Shirzad Chamine CEO The Coaches Training Institute Coaching as Strategic OD Tool For OD Network Building Business Acumen

Agenda n What coaching is AND what it is not n Alternative ways for deploying coaching n Research on organizational payoff of coaching n Co-Active Coaching model n Developing high performance culture through coaching n Q&A

The Coaches Training Institute n Founded 1992; San Francisco, CA n First ICF accredited coach training school n Largest coach training organization in the world n Largest number of certified coaches world-wide n Operations in 15 countries n Organizational clients include: IBM Accenture Boeing US Federal Reserve Bank ING Group Rogers Communications SEI Investments GSK Consumer Healthcare Genentech Google Microsoft ING Bank Pfizer Wells Fargo Bank Microsoft Prudential Emirates Bank Group Yale School of Management Stanford Graduate School of Business

Focus of executive coaching: n An explicitly-designed relationship focused on enhancing work performance and/or satisfaction.

More of thisLess 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-Active Coach/ Manager/ Leader

BeingDoing Relationships Being Curious Ask Sense Reflect Request Acknowledge the Person Tasks Being Right Tell Act Know Command Compliment the Task Co-Active Coaching The Balancing Act of Leadership

The Coach and the Fish n Consultant: Here’s a fish. n Mentor/Trainer: Here’s how you catch a fish. n Coach: ……..?

Organizational Coaching Modalities n External Executive Coaching n Internal Executive Coaching n Leader-Lead Coaching and Development

Learning and Development Roundtable n The Survey n Large scale survey to determine most powerful activities that senior leaders can undertake to develop rising leaders n The survey was conducted on a random sample of senior leaders and rising leaders who report to them n The Data n Response database of more than 1,600 senior and rising leaders from 14 organizations n The Rising Leader and Senior Leader responses were linked n Partial participant list: Aramark, Nokia, Alstom, Bank of Ireland Group, RBC, Motorola, FedEx, ING, McKesson, Starbucks and others n The Analysis n 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 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” ∆ = 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 n Quantity is not a substitute for quality. n Driving LLD effort without boosting LLD quality can do more harm than good. Performance of Rising Leaders ∆ = 2% Average time spent on LLD = 0% Average time spent on LLD = 6% Senior Leaders Devoting No time to Developing Rising Leaders Senior Leaders Ineffective at Developing Rising Leaders

Impact of Coaching on Sales Professionals n Good coaching has a 19% impact on performance against sales targets n 102% versus 83% n Accenture’s Experience Performance Against Sales Targets (%) Source: Corporate Executive Board, Sales Executive Council Research involving sales reps and managers,

Coaching, Leadership, and Emotional Intelligence n 67% of competencies differentiating extraordinary leaders are “Emotional Intelligence” competencies. * n 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-Active Coaching addresses the whole person

Building a culture of high performance Putting clients first Develop people Make decisions faster Prioritize for greatest impact Collaborate 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

Q&A Shirzad Chamine: The Coaches Training Institute: