Our Executive Coaching Process
1) Discovery Session: This is the first stage and during this stage data is gathered when our consultant meets with HR and leaders of the executive to find:
* Why hiring a coach for an executive is needed?
*What is the background of executive to be coached?
o Duration of service
o What is his/her reputation?
o His strengths/weaknesses
o What are his values?
o How has he contributed the organisation?
o What are his potential?
o What are his some expectations from the coaching assignment?
o Is there a willingness to be coached?
*What is the background of executive to be coached?
o What is his feedback for the executive to be coached?
o What are his expectations regarding the executive and the business unit he handles?
o What is the leadership style of the Leader?
o What is the communication style of the leader?
o How the leader measures success?
*What are some expectations of HR?
o Can the coach act as an internal resource in gaining perspective?
o How will the coach measure success?
o How should they “partner” to feedback ongoing perceptions of change
as the assignment progresses?
The executive to be coached will be informed by his/her leader of the decision. The coach profile gets screened and a decision is made based on the profile and experience
2) Coaching Agreement: In this stage the coach, executive and all stakeholders come to an agreement regarding confidentiality, expected outcomes and how to measure success. Key duties and responsibilities of all stake holders who will be involved in the coaching program are outlined. You can expect the below during this phase:
• A letter of agreement which indicates the scope of work and financial terms and conditions for the engagement of coaching is drafted either by the coach or the company which offers the coaching services.
• What will be the assessment process and what tools will be used for assessment?
• The executive to be coached, his/her leader and HR all reaches an agreement with the coach regarding:
a) The roles and responsibilities each party will play during the coaching process
b) Desired business outcome from the executive coaching program
c) Career Development goals for the executive.
d) Duration and frequency of the coaching program
e) Tools to measure progress of coaching program
f) Frequency at which coaching is measured
g) Strategies to evaluate the success of the coaching program
Parties may not reach agreement on these topics in one meeting hence they may require more than one meetings. There can be modifications done for development goals during the coaching process if the need arises.
2) Assessment: During this phase the coach tries out to find gap between the current level of performance and desired level of performance. The coach also tries to dig in deep to find the client’s overall strength and weaknesses. Coachability test is must because it helps to determine whether the coaching project will be successful and worth for all stakeholders.
Common issues to consider:
* Pre-existing psychological problem
* Ready to accept feedback
* Willingness to change
* Hunger to grow
* Good bonding with the coach.
* Desire to commit both time and effort
* Good support from leaders
Another assessment is only conducted when a coach is coachable .It is done to figure out areas of improvement or changes required by the executive to meet the organisational goals. Some of the areas of improvement are:
* Leadership Skills and Style
* Management style
* Need for technical development if needed
* Develop effective Interpersonal Skills
* Get fit for company culture
Our coaches uses Assessments Tools to find out:
o Why the executive is underperforming on the job?
o When the leader is unsure if the executive is best suited for the position.
o The leader is unable to motivate the executive.
o The coach /leader does not have trace of strengths/weakness of the executive.
o To identify best ways to communicate with the executive.
Some of the assessment tools our coaches use are:
o 360 Degree Feedback
o The Myers-Briggs Type Indicator® (MBTI®
o HoganLead Assessments
4) Giving Feedback and Creating Executive Development Plan: In this stage the coach reviews all relevant data(Assessment tools data ) with the executive .After that the coach works with the executive and his /her leader to map an action oriented development plan taking in to consideration the strengths and weaknesses of the executive. It must be noted that the feedback of the data accumulated from assessment tools may require couple of sessions between the executive and the coach since there can be a lot of important information in the feedback and for that reason the executive may require sufficient time to absorb and then self-reflect upon any new information. As the coach becomes familiar with the executive’s behaviour from the assessment results, an action oriented development plan is created to guide the coaching process.
5) Coaching The Executive: As per the development plan the coach and the executive meets 2 to 4 times per month over the course of 3 to 12 months depending on the nature of coaching outcome. These sessions can be face to face or Virtual. Some of the themes that will be taken in to consideration during the sessions are:
o Effective ways to improve: Discuss past successful or unsuccessful efforts to improve, review assessment feedback, and provide support for new behaviours
o Role Play: Role play helps in understanding any situations in a better way and it also polishes skills and creates comfort with new behaviours.
o Envision-Guiding the executive to envision the outcome of coaching and new empowering behaviours.
o Creating Better Strategies to supporting the executive: Our coach will always find new strategies to support the executives .
6) Closure and Evaluation of the Coaching Process: This is the last stage in the coaching process. At this stage the coach meets with HR, the leader and the executive to evaluate the coaching outcome as per the development plan. The coaching content for sessions are always kept confidential however the development plan and coaching outcome are discussed with stake holders. If the closure is effective then it will make the executive retain the support from his organisation to be in momentum for success and provide great value to organisations as per identified business outcome. In the closure it is agreed that the coach and executive can meet to review the program .During the meeting a debrief can happen which may include discussion about how the executive achieved his goals, how is he performing and behaving differently and how with these changes there is also a positive impact on business.