Shirzad Chamine

CEO

The Coaches Training Institute

Coaching as Strategic OD Tool

For

OD Network

Building Business Acumen

Agenda

What coaching is AND what it is not

Alternative ways for deploying coaching

Research on organizational payoff of coaching

Co-Active Coaching model

Developing high performance culture through coaching

Q&A

The Coaches Training Institute Founded 1992; San Francisco, CA First ICF accredited coach training school Largest coach training organization in the world Largest number of certified coaches world-wide Operations in 15 countries Organizational clients include:

IBMAccentureBoeingUS Federal Reserve BankING GroupRogers CommunicationsSEI InvestmentsGSK Consumer HealthcareGenentech

GoogleMicrosoftING BankPfizerWells Fargo BankMicrosoftPrudentialEmirates Bank GroupYale School of ManagementStanford Graduate School of Business

Focus of executive coaching:

An explicitly-designed relationship focused on enhancing work performance and/or satisfaction.

More of this Less of this

Coach the person, who has a topic, rather than

focus on solving or fixing the topic/

problem for the person.

Co-Active Coach’s Focus of Attention

Person/Coachee

Topic/Problem

Co-ActiveCoach/

Manager/Leader

Being Doing

Relationships

Being Curious

Ask

Sense

Reflect

Request

Acknowledge the Person

Tasks

Being Right

Tell

Act

Know

Command

Compliment the Task

Co-Active CoachingCo-Active Coaching

The Balancing Act of Leadership

The Coach and the Fish

Consultant: Here’s a fish.

Mentor/Trainer: Here’s how you catch a fish.

Coach: ……..?

Organizational Coaching Modalities

External Executive Coaching

Internal Executive Coaching

Leader-Lead Coaching and Development

Learning and Development Roundtable

The Survey Large scale survey to determine most powerful activities that senior leaders

can undertake to develop rising leaders

The survey was conducted on a random sample of senior leaders and rising leaders who report to them

The Data Response database of more than 1,600 senior and rising leaders from 14

organizations

The Rising Leader and Senior Leader responses were linked

Partial participant list: Aramark, Nokia, Alstom, Bank of Ireland Group, RBC, Motorola, FedEx, ING, McKesson, Starbucks and others

The Analysis Impact Analysis – Calculate the impact of senior LLD activities on rising

leader performance. © 2006 Corporate Executive Board

Real Leader Performance Impact

LLD is one of the most powerful tools at learning executives disposal for developing future senior leaders.

27%Performance Improvement

Effective LLD can boost the performance of rising leaders by as much as 27%.

Impact of Effective LLD on Rising Leader Performance

127

100

Rising Leader Reporting to Senior Leader Ineffective at LLD

Rising Leader Reporting to Senior Leader Effective at LLD

The Cascade Effect

The positive influence of effective LLD goes beyond rising leaders themselves and cascades down to the direct reports of those rising leaders.

Rising Leaders Direct Reports

Discretionary Effort “Promotability”

100

116

100

111

∆ = 16% ∆ = 11%

Direct Reports of a Rising Leader reporting to a Senior Leader Ineffective at LLD

Key

Direct Reports of a Rising Leader reporting to a Senior Leader Effective at LLD

Quality Development Matters

Quantity is not a substitute for quality.

Driving LLD effort without boosting LLD quality can do more harm than good.

Performance of Rising Leaders

98100 ∆ = 2%

Average time spent on LLD = 0%

Average time spent on LLD = 6%

Senior Leaders Devoting No timeto Developing Rising Leaders

Senior Leaders Ineffectiveat Developing Rising Leaders

Impact of Coaching on Sales Professionals

Good coaching has a 19% impact on performance against sales targets

102% versus 83%

Accenture’s Experience

0

20

40

60

80

100

120

Low CoachingEffectiveness

High CoachingEffectiveness

Performance Against Sales Targets (%)

Source: Corporate Executive Board, Sales Executive Council Research involving 3000+ sales reps and managers, 2005-2007

Coaching, Leadership, and Emotional Intelligence

67% of competencies differentiating extraordinary leaders are

“Emotional Intelligence” competencies. *

17 of 25 emotional intelligence competencies are highly or

moderately improved through co-active coach training.

* Daniel Goleman, Emotional Intelligence

The Co-Active Coaching Model

Co-ActiveCoaching addresses the whole person

Building a culture of high performance

Putting clients first

Develop peopleMake decisions faster

Prioritize for greatest impactCollaborate as partners

Act on our accountabilities

Co-Active Coaching Impact

Levels of listening

Focus on “client’s agenda”

Big “A” vs little “a”

Building awareness of impact

The core of the Co-Active model

Articulate what’s going on

Powerful questions and listening

Ability to shift perspectives

Co-Active Coaching Impact

Choosing what to say “YES” and “NO” to

Help others gain clarity

Empower leadership

Co-Active Coaching Impact

Naturally creative, resourceful

Holding high bar - challenging

Structures for accountability

Co-Active Coaching Impact

Focus on “clients agenda”

Big “A” vs. little “a”

Awareness of impact

Co-Active Coaching Impact

Co-Active Coaching Impact

Q&A

Shirzad Chamine: Shirzad@thecoaches.com

The Coaches Training Institute: www.thecoaches.com