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8/12/2019 linkedinslidepresentation-12606858593411-phpapp02

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EXECUTIVECOACHING:

INCREASING

PERFORMANCE AND

DELIVERING PROVENRESULTS.Encouraging and delivering client-based change which facilitates long-termsuccess.


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Executive Coaching For Results

The paradox of success occurs becausewhen we recognize the need tochange beforewe have tochange.

Charles Handy, The Age of Paradox Harvard Business School Press, 1994


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The Qualified Coach : An ICF certified coach

Certification from the International Coach Federation (ICF) is extremely

important when considering which coach to hire. ICF certification meansthe coach :

Has received professional training from a program specifically designedto teach coaching skills in alignment with the ICF Competencies andCode of Ethics.

Has demonstrated a proficient understanding and use of the coaching

competencies as outlined by the ICF. Is accountable to the ethics and standards set forth by the ICF.

Source: International Coach Federation web site, http://www.coachfederation.org/ICF/


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John Carnes Professional Qualifications and Background:

18 year medical device sales and team leadership professional.

Most recent breakout years 2007 and 2009 achieved with executivecoaching; 102% and 116% percent to plan respectively.

Personal and executive coaching experience in my current profession, aswell as within a limited private practice.

Certified in EQ360, BarOn Emotional Intelligence assessment and TESI(Team Emotional and Social Intelligence) assessments. September 2009.Currently implementing and measuring within 20 person team.

Team member of international group implementing and measuring theimpact of coaching within an industry leader in Healthcare industry. To bepublished 2010.

PCI, Performance Consultants International, Level I Certification, November2009.

ICF certified ACC (Associate Credentialed Coach) May 2009.

Completed Masters Level Executive Coaching program, University of Texasat Dallas School of Management. March 2009.

Graduate of the International Coach Federation accredited, Coach for Life,professional coaching program (106 hours) January 2008.


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Executive Coaching: The Opportunity:

Although most major companies did not use coaching before the1980s, annual spending on coaching in the united states is estimated at

roughly $1 billion.

Developing more fruitful ways for businesses and executives to worktogether has become a priority and a new source of economic value.

Sherman, S., Freas, A. The Wild West of Executive Coaching, Harvard Business Review 2004


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Executive Coaching in Client Company: Opportunity

Implementation of a dedicated internal executive coaching

program within Client Company that focuses on:

Management: Regional Vice Presidents and District Managers.

Teams: District levels.

Individuals: Field Sales Representatives and support staff.

Benefit: a coach with a thorough understanding of the challenges

and opportunities of our industry.

Benefit: Resource Allocation and Increased performance and

execution.


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Executive and Management coaching in Client Company :

Potential

Assist in clarifying and the self-concordance (internalization) of

corporate goals.

Increased utilization of assessment tools and feedback loops (EQ360s,mini-surveys, customer feedback).

Identify and leverage an individuals strengths and multiple

intelligences through implementation of EQ-I surveys.

Facilitate, design and implement strategies that enhance the

interpersonal interactions of these unique motivational pathways as

identified and described by Reuven Bar-On, PhD.


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While IQ and analytical abilities are an important criteria forsuccess (influencing and increasing profit by an average of50%), Emotional Intelligence (self-management, relationship-management, social-management, social-awareness and self-awareness) has been shown to increase incremental prof i t by390% . EQ competencies are both measureable and ripe fordevelopment through coaching.

According to research by Daniel Goleman, EI contributes 80 to90 percent of the competencies that distinguish outstanding from

average leaders-sometimes more.

Goleman, D., Boyatzis, R., McKee, A., Primal Leadership, Learning to lead with Emotional Intelligence2002Harvard Business Press.


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District and Team Coaching: Potential

Quarterly district/team meetings where corporate objectives and

strategies are discussed and plans are established that analyze and

implement these goals on a local level. Facilitate teams that recognize and focus on leveraging and aligning

each individuals unique talents and strengths.

Develop and implement individual SAMRT (Specific, Measureable,

Achievable, Relevant and Time bound) action plans.

Establish and implement 12 week coaching engagement with each teammember that, on a weekly basis, promotes accountability throughempowerment. This process will deliver measurable progress and havea positive impact on productivity and generate an observable ROI.


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Training alone increased productivity by an average of

22% with most respondents reporting no change at all vs.an 88% increase in accountability, focus and retention withregular and dedicated follow-up.

Olivero, G., Bane, K. D., & Kopelman, R. E. (2001). Executive coaching as a transfer of training tool:Effects on productivity in a public agency. Public Personnel Management.

Guskey, T. R. (2000). Evaluating professional development.


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Individual Sales Representative Coaching: Potential

Weekly low-cost (phone) coaching engagements to increase

accountability and increase performance.

Implementation of on-call laser coaching that will address and providepre-call planning to craft a customer centered strategy and message,

minimizing data dump tendencies.

Provide reinforcement of new behavioral skill-sets (VBS, SPIN Selling,

sales meetings, trainings etc.) increasing retention of key concepts (as

noted in previous slide) and promotion of insulated customer

relationships designed to withstand competitive commoditization of themarket.


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Thank You!

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