1. Transforming Microsoft’s High Potential Development Experience through Coaching
Carol Hedly
High Potential Leadership Development Consultant
Microsoft Sales Marketing & Services Group
Brian Underhill
Founder
CoachSource

2. Cycle of Leaders Building Leaders
Leadership Development in Microsoft
ExPo Leaders Building Leaders
Cycle of Leaders Building Leaders
ExPo is a long term leadership development experience in Microsoft SMSG for high potentials.
EXECUTIVE
SENIOR MANAGER
MANAGER
INDIVIDUAL CONTRIBUTOR
ExPo allows emerging and experienced leaders to learn from each other through five developmental components that are tied to the five drivers of accelerated development.

3. Levels of Leadership Tier 2 Tier 3 Tier 1
ExPo Tiers are the organizing function for offering a differentiated development experience based on needs of specific career stages.
The Tier 1 development focus is:
Building Leadership Capability in identified priority areas*
Building a globally diverse network
The Tier 2 development focus is:
 Increasing an understanding of the requirement of leadership at Microsoft
 Broadening network across the time zone
The Tier 3 development focus is:
 Building commitment and aspiration to leadership through greater self awareness
 Understanding of Microsoft SMSG and non SMSG business
Tier 1
Business Leaders(M4)
Functional Leaders (M3)
Manager of Managers (M2)
Tier 2
Manager &
Individual Contributors 5&6
Tier 3
Individual Contributors 2-4
* Microsoft Leadership Model

4. Executive Coaching Program
ExPo Leaders Building Leaders

5. Coaching Framework Common Approach On-going dialog Measurement
Feed Forward
Coaching versus Advice Giving
Standard Tools
Coaching Action Plan
Microsoft 360 instrument
Accountabilities
On-going dialog
Annual Launch briefings
Quarterly Coaches briefing
Year-end close out
Measurement

6. Objectives of Executive Coaching Program
Support development and goal achievement
Create a professional and personal development plan
Enhance the application of learning
Provide support for increased leadership effectiveness in a confidential, trusting environment
HIPO COACH
COACHING
Coach's responsibility is the process.
Client’s responsibility is the outcome.

7. Critical Success Factors
Elements that enable clients to be successful
Clear definition of coaching and how it differs from mentoring
Finite time associated with coaching intervention
Clearly defined outcomes of coaching
Coaching action plan
Manager engagement
Measurement
Elements that enable coaches to be successful
Coach selection (credentials, experience, local language)
Coach matching
Coach briefings (helping them to understand their client)
Coaching process (focus on the process not the coach's individual methodology or tools)
Coaching forum (provide the opportunity for coaches to learn more about the company and for the company to debrief the coaches for key themes)

8. Coach Participant Matching:
Pool: 53 / 13 / 13
Two bios are sent to clients
Call to establish fit
Client makes selection
Coach sends coaching agreement, books sessions & notifies CoachSource
Fixed start date
Fixed CAP date
Coaches get “full” = speeds up process leaders in 6 weeks!

9. Clearly Defined Outcome

10. Finite Time -- Typical Engagement Format
Accountability-based Framework drives hours

11. Manager Engagement Two Meetings with Manager
Session #2 – Manager provides support and agrees with goals
Session #6 -- Mid-way through the process to ensure alignment

12. Coaches Engagement 3 Meetings with Microsoft
Session #1 – Kickoff. Discuss process, Microsoft business update
Session #2 – Mid-way through year - Coaches provide trends, Microsoft provides business update
Session #3 – Year end – discuss trends, opportunities for next year improvement

13. Coaching Forum Objectives Share Coaching Trends Best Practices
Learning & Development
2 days in Redmond
Presentations by execs, ld, best practice sharing, further insights into Microsoft culture
70% attendance, minimal expenses covered

15. Measurement Input from the Manager, the Client and the Coach:
Coach survey conducted to identify any broad issues and establish themes, 4.5 hours in
Coach Updates conducted quarterly to identify regional themes and trends
At the end of the engagement, a short survey of key stakeholders (Managers, Participants and Coaches) conducted

16. Satisfaction Survey
97% satisfaction

17. +1 or higher indicates a positive, identifiable, change in behavior
Mini Survey
+1 or higher indicates a positive, identifiable, change in behavior

18. Aggregate Reporting Identify Regional trends Measures: Utilization
Efficiency
Coach Satisfaction
Behavioral changes

19. Q&A