Framework for the Strategic Executive Coaching Process |
This article describes the process component of executive coaching by breaking it down into five key steps. The exact determination of dividing lines between the individual steps is less important than the approach to issues that arise during the process as a whole. You can download 8 Ultimate HR Tools for HR Managers HERE.
Step One: Careful Contracting In addition to information that responds to the questions above, the objectives of the "contracting dialogue" should include the following:
1. Identified success factors for a specific executive's (or team's) current and potential role Addressing these and other questions will help to define the organizational and individual expectations and support the business objectives. It is imperative that a contracting meeting for the purpose of defining expectations take place before the individual coaching begins. Those attending should typically include a senior-level human resources representative, the executive coach, and the executive receiving coaching. At the conclusion of step one, the following points must be accomplished:
1. Business context defined
Step Two: Comprehensive Assessment The preferred assessment is done through face-to-face interviews with key stakeholders, such as direct reports, peers, bosses, and customers, and by shadowing the executive during his or her daily life. The main advantage of the face-to-face approach is that it enables the coach to probe the client, and thus provide feedback that is both quantitative and qualitative. The ultimate value of the assessment process is that the results clearly illustrate areas of strength as well as those requiring attention. This paints a clear picture for the executive in terms of strengths and development opportunities, and thus focuses and informs the process.
Step Three: Feedback Dialogue and Action Planning During the feedback dialogue session, the coach will continue to refer to the business requirements, leader attributes, and expected business results and compare them to current performance. The aim is to work within a framework that directs feedback toward the key objectives of the business. The feedback session typically follows these stages:
1. Reaffirm ground rules and establish rapport Action Planning. The action plan must focus on behaviors that con¬tribute to specific business outcomes. A typical action plan includes:
1. Strengths and why they are important in the executive's current role Once the action plan is complete, key stakeholders are invited to validate it. These stakeholders typically comprise the same group involved in the initial assessment interviews. By sharing the action plan with those who were initially interviewed, the executive can be assured that the planned improvements are consistent with expectations. The other benefit of closed-loop validation is that it involves those most likely to benefit from positive change in the executive's behavior. As a result, this process fosters their commitment to help the executive develop.
Step Four: Active Learning The coaching process is usually supported by a series of monthly meetings between the coach, executive, and key stakeholders. These dialogues help to ensure that the milestones are being met, the ground rules are being followed, and the coaching process continues to be focused on the organization's business needs.
Step Five: Reviewing and Sustaining Success You can download 8 Ultimate HR Tools for HR Managers HERE. Source: Marshall Goldsmith and Laurence Lyons, Coaching for Leadership: The Practice of Leadership Coaching from the World's Greatest Coaches, Pfeiffer Publishing. You can obtain this fine book here You can download excellent powerpoint slides on HR Management and Human Capital Strategy HERE.
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