Leadership Coaching Program Guide forprivilegems.com/Privilege MS - Leadership Coaching Guide...
Transcript of Leadership Coaching Program Guide forprivilegems.com/Privilege MS - Leadership Coaching Guide...
Achieving your competitive edge through people
Leadership Coaching
Program Guide for
One-on-one & group coaching
“Achieving your Competitive Edge through people”
Date: April 2014
Contact
Matt Jabbour, MBA, PMP
Privilege Management Solutions
Executive Director
Tel: +968 92858751
TABLE OF CONTENT
1.0 PURPOSE ........................................................................................................... 3
1.1 OVERALL WORKFLOW OF THE COACHING PROGRAM ............................................ 3
2.0 LEADERSHIP COACHING OVERVIEW (ONE-ON-ONE) ................................... 4
2.1 BENEFIT OF THE LEADERSHIP COACHING ............................................................ 4 2.2 CONFIDENTIALITY ............................................................................................... 6
2.3 THE COACHING MODEL ....................................................................................... 7
3.0 LEADERSHIP COACHING IMPLEMENTATION ................................................ 9
3.1 PHASE 1: GOALS - DEFINE COACHING OUTCOME ................................................ 9
3.1.1 SMART Goals................................................................................................ 10 3.2 PHASE 2: REALITY - ASSESS BEHAVIOR REALITY .............................................. 10
3.2.1 Johari’s window ............................................................................................ 11 3.2.2 Overview of the Emotional Intelligence framework ..................................... 12
3.3 PHASE 3: OPTIONS - PRACTICE COACHING OPTIONS .......................................... 13
3.3.1 Implementation Plan ..................................................................................... 13 3.3.2 Coaching Engagement .................................................................................. 13
3.3.3 One-on-one Leadership behavior coaching- (Coaching worksheet) ............ 14 3.3.4 Sample of the coaching worksheet activity list - desired behavior ............... 15 3.3.5 Shifting from the Drama to the Empowerment Triangle .............................. 18
3.3.6 Coaching with Nuero-linguistic Programming (NLP) ................................. 19 3.3.7 Rehearsing or Role Play ............................................................................... 19
4.0 GROUP COACHING FOR LEADERSHIP AND PUBLIC SPEAKING ............... 20
4.1 LEADERSHIP BEHAVIOR GROUP-COACHING ........................................................ 20 4.1.1 One-on-one coaching .................................................................................... 21
4.1.2 Applying concepts using Coaching worksheet .............................................. 21 4.2 PUBLIC SPEAKING GROUP-COACHING ................................................................. 21 4.3 MANAGEMENT SUPPORT TO GROUP-COACHING .................................................. 21 4.4 WORKFLOW PROCESS FOR THE GROUP-COACHING SESSIONS .............................. 22
4.5 PHASE 4: WRAP-UP - EVALUATE COACHING RESULTS ....................................... 22
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1.0 Purpose
The purpose of the Leadership Coaching program is to make people more effective in
achieving business outcomes. Consequently, the approach to the Leadership Coaching
program will focus on developing people’s capacity and maturity in leading others; while
building an effective management support environment.
In addition, this engagement will get team members committed to common leadership
and management practices that would improve the pace and quality of the organization
production. This will result in more effective communication, a reduction in team conflict,
and a gradual shifting to more proactive management habits. As a result, this will help
organizations to cultivate higher productivity, and position the company to sustain future
growth.
1.1 Overall workflow of the coaching program
Figure 1: Overall workflow of the coaching program
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2.0 Leadership Coaching Overview (one-on-one)
Privilege Management Solutions’ Leadership coaching program is characterized by four
phases, with the first phase comprised of goal-setting that articulates the desired
performance of each of the 16 participants. The second phase features an in-depth
assessment of each participant and results in an identification of the gap between
current performance and future desired performance. The third phase outlines options
for addressing that gap and features coaching and training to enable each participant to
achieve their desired performance levels. And the fourth phase consists of wrap-up
activities consisting of an assessment of progress and suggested strategies for
employees to maintain and expand the impact of the program.
2.1 Benefit of the Leadership Coaching
“Coaching is the art of facilitating the unleashing of people’s potential to reach
meaningful, important objectives.” --Richard Kilburg (Executive Coaching, American
Psychological Association, 2000)
The main purpose of this coaching program is to help managers and supervisors further
improve their performance and make better decisions to maximize their success and the
success of the organization. This is accomplished by deepening the participants’
awareness of their unique strengths as a foundation for improvement. In addition, the
purpose of the one-on-one coaching relationship is designed to create new insight,
develop new skills, and spur new behavioural change.
Some of the Leadership Coaching benefits include:
1) Enhanced leadership and managerial capability to develop, lead, and coach others.
2) Strengthened leadership abilities and interpersonal skills.
3) Expanded self-awareness and acknowledgement of “blind spots” to develop oneself
and leverage the capacity of others.
4) Improved trust and collaboration to better achieve objectives.
5) Heightened understanding of different perspectives.
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6) Enhanced ability to prioritize what is important to maximize performance and achieve
organizational goals.
7) Embrace feedback as an improvement.
There is ample evidence to support leadership coaching as a key tool for powerful,
sustainable personal and professional development. Executive coaching improves
leadership, enhances performance and helps retain talent. Several studies have shown
how coaching improves organization’s performance. For example, A study by
Manchester Consulting shows that while managerial training improves productivity by
10-22%, coaching and mentoring improves productivity by 88-400% (1). The study noted
improvement in the following areas:
Working relationships with direct reports (77%)
Teamwork (67%)
Job satisfaction (61%)
Conflict reduction (52%)
The Hay Group reports that up to 40% of Fortune 500 companies now use Executive
Coaches Business Week includes American Express, Pfizer, Unilever, Bain & Co. on its
list of organizations that retain Executive Coaches.
1) http://www.managementconsultingnews.com/articles/battley_coaching_roi.php and
http://transverseleadership.com/roi.html 2) The Hay Group research, ROI of Coaching, 2008,
http://easttenthgroup.com/ExecutiveCoaching.html 3) Michelle Conlin, "CEO Coaches," BusinessWeek, 11 November 2002, 98-104. 4) John Whitmore, Coaching for Performance, Nicholas Brealey Publishing; 3rd Revised
edition,2002.
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2.2 Confidentiality
One of the main requirements in coaching is trust. At Privilege Management Solutions,
our coaching services are built, first and foremost, on establishing mutual trust with the
client. We understand that our coaching services are based on access to confidential
information. During the coaching process, employees will be sharing delicate, private
and corporate information with their coach in order to identify areas for improvement and
to achieve program goals. In fact, without sharing such information, the coaching
program will produce little value to the organization.
Privilege Management Solutions will discuss the issue of confidentiality up-front with
management, HR managers, coachees and other stakeholders engaged in the coaching
process. The coach will discuss with management which information is shared and
which information is kept confidential. The coach will make the information sharing
agreement to all stakeholders participating in the coaching engagement. All information
collected by the coach will stay within the organization.
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2.3 The Coaching Model
Privilege Management Solutions uses a flexible and interactive style based on tested
methodology from existing models that are used by Harvard Business School. For the
proposed program, we suggest the application of a model called GROW (Goals, Reality,
Option, and Wrap-up), based on John Whitmore’s “Coaching for Performance”
methodology. This model has been adopted by companies of various sizes and with
diverse cultural backgrounds, including Coca-Cola, IBM and Ford Motor Company.
Figure 2: GROW Coaching Model
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The GROW coaching process is comprised of four phases:
Phases Purpose
1) Goals
(Define Coaching outcome)
What are the SMART (Specific, Measurable, Achievable,
Realistic and Time bound) goals that the participants need
to accomplish?
2) Reality
(Assess behavior reality)
What is each participant’s current reality in terms of his/her
strengths and weaknesses?
3) Options
(Practice coaching options)
What are the possible options for overcoming the
participants’ weaknesses and building on their strengths?
This is realized by collecting anonymous feedback about
participants from direct reports, peers, managers, and
colleagues.
4) Wrap-up
(Evaluate coaching Results)
Based on measurable assessment, how much have the
participants and the organization benefited from the
coaching engagement?
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3.0 Leadership Coaching Implementation
Often organizations set and achieve goals, and yet miss the organization’s business
objectives. Goals are a means to an end, and not the end itself. To overcome this
misalignment, the coach will work with management to ensure that participants’ goals
are aligned with the organization’s expectations (i.e. improvement on the major
challenges). Goals will be defined from the perspective of the organization’s needs to
improve team productivities. Namely:
Shifting from reactive to proactive project and operation implementation.
Accelerating leadership readiness; so that Managers and Supervisors apply
strategies to leverage subordinates’ capacity.
Managing Team by creating synergy across departments in pursuing collective
goals.
3.1 Phase 1: Goals - Define Coaching Outcome
Privilege Management Solutions will apply the following principles of goal setting and
achievement during the coaching engagement:
1) Set SMART goals.
2) Set goals that resonate with participants’ desires so that they will be committed to
achieving them while meeting the organization’s business objectives.
3) Prioritize, simplify and narrow down goals. Focus on three to five goals that are most
important.
4) Set goals that are challenging enough to increase motivation.
Upon completion of the goal-setting process, Privilege Management Solutions will seek
consensus from management and senior management on the goals. This is an important
step as different stakeholders have different desired outcomes.
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3.1.1 SMART Goals
S— Specific Articulate goals in specific and concrete terms
M—Measurable
Set measurable goals as a baseline to later evaluate the
coaching results and outcomes.
A—Achievable Ensure that goals are reasonable, and balanced with other
priorities.
R—Relevant Ensure goals are relevant to the organization’s overall business
objectives.
T—Time Bound Ensure goals have specific deadlines
3.2 Phase 2: Reality - Assess Behavior Reality
Effective coaching requires a reality check to analyze the gap between current
performance and future desired performance.
To determine the steps required for a participant to achieve his/her stated goals, the
coach will collect information on the individual’s current performance, strengths and
weaknesses using a variety of methods outlined below.
Interviews The coach will conduct face-to-face interviews with the
participants’ subordinates, peers, and supervisors. The results
from the interviews will be summarized separately and reviewed
with the participants, along with the data from other sources
described below.
Personality Test The coach will use the well known personality test called Myers-
Briggs Personality Types to raise the participants’ self-awareness
about their leadership style.
Observation
(By Coach)
The coach may collect information by observing participants
during meetings, presentations or other on-the-job functions.
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Ask for feedback B
3.2.1 Johari’s window
Once the coach has collected the data outlined above, he and the participants will
assess the information using a cognitive psychological tool called Johari Window. The
purpose of this exercise is to compare what the participants know about themselves with
what others know about them, and to enable them to discover their “blind spot.”
Known by you Not known by you
Known by others
ARENA
BLIND SPOT
Not known by others
MASK
UNKNOWN
(Potential Creativity / Synergy)
Figure 3: Johari’s Window - cognitive psychological assessment tool
The coach will also use the Emotional Intelligence framework outlined below to assess
participants’ current performance, strengths and weaknesses. The process will
incorporate the organization’s competency model to ensure that desired outcomes are in
keeping with corporate standards.
Self-Disclosing
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3.2.2 Overview of the Emotional Intelligence framework
SELF OTHERS
Recognize
Emotion
Self Awareness
Aware of emotions and their
impact on other
Present oneself with
confidence
Open to new perspectives
Learning from experience
Social Awareness
Show empathy; attentive to
others’ emotions
Leverage diversity and reward
accomplishment
Build consensus and rapport
Understand others' perspectives
Regulate
Emotion
Self Management
Emotional self control
Maintain integrity and make
tough calls
Self-motivation with drive to
meet goals
Committed to group mission
Relationship Management
Inspirational leadership capacity
Effective persuasion style
Lead through change
Orchestrate WIN / WIN solutions
Skilled at wining people over
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3.3 Phase 3: Options - Practice Coaching Options
Based on the coachees’ greater self-knowledge emerging from the assessment process
in Phase 2, the coach and coachees will explore options for an implementation plan that
will enable them to achieve their stated goals. At this stage, the role of the coach
becomes more active. The coach provides the coachees with new ideas and behavior
techniques to overcome challenges and build on their strengths. This phase will consist
of the following major deliverables:
1. Implementation Plan Develop leadership coaching implementation plan – clarify
purpose, coaching desired results (KPIs), criteria success
factors, and coaching activities.
2. Coaching Engagement Perform periodical leadership coaching activities (one-
one-one and group coaching) to achieve desired
behavioral results.
3.3.1 Implementation Plan
For each coachee, the coach will develop an implementation plan that will consist of the
following activities:
1. Validating the goals to be achieved from phase 1 and 2 to set a direction and a
purpose against which to measure progress.
2. Develop and agree upon the Key Performance Indicators (KPIs) for the coaching
engagement.
3. Develop and agree upon the caching strategy, desired future state, coaching
commitment, and schedule.
3.3.2 Coaching Engagement
During the Coaching engagement, the coach will provide one-on-one coaching sessions
for each coachee. Coaching sessions are determined by the coaching scope and goals
defined in phase 1 and 2, and the desired future state, defined in the implementation
plan.
At the end of each coaching session, the coachees will commit to actions that are critical
to achieving progress towards the agreed up goals. The focus of each session is on
what was learned delivering on those commitments and what new behaviors are
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required. The personal reflection generated in these sessions is what sustains the new
thinking needed to achieve positive change. Therefore, the purpose of these sessions is
to help coachees figure out what they need to change for themselves.
Depending on the coachees coaching scope, some of the coaching tools and coaching
methodologies will consist of the following: One-on one behavioral coaching, Coaching
with Neuro-Linguistic Programming or Rehearsing/Role play.
3.3.3 One-on-one Leadership behavior coaching- (Coaching worksheet)
This one-on-one behavioral coaching engagement consists of weekly or bi-weekly
sessions. In the case of the coachees in the field, the sessions will be conducted bi-
weekly. In the case of the coachees in Muscat, the sessions will be conducted weekly or
bi-weekly; based on the availability of coachees.
During the session, the coach and the coachee will walk through a planning worksheet
that consists of what new behavior the coachee needs to learn. This is done by
practicing from a coaching activity worksheet, during a real life situation, the desired
behaviors.
3.3.3.1 One-on-one coaching workflow
Figure 3: One-on-one Leadership behavior coaching workflow
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Detailed steps
A The coach meets with coachee and validate coaching goals, scope, and coaching
implementation plan
B The coach and coachee agree on a weekly or bi-weekly coaching worksheet list that is
specific to coachee’s needs and future desire. This is repeated at every coaching
session.
C At the end of practicing the coaching activities, the coach and coachee meet to
reflect on the progress and on the coachee’s learning experience and commitment to
sustainable change. The cycle is repeated again in going back to point B to agree on
new coaching activities.
Every two months, the coach will conduct a “health check” by getting feedback from
people who are interfacing with the coachees to assess on the changes
demonstrated by the coachee.
D At this point, the coaching program will have ended.
3.3.4 Sample of the coaching worksheet activity list - desired behavior
This list below is a sample of coaching worksheet activities, that are based on Emotional
Intelligence framework, and that describes some of the activities that a coachee could
choose to apply on weekly or bi-weekly basis. The purpose of these activities is not for
the coachees to carry on additional workload on the top of their daily responsibilities, but
rather to apply and practice new behavior that are more effective while executing their
daily work. The worksheet activity list varies from one coachee to the next.
Leadership Competency Coaching worksheet activity list
Setting goals and
direction
1. Set SMART goals for direct reports and measure progress
– manage by accomplishment, and not by task (i.e. Macro
manager, instead of micro manage).
Self Awareness
Understand your moods,
and emotions, as well as
Activities to be done on monthly basis:
2. Self Defense Mechanism – examine the defense
mechanism (strengths and weaknesses) identified by the
team or by the coachee, analyze the root cause of these
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their effect on others. behaviors and practice new behaviors that are more
constructive.
3. Shifting from Drama to empowerment triangle –
examine the pre-dominate drama triangle tendency
(victim, persecutor, savior) and shift behavior to the
empowerment triangle (Creator, challenger, and coach).
4. Initiate and update a JoHari window’s self-assessment tool
to uncover “blind spots” and discover new dimension of
leadership capacity.
5. On monthly basis, track what the coachee has changed in
his behavior, and what he would like to change in the
future.
6. Let the coachee do a SWOT analysis of his Leadership
Capacity.
Social Awareness -
Empathy
Understanding others
perspectives.
Developing others.
Leveraging diversity.
7. Apply the formula of praising others based on evidence
(the Appreciative Inquire concept). The art of recognizing
strength in others.
8. Practice the Emotional Regulation behavior to manage
conflict or stressful situation more constructively.
9. Delegate activities to others and get commitment by
applying the “commitment loop”.
Self-Management
Conscientiousness: Taking
responsibility for personal
performance.
Trustworthiness: Making
and keeping promises.
10. Pick some activities that are important and not urgent, and
complete them.
11. Log major commitments and promises and track how well
the coachee is meeting those promises.
12. Track event when the coachee challenges his own old
assumptions, admits mistake, and is open to other
people’s opinions that are different then his.
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Social Management
Proficiency in managing
relationships through
influencing, conflict
management, effective
communication, and
collaboration.
An ability to find common
ground and build rapport.
13. Practice the art of indirect suggestion to influence people
to take action willingly.
14. Practice “the seven triggers of persuasions” when
influencing others, making presentations, or working with
other departments.
15. Apply effective non-verbal communication with tonality and
body language.
16. Practice the art and science of establishing rapport with
others.
17. Practice active listening formula from entire being (i.e.
focusing more on the conscious or subconscious message
that one sends to others).
18. Apply the four steps of assertive communication when
managing conflicts.
19. Practice the effective feedback model (Setup, Deliver and
Assess).
20. Apply the four steps of assertive communication when
managing conflicts.
Managing Team: creating
group synergy in pursuing
collective goals.
21. Lead others by asking questions, instead of giving
answers, to provoke others to think for themselves, and to
leverage other people’s capacity.
22. Applying the principles of effective coaching for both
outcome-based and problem solving-based coaching.
23. Follow the principles of empowerment process to build
confidence and motivate others.
24. Seek first to understand, and then be understood, and
encourage others to express their opinion.
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3.3.5 Shifting from the Drama to the Empowerment Triangle
Victims Creator This is shifting the thinking from a Victim “powerlessness”
mode, to a Creator with a “Choice”, regardless of
circumstances, to face the challenges.
Persecutors Challenger Unlike the Victim, who sees every challenge as a Persecutor,
Creators encounter Challengers as teachers, for they provoke
or evoke actions that lead to meaningful growth.
Rescuers Coach A Coach supports, assists, and facilitates a Creator in clarifying
and manifesting the Creator’s desired outcome. Unlike a
Rescuer, who reinforces the powerlessness of a Victim, a
Coach acknowledges and helps leverage the power and
capabilities of a Creator.
--The power of TED, by David Emerald
Figure 4: The shift from Drama to Empowerment triangle
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3.3.6 Coaching with Nuero-linguistic Programming (NLP)
The coach will conduct face-to-face coaching sessions with coachees to facilitate and
practice the new desired behaviors, applying proven approaches from NLP and
Emotional Intelligence. Some of these approaches include:
Different
Perspective
exercise
Relating to other people’s perspectives and “map of the world” to
understand other people’s point of view. In addition, This exercise
helps in regulating people’s emotions.
Belief re-imprinting Using time-line method to help coachees reset self-limiting beliefs.
New Behavior
Generator
A technique using mental imagery or rehearsal to achieve a new
desired behavior or long-term outcomes.
Modeling Replicating the behavior of others who possess the desired behavior
that the coachee wishes to adopt.
Well formed
outcome
Systematically refining goals, objectives or targets so that they fulfill
predefined success criteria.
3.3.7 Rehearsing or Role Play
With this approach, coachees will rehearse and role play desired skills. During the
rehearsal, the coach will videotape coachees to allow them to examine themselves and
reflect on their behavior. With the mentoring and guidance of the coach, this approach
has been proven to produce high level of self awareness that leads to immediate
transformation in the coachee’s behavior.
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4.0 Group coaching for Leadership and public speaking
The purpose of the Group Coaching sessions is to get Team Leaders and Supervisors to
practice the Leadership Behavior concepts on the organization’s real life situations
related to team interactions such as team challenges and productivity challenges. The
group coaching consists of two major activities:
1) Leadership behavior group coaching.
2) Public Speaking group coaching.
The practices of the Leadership Concepts will be done either during the group coaching
sessions, or on-the-job.
Prior to starting the Leadership group coaching sessions, participants will need to attend
the Leadership Behavior workshop.
4.1 Leadership behavior group-coaching
The Leadership Behavior Group Coaching sessions are conducted periodically for up to
four hours (Every eight weeks in Muscat office, and every six weeks in Safah field). The
group coaching will be done for Team Leaders, Supervisors and senior engineers. The
number of participants range from 12-15 attendees. During the group coaching sessions,
participants will highlight the organization’s real life situations. Privilege MS consultant
will facilitate the discussion, and will be coaching participants to come up with
approaches to solving the presented scenario. For example, some of the organization’s
real life scenarios are:
1) How to communicate with employees who play the victim role; namely, how to
coach them to take the challenge and become creative.
2) How to provide constructive feedback to employees who constantly come late to
work, or who constantly seek attention.
Often times, Privilege MS Consultant will support participants with tools to apply on the
job. Therefore, the group coaching activities provide on-the-job mentoring and coaching
activities.
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4.1.1 One-on-one coaching
At the end of each Group Coaching session, Privilege MS consultant will dedicate one
hour to Supervisors and Senior Engineers to have a private one-on-one coaching
session to help a participant do overcame work-related challenges.
4.1.2 Applying concepts using Coaching worksheet
At the end of each Group Coaching session, participants will pick a few concepts from
the Coaching worksheet spread sheet and practice Leadership concepts in real life
situation. Once the group meets again, participants will share with the group how they
practiced the concepts and will discuss the challenges and impact of the new behavior.
4.2 Public speaking group-coaching
The Public Speaking Group Coaching sessions are conducted periodically for of 2-3
hours (Every two months in Muscat office, and every six weeks in Safah field). The
group coaching will be done for Team Leaders, Supervisors and senior engineers. The
number of participants range from 8-10 attendees. During the group coaching sessions,
participants will practice the delivery of presentations and speeches that are related to
their working needs. Privilege MS consultant will facilitated the application of Public
Speaking formulas and approaches, and will help participants to design their speech
(using a standard formula), and to stand up and deliver the presentation or speech.
For example, a participant will design and deliver a real life technical presentation to a
group of audience from management who are interested in big picture (Public Speaking
coaching).
4.3 Management support to group-coaching
As a result of the one-on-one coaching and group coaching, Privilege MS consultant and
coach, will collect feedback from participants (Managers, Team Leaders, Supervisors
and Senior Engineers) about how specifically management need to support them to be
able to practice the Leadership Behavior and Public Speaking concepts effectively.
Privilege MS consultants, will meet with management periodically (about every month or
two months) and discuss with them the key challenges and how management could help
participants to become more productive. For example, some of the feedback could be;
management bypasses the Leadership hierarchy in the organization structure. This type
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of behavior may have a negative impact on productivity. Privilege MS consultant will
work with management to come up with a constructive approach of working though
these types of scenarios.
4.4 Workflow process for the group-coaching sessions
Figure 5: Leadership Behavior and Public Speaking
4.5 Phase 4: Wrap-up - Evaluate Coaching Results
Upon completion of Phase 3, during which coachees have applied new behavior,
practiced new skills, and applied new tools, Privilege Management Solutions will
evaluate the results and will conduct a wrap-up assignment that includes a final
assessment and an action plan.
The evaluation will answer the following questions:
How much has the coachees’ performance improved?
What impact have the new behaviors had on the organization’s overall
performance?
What leadership tools have worked and which ones need adjustment?
Which new behaviors are being demonstrated and which ones are not?
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Where do the coachees’ implementation plans require revisions?
To quantify the performance improvement, Privilege Management Solutions will conduct
an assessment to compare performance baseline data from Phase 1 with the current
performance. This evaluation can be accomplished with interviews, formal feedback
assessments, and observations.
The coach will develop an action plan outlining how to move forward to sustain the
coachees’ continuous development. In addition, the action plan may include some
recommendations on how the organization can support leadership development.