1. How to make executive coaching work for the leaders in your company
Jackie A. Vice-Black, Ph.D.
Windsor Consulting Group, Inc. and Coaching Partners, Inc.
c.Jackie A. Vice-Black, Ph.D

2. What makes a good company Great in Fortune’s Admired Companies?
Best predictor of overall excellence: ability to attract, motivate, develop, and retain talented people.
Key priorities: teamwork, making staff feel valued, and providing opportunities for ongoing development and coaching.
In average companies, top priorities: minimizing risk, respecting the chain of command, supporting the boss, and making budget. 
US/European study – Fortunes most admired companies
c.Jackie A. Vice-Black, Ph.D

3. Coaching: Value Proposition
Coaching is a key enabler for equipping all leaders with a greater capacity to:
effectively implement change,
achieve extraordinary results, and
acclerate a high-performance culture
c.Jackie A. Vice-Black, Ph.D

4. c.Jackie A. Vice-Black, Ph.D. 610-361-7950
« 82% of organizations surveyed say their main reason for implementing coaching programs is to improve individual performance, moving the barometer from good or effective to Great  »
Chief Learning Office Magazine Feb. 2006
c.Jackie A. Vice-Black, Ph.D

5. Questions for Discussion
What exactly is executive coaching
How might a leader in my company benefit from executive coaching
What does the coaching process look like
To whom should we offer executive coaching
How do we match a coach with a coachee
How can we determine a return on our investment in coaching
c.Jackie A. Vice-Black, Ph.D

6. What is executive coaching
Customized development designed to:
Help strong performers become true stand-outs
Prepare the newly promoted for changed role
Position high potential managers for future promotions
Increase effectiveness by building on strengths
Develop critical skills and self awareness
c.Jackie A. Vice-Black, Ph.D

7. How Executive Coaching Differs from Traditional Training
Alliance of equals to facilitate growth, self-awareness, and achievement of development goals
Coaches ask questions, spark ideas, generate insights, shift thinking, challenge behaviors to manage and lead more effectively
Focuses on behavior, style, and impact on others
Increases emotional intelligence, social dexterity, and leadership resilence
c.Jackie A. Vice-Black, Ph.D

8. c.Jackie A. Vice-Black, Ph.D. 610-361-7950
Coaching’s Journey
Remedial
Isolated mystery
Non-structured, non-measured
Take the order
Set up for success
Organizational partnership
Disciplined approach, timeframes, outcomes
Ensure the best solution
c.Jackie A. Vice-Black, Ph.D

9. If you were selecting a coach. . .
What would you want from your
coach?
How would you decide with whom you
would want to work?
c.Jackie A. Vice-Black, Ph.D

10. Key Attributes of good coaches
1.What a coach does – the actual behavior
2. Principles or beliefs a coach operates from- view of self as a coach, view of coachee and the coaching process.
3. What a coach is able to do – the skills and knowledge.
From the outside, a great coach is able to make the process of coaching look almost effortless, like an easy, natural conversation.
c.Jackie A. Vice-Black, Ph.D

11. c.Jackie A. Vice-Black, Ph.D. 610-361-7950
How many of us deliver completely honest feedback regularly?
How many of us provide advice based on what has worked for us in the past?
How many of us try to talk people out of their feelings at times because we wouldn’t feel those?
When you have a role in someone’s future and their compensation, do you really have an equal partnership?
c.Jackie A. Vice-Black, Ph.D

12. Be open minded, objective and non-judgmental
Coaching Practices
Ask not Tell – Guide conversation with questions and listen
Reframe – Encourage different perspectives
Feedback – Say things no one else is willing to mention
Moments of Truth – Provide observations of behaviors
Create Partnerships – Assist in building beneficial relations
Explore & Discover – Experiment and learn
Be open minded, objective and non-judgmental
c.Jackie A. Vice-Black, Ph.D

13. Building Blocks for Successful Coaching Relationships
Results
Goals & Action Plans Vision of the Future
Powerful Conversations, Purposeful Listening, Multiple Domains
Authenticity Curosity, Inquiry, Accountability,
Trust, Contracting, Commitment, Collaboration
c.Jackie A. Vice-Black, Ph.D

14. Executive Coaching Model
Chemistry/ philosophy meeting
Contracting and alignment meeting
Assessment and goal setting phase
Determining measures of success
Creating development action plan
Implementing the plan
Broadening the coaching to other aspects
Evaluate progress and next steps
Wrap up and assess success
c.Jackie A. Vice-Black, Ph.D

15. Three aspects of behavior shifts to reframe a leader’s behavior
c.Jackie A. Vice-Black, Ph.D

16. c.Jackie A. Vice-Black, Ph.D. 610-361-7950
Challenges
What challenges do leaders face that a coach could help them deal with in order to improve their effectiveness?
c.Jackie A. Vice-Black, Ph.D

17. c.Jackie A. Vice-Black, Ph.D. 610-361-7950
Coaching Framework
Goal
Desired Outcome
Capability
skills/knowledge/
attributes to do
current /future role
Career/Personal development
What are the
clients’ future
goals / aims
ambitions?
Will
Commitment
Reality Current
Perspective
You
Team
Performance
How well the client
is performing/their reputation/feedback
Relationships
How the client fits in / gets along with others/teamwork/how they are perceived
Organisation
Options
Alternatives
c.Jackie A. Vice-Black, Ph.D

18. What’s involved in bringing coaching into the organization
Sponsorship by senior leadership
Careful selection of coachings
Consideration of the range of services to offer executives and managers
Appropriate matching of coaches and coachees
Measuring Success
c.Jackie A. Vice-Black, Ph.D

19. Preparing Executives for Coaching
Answer: A LOT!!!
Question: What is the responsibility of the organization in determining the readiness of the executive to be coached?
Answer: IT DOESN’T WORK!!!
Question: What happens when organizations do not take the time up front to discuss the real expectations for results expected from coaching?
c.Jackie A. Vice-Black, Ph.D

20. Increase Organizational Accountability
Ensure manager delivers feedback about changes needed
Provide a choice of coaches
Clarify rules of engagement and confidentiality
Ensure quality of coaches and contracting
Communicate investment value of targeted coaching vs general executive education
c.Jackie A. Vice-Black, Ph.D

21. Coachee Accountability
Commit to discomfort of receiving feedback and learning
Interview coaches and choose one in whom I can trust enough to talk candidly
Commit to time, process, and practicing
Let people in the organization know what I am working on and actively solicit feedback on what is improving
Have an honest desire to improve for my self , not just because someone else thinks I should
c.Jackie A. Vice-Black, Ph.D

22. Who is worth investing in?
Candidate Readiness: willingness to engage in the process
Manager Capability: willingness and availability to assist in the process
Importance of the position: critical role
Timing: appropriateness given time in role or future potential
Future potential: potential for advancement
c.Jackie A. Vice-Black, Ph.D

23. c.Jackie A. Vice-Black, Ph.D. 610-361-7950
Results
What kinds of tangible results would you want to see from coaching?
What would be the value of those results to your business?
c.Jackie A. Vice-Black, Ph.D

24. Sample Results from Surveys
I have accelerated results in important areas 97.5%
I am better equipped to effect change 97.5%
I have learned life skills that enhance my general performance 95%
I have an increased level of motivation 94%
I am more productive in my work 93.5%
I am now a more effective leader 91.5%
I have identified my core strengths and how to leverage them 89%
I have learned how to identify, create and achieve more meaningful goals 85%
I am inspired to act on important issues 83.5%
c.Jackie A. Vice-Black, Ph.D

25. Center for Creative Leadership Data Jan 2007
93% of 350 leaders surveyed indicated that the challenges they face today are more complex than 5 years ago
Many do not feel prepared to handle these complex challenges
What are you doing to prepare yourself and your managers for these challenges??
c.Jackie A. Vice-Black, Ph.D

26. c.Jackie A. Vice-Black, Ph.D. 610-361-7950
Questions, comments, reactions?
Thanks for coming!
c.Jackie A. Vice-Black, Ph.D