Executive Coaching & Development

ExecCoaching-lEach of our executive coaching programs is customized to meet the needs of specific situations and specific individuals. Nonetheless, we feel strongly that most coaching situations require the following elements:

A thorough assessment-this will typically include three components. We need to do an in-depth interview with the individual in order to understand his or her unique developmental history which led to where they are when we meet them. We supplement this with various psychometrically-based management assessment instruments which can help us benchmark where that person is compared to others on various management dimensions. Finally, we look at the perceptions of others about the person. We may use existing 360° data or conduct interviews with key stakeholders. Relevant stakeholders may include superiors, peers and subordinates, but may also include strategic partners outside the organization, former colleagues, board members, etc.

When this data is assembled, we review it confidentially with the participant and collaboratively make sense out of it in terms of its implications for developmental objectives and planning. The developmental plan that emerges from this process will then be discussed typically with the participant’s manager and a representative from HR for further fine-tuning and agreement.

Active Coaching-Once the developmental plan is agreed upon, active coaching may take a variety of forms. It will typically include readings, role-playing of critical situations, direct observation of the candidate in critical situations (with immediate feedback), on- going discussion of underlying assumptions about management issues, or other types of interventions. This work normally proceeds over a five month period with intermittent checks along the way with the participant’s manager and the representative of human resources.

Sustaining Behavior-We believe that unless new behaviors are reinforced, they will inevitably slip back into more familiar modes. The participant’s manager and the human resources representative need to act as “advocates” for the individual in order to reinforce new behaviors. The exact nature of the reinforcement may take various forms, but often involves publicly praising the individual to other key stakeholders for the progress they have made.

This process will often be supplemented with a follow-up evaluation with key stakeholders to assess the progress the individual has made.

Wrap-up and Long-Term Planning-At the end of the program there is a final meeting to review progress made, additional or new issues and to have some discussion about longer-term career development plans.

The normal course of a program is six months from start to finish. In the first half of a program, contact with the individual is normally once a week, but may be more or less frequent, depending on what events are going on. As the program goes into a more mature phase, contact will typically be more on the order of every two weeks. At all times the participant has access over the phone to the coach for questions or unanticipated events.

Description of Assessment Methodology

Before plunging into a coaching engagement, we want to make sure that we fully understand the dynamics and context of the situation in which the individual works. We use a “three dimensional” approach to assessment. We take a very intensive career history using a proprietary interview protocol, Executive TransforMetrics Career Development Interview. This allows us to understand the unique background of the individual and how that contributed to his or her current attitudes and behaviors around management and leadership.

We use a battery of psychometrically-based, management assessment instruments that are relevant for the individual case. These might typically include the Hogan Leadership Potential Forecast, the Challenge Forecast, the Life Styles Inventory, or the Leadership Practices Inventory. Other instruments may be used if the situation indicates it and all parties involved agree to their use.

The third dimension of the assessment includes acquiring data from other individuals about the participant. This may be gleaned from existing 360° data or a new set of data may be generated. In many instances other data may also be acquired from other sources such as interviews with other key stakeholders, performance evaluations, etc.

All of this information is reviewed collaboratively with the individual in order to make sense out of it. Ultimately it is the individual participant who decides what two or three developmental areas on which to work.

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