Coaching more targeted and

further down organization Supports the learning

organization Develops skills to benefit

organization Models the coach approach to

managers Observes coachee in daily

activities Can do in-the-moment

coaching

Disadvantages May lack objectivity regarding

outside influences Often have other roles and are

busy Coach and coachee may

know each other with preconceived ideas

Maintaining confidentiality may be difficult �

Difficult to trust someone with your weaknesses in the organization

May have lack of commitment since there is no literal costs for missing appointments.

Advantages/Disadvantages of External Coach

Advantages Trust and confidentiality in

place Experience with multiple orgs More objective and unbiased

view Clear role definition with no

additional responsibilities No preconceived ideas Coachee has more

commitment because there’s a cost

Offers challenging/differing perspectives

Disadvantages Unaware of culture and

politics More expensive Can’t observe coachee in

action and only hears coachee’s version of truth

Not as aware of system in which coachee works

Coaching is subject to termination based on changing business conditions.

Competencies for Internal /External Coaches

These competencies are above and beyond ICF competencies:

• Psychological knowledge including an understanding of personality, style and interaction between person and environment. �

• Business acumen including role of strategy, basic financial savvy, operations, IT, quality and business trends.

• Organizational behavior, development knowledge; understanding of organization structure, leadership, teamwork, roles and the place of power and politics.

• Knowledge of coaching theory, including schools of coaching and how coaching facilitates change.

• Personal attributes, including mature self-confidence, positive energy, assertiveness, interpersonal sensitivity, openness and flexibility, goal orientation, partnering, influencing, positive orientation toward continuous learning and integrity.

Case Study You have been asked to coach with a project team

that has just been created. There are 9 members, including the manager. The goal of the project team is to create a process for marketing a new product.

What are the differences between coaching this team from an internal coach perspective and from an external coach perspective?

The Human Resource Connection

Often HR professionals are the first on the scene for performance and development needs.

Contracting with HR: Be clear about the desired results and how it is

measured. Be clear about confidentiality and how to handle it. Be clear about confidentiality and how to handle it. Be clear about the role of the coachee’s boss and the HR person in the coachee’s development.

Summary Internal Coaches: Advantages and Disadvantages External Coaches: Advantages and Disadvantages Coaching competencies for coaching in

organizations Contracting with the Human Resource professional

Question: What was the newest piece of information you learned so far today?

Reading Review this article and be prepared to discuss.

“When to Use Internal Versus External Coaches”

http://www.siop.org/Workplace/coaching/internal_versus_exte.aspx

1. Consider how organizational coaches are different (or similar) to the work you do with your clients. Be ready to discuss in next class.

2. How is this relevant to you?

THE COACHEES

The Contexts of Different Groups Being Coached

In this class we will cover the following: Coaching Boards of Directors Coaching Senior Executives Coaching Managers and Supervisors

Coaching Boards of Directors

Board coaching is more complex than any other you will do because of the complex nature of their responsibilities.

The Board Chairman is responsible for Board activities:

Molding Directors into an effective teamSetting the agenda and conducting Board

meetingsProviding timely information to Board membersPutting in place a way to evaluate Board

performance for both individuals and as a team

Role of the Coach to the Board

Boards are utilizing Executive Coaches to upgrade/improve their abilities. The role of the coach is to:

• Coach the Chairman• Serve as a bridge between all members and their goals• Shadow Board meetings and give feedback• Facilitate Board meetings• Serve as Coach to each member (or use a team of

coaches)• Develop leadership abilities to the next level of

performance

Typical Interview Questions from the Board

What is the value of Board coaching – to an individual; to a group? Tell us about your coaching practice and how you got into this field of work

(passion, breadth and depth of experience, philosophy). What is your experience doing coaching for leadership groups such as a

Board of Directors? Do you have experience working with Professional Corporate

Boards? What preparation and training do you have for this work? How do you

balance the Psychology/Business aspects of leadership performance coaching? What models or approach do you use in coaching and how do you

measure success? Tell us about a success story? A failure? What rules or guidelines do you follow in managing the coach/client

relationship? How do you go about setting goals with the client? What are the qualities of a great client?

Have you worked in our industry before?

Coaching C-Level Leaders

The CEO must create and maintain the work of his/her company and lead all others while showing the desired profit every day.

The CEO must be the: Strategist who sets the strategic vision and directionArchitect of the organizational structureAmbassador for external representation of the companyKeeper of the corporate imagePerformance manager who translates vision and

strategy into resultsFunctional manager who directs human resources,

legal, public relations and financePeople manager who develops and leads senior

management

Typical Coaching Roles for the Coach with Senior Leaders

Development of existing, interim or high-potential leaders

Serve as trusted adviser, “hard” truth teller and sounding board whose role is more isolated without peers

Coach for strategic success and business results Assist and coach executive leaders reporting to

the CEO Coach with the CEO about relationships with

Board, direct reports and community in general

Coaching Managers and Supervisors

Many managers now use a coach approach to supervise the work of their direct reports, often using a solutions focused approach. They learn by being coached, usually by internal coaches.

• Recognize coaching opportunities• Support solution focused activities• Promote learning and action planning• Support employee accountability and productivity• Support better decision making and collaboration• Provide feedback for learning

Typical Coaching Process

The coaching process is similar to those of any other organizational group.

• Individual interview/intake with review of performance reviews and development plans Review coaching agenda and �agreement of goals, success measures, process and outcomes

• Conduct assessments including 360 degree feedback (pre-test)• Individual and boss feedback – engaging both in responsibility for

success• Face to face coaching sessions for predetermined time (usually 1

year) Quarterly reviews with boss for progress and accountability• Post test using 360 interviews, feedback and measurements for

ROI

Question: Would you shift this standard process based on the generational differences?

Summary of Learning

Our summary today will be by discussing the following:

1. We have discussed four different contexts for coaching in organizations. Which context was most meaningful to you? (The Organization Theories; The Coaching Culture; The Coaches, and The Coachees)

2. How do these contexts guide your coaching in your current work today, and how will it impact your work?