1. Navigating Coaching Programs, Processes, Pitfalls, and Politics Jennifer Habig Rob Elsey

2.  2013 Center for Creative Leadership. All rights reserved. Please sit at the table that best represents your experience with launching coaching programs. Never launched a coaching program Just beginning to launch a program My program is 1-5 years old My program is 5-10 years old Been there, done that Find a Seat

3.  2013 Center for Creative Leadership. All rights reserved. Levels of experience The Topics: Programs Processes & Planning Politics & Pitfalls Table Dialogue Large group Q & A AGENDA A gift…

4.  2013 Center for Creative Leadership. All rights reserved. 1.Each topic warrants it’s own session We will highlight the importance of each as central to this work 2.Vendor voice We design and deliver coaching programs globally. Our work is across business sectors, with different client cultures, with a wide variance on scale and scope We bring an additional lens – Interviews with coaching leaders from Fortune 100 companies 3.No Assumptions We want to create an open dialogue of sharing best practices Session Disclaimers

5.  2013 Center for Creative Leadership. All rights reserved. Index Cards Program Purpose Linked to strategy Exec. champion Who gets a coach Types of coaching Typical design Commitment Outcomes Processes & Practices Key roles Preparation/planning Systems/standardization Coach selection Coach on-boarding Coach maintenance Tracking and reporting Program launch Politics & Pitfalls Confidentiality Diversity of coaches Flexibility Improvement Evaluation Write one question you have about coaching programs from any of these topics:

6.  2013 Center for Creative Leadership. All rights reserved. Establish: why coaching, why now, how does it fit Clarify what types of coaching and for whom Define a “typical” engagement Establish realistic expectations and outcomes of participation Coaching Programs Communicate the CASE for coaching!

7.  2013 Center for Creative Leadership. All rights reserved. Alignment to Business Strategy ORGANIZATIONAL CAPABILITIES E LEADERSHIP ACCOUNTABILITIES F INDIVIDUAL CAPABILITIES AND COMPETENCIES G TALENT SYSTEMS H KEY DRIVERS C DESIRED CULTURE D GOALS B STRATEGY B VISION VALUES MISSION COMPELLING PURPOSE A J ORGANIZATION DESIGN, POLICIES, AND PRACTICES I

8.  2013 Center for Creative Leadership. All rights reserved. Establish: why coaching, why now, how does it fit Clarify what types of coaching and for whom Define a “typical” engagement Establish realistic expectations and outcomes of participation Coaching Programs Communicate the CASE for coaching!

9.  2013 Center for Creative Leadership. All rights reserved. Typical Engagement

10.  2013 Center for Creative Leadership. All rights reserved. Establish: why coaching, why now, how does it fit Clarify what types of coaching and for whom Define a “typical” engagement Establish realistic expectations and outcomes of participation Coaching Programs Communicate the CASE for coaching!

11.  2013 Center for Creative Leadership. All rights reserved. Coaching Programs, Processes & Practices Get a Team: define roles and responsibilities Implementation: systems, platforms, standardization Coach selection, on-boarding and maintenance Avoid “Failure to Launch” Balance standardization with flexibility; Don’t over-engineer!

12. SAMPLE: Coaching Program Steps: Process Flow HRBP identifies and invites eligible coachee into program Coachee accepts? Yes No HRBP sends coachee’s intake form with chosen level to CCL HRBP & CCL arrange intake call time with coachee’s mgr. CCL conducts intake call & uses info to source 2 coach options for coachee Recent 360° available? Yes No HRBP/TD obtains coachee’s 360° release approval TD sends coachee 360° to complete CCL sends TD 2 coach options & informs respective coaches TD/HRBP assists coachee in arranging “good fit” calls with both coaches. Coachee conducts calls Coachee selects coach & informs HRBP. HRBP notifies CCL of coach selection CCL coach conducts orientation call with coachee HRBP determines coachee’s coaching program level Which level? 3 Month 6 Month 9 Month HRBP/TD determines if coachee has completed 360° Coachee completes 360° CCL sends selected coach coachee’s 360° and other assessment data Coachee completes CCL assessments (4 wks) Coach conducts stakeholder interviews Coach conducts insight session with coachee Coach, coachee & manager formulate executive development plan Coach, coachee, & manager have alignment session Phone coaching occurs over time On-site observation session occurs (1 day) On-site observation session occurs. (3 non-consecutive days; includes team workshop) Final alignment session occurs 3 Month = x hrs. 6 Month = x hrs. 12 Month = x hrs. CCL sends assessment log-in information to coachee CCL sends mid- point evaluation survey to coachee Coaching engagement ends CCL sends final evaluation survey to coachee “Seat” returned to eligible pool Coachee and Coach select stakeholders for interview © 2013 Center for Creative Leadership. All Rights Reserved.

13.  2013 Center for Creative Leadership. All rights reserved. EXECUTIVE LEADERSHIP COACHING OVERVIEW What is executive leadership coaching? Goals of executive leadership coaching About our leadership coaches Coach’s role Your role Your readiness for coaching Maintaining traction in executive leadership coaching WHEN AND HOW TO USE YOUR EXECUTIVE LEADERSHIP COACHING SESSIONS Matching Scheduling your coaching sessions Coaching process steps Tools to use during the executive leadership coaching process GENERAL INFORMATION Confidentiality Cost of executive leadership coaching Cancellation Policy Contact information for questions Sample Participant Guide Contents

14.  2013 Center for Creative Leadership. All rights reserved. How can I obtain and executive coach? Who’s eligible to participate? Who are the coaches? What’s the purpose of this caching initiative? Isn’t coaching used to help those with performance problems? If I participate, do I get to select my coach? What can I expect during coaching? What is the philosophy behind coaching? How do I incorporate coaching into my demanding schedule? How long would my coaching experience last? Is what I talk about with my coach confidential? Will my manager be involved in the process? Common FAQs

15.  2013 Center for Creative Leadership. All rights reserved. Coaching Programs, Processes & Practices Get a Team: define roles and responsibilities Implementation: systems, platforms, standardization Coach selection, on-boarding and maintenance Avoid “Failure to Launch” Balance standardization with flexibility; Don’t over-engineer!

16.  2013 Center for Creative Leadership. All rights reserved. OVERVIEW OF THE BUSINESS Business Background Business Objectives/Strategy Recent Past Recent Key Events Competitive Environment Customers ORGANIZATION Structure and Systems Key People Values Culture Leadership Development Overview COACHING ENGAGEMENT OVERVIEW Program Objectives Method Target Audience Typical Engagement Components Expected outcomes of coaching LOGISTICS Contract Agreements Contacting Your Participant Invoices Cancellations Request for Additional Hours Who To Contact Sample Primer and Coach Guide Contents

17.  2013 Center for Creative Leadership. All rights reserved. Coaching Programs, Processes & Practices Get a Team: define roles and responsibilities Implementation: systems, platforms, standardization Coach selection, on-boarding and maintenance Avoid “Failure to Launch” Balance standardization with flexibility; Don’t over-engineer!

18.  2013 Center for Creative Leadership. All rights reserved. Define confidentiality for all stakeholders Choose a variety of coaches Clarify engagement “flexibility” to all stakeholders Develop continuous education and improvement plan Customize evaluation and reporting to match program and expected outcomes. Coaching Programs, Processes & Practices, Politics & Pitfalls Don’t get caught with a question you can’t answer!

19.  2013 Center for Creative Leadership. All rights reserved. Share the question(s) you wrote on your index card with your table group. Identify or generate ONE question your table would like addressed by the group. Small Group Reflection

20.  2013 Center for Creative Leadership. All rights reserved. Exhibit Giveaways

21.  2013 Center for Creative Leadership. All rights reserved. Gifts $199 value $95 value

22.  2013 Center for Creative Leadership. All rights reserved. Landing Page

23.  2013 Center for Creative Leadership. All rights reserved.