1. August 10, 2004 “Best in Class” Leadership Coaching Program at CSAA

2. │ 1 │ Purpose of this Document > Provide a high level context and current state summary of coaching at CSAA. > Propose desired outcomes of coaching and principles to guide a “best-in- class” coaching program at CSAA. > Outline types of coaching, recipients and how coaching could be delivered. > Generate discussion for next steps.

3. │ 2 │ Introduction > CSAA, like other companies, sees the value in using coaching to embed new and/or change existing leadership behaviors in support of our organizational culture. > However, there is growing concern that our current coaching process is too ad hoc in nature, lacks accountability and outcomes can’t be measured. > CSAA is asking hard questions about the high cost of coaching and the uncertainty surrounding the ROI on coaching. > There is interest in developing a standardized, consistent and effectively managed coaching program for CSAA leaders.

4. │ 3 │ Desired Outcomes of Coaching at CSAA > Support cultural transformation and align leadership behaviors. > Improve business performance. > Accelerate development of next generation leaders. > Integrate new senior hires.

5. │ 4 │ Current State of Coaching at CSAA > Coaching seen as a “stand alone” intervention and not aligned with key business strategies and initiatives. > No prioritization for coaching requests and allocation of coaching resources. > More demand for coaching than can be met with existing resources. > Inconsistent processes for: 1) requesting a coach, 2) assigning a coach and 3) managing the coaching engagement. > No measurement of coaching outcomes. > No accountability for behavior change once coach has been engaged. > No standard coaching “methodology”. > Senior manager not directly involved in coaching engagement of his/her direct reports.

6. │ 5 │ Design Principles for a “Best in Class” Coaching Program > Ensure coaching is business-driven. > Standardize coach recruitment and selection. > Foster senior line management involvement. > Manage and measure the coaching program to ensure ROI.

7. │ 6 │ Ensure Coaching is Business Driven Goal: Focus scarce coaching resources on those individuals whose development and high performance matters most to the current and future success of the business. Strategies: > Provide coaching to leaders of key business initiatives. > Provide coaching to ensure strong leadership bench for the future. > Provide coaching to newly promoted senior leaders and outside senior hires to ensure a successful transition. > Provide coaching to valued senior leaders who play a key role in the organization.

8. │ 7 │ Standardize Coach Recruitment and Selection Goal: Ensure the organization’s executives work with highly qualified coaches who have relevant experience and are trained to address the different types of developmental needs that senior leaders experience. Strategies: > Centralize coach recruitment using standardized selection criteria. > Build a cadre of professional coaches (internal and external) with appropriate credentials, competence and diversity. > Ensure external coaches are grounded in the company’s business and culture. > Develop a process for matching leaders with coaches to ensure “best fit”.

9. │ 8 │ Foster Senior Manager Involvement Goal: Enhance coaching effectiveness by ensuring that coaching fulfills business needs as well as individual needs. Place accountability for success of the coaching engagement with the senior manager of person being coached. Strategies: > Embed senior manager participation at key points of the coaching process. > Define roles and responsibilities of the senior manager vis-à-vis the coach and coached leader. > Involve the senior manager in evaluating coaching requests, assisting with development planning, monitoring coaching effectiveness and provide end- of-engagement feedback and debrief.

10. │ 9 │ Measure and Manage the Coaching Program Goal: Support the consistent and effective deployment of coaching resources to ensure a positive ROI. Strategies: > Establish a standardized coaching agreement (service level agreement) that includes expectations and accountabilities for the coach. > Develop and implement a coach orientation program. > Structure and standardize the actual coaching engagement process: intake, assessment, meetings, deliverables, timelines and success metrics. > Ensure that all coaching engagements include a development plan with clear and measurable goals and finite timelines for achievement of goals. > Build performance measurement into the coaching process. Monitor and track progress towards coaching goals. > Manage the cadre of coaches as a group and leverage their collective knowledge to assess organization-wide development needs and other trends.

11. │ 10 │ Types of Coaching > Coaching for Skills: Learning new skills to enhance performance and leadership. > Coaching for Business Results/Performance: Correcting problem behaviors before they jeopardize productivity or derail a career. > Coaching for Development: Preparing for a career move by strengthening leadership skills or unlearning a behavior that has served individual in current role but will not serve them in new role. > Coaching for the Executive Agenda: Using a confidant or sounding board to obtain feedback on executive behaviors, develop a balanced lifestyle and other issues/challenges to support the high-functioning executive.

12. │ 11 │ Suggested Coaching Program Parameters* PERSON BEING COACHED FOCUS OF COACHINGSTRUCTURE OF COACHING New Hire ExecutivesCultural integration/Roles and results clarification 3-6 month program with bi-weekly one hour meetings Highly structured process and measures around culture fit, developing relationships and specific performance- related outcomes Feedback solicited on regular basis to determine “fit” and any potential gaps to address Progress monitored by boss High Potentials/Succession Plan Candidates Skills/Development/Business results (performance) 3-6 month program with bi-weekly one hour meetings focused on a specific aspect of skill, development or performance (as framed by a CSAA leadership model) Progress monitored by boss/mentor Senior Leaders of Key Business Initiatives Delivering on results and being a values-based leader Bi-weekly one hour meetings for a pre-determined time – i.e. length of project, quarterly renewals, etc. Progress monitored by sponsor of initiative Valued Senior Leader in Organization Skills/Results/Values-based leadership 3-6 month coaching engagements focused on specific aspect May be as a result of 360 assessment and identified gaps Progress monitored by boss * Coaching in this context is separate from 360 feedback and interpretation coaching. It also is NOT intended to close remedial gaps or address corrective action issues.

13. │ 12 │ Coaching Engagement Process Request for Coaching: Comes to HRM from manager of person being coached (Tool: Coaching Request Form) HRM meets with LD to validate type of coaching requested and ensure that coaching is the appropriate intervention 3 coaches (Tool: Standardized Coach Resume) selected from coaching pool for coachee to interview Coachee interviews coaches and selects one (Tool: Tips for Maximizing Your Coaching Investment) HRM informs LD of coach selection and initiation of coaching engagement

14. │ 13 │ Coaching Engagement Process Coaching Initiated Coach, coachee and manager meet to review development needs and focus for coaching If required, Coach solicits additional feedback (interviews, assessments, etc.) to inform development planning Coach works with Coachee and Manager to create leadership development coaching action plan (Tool: Action Plan) Coach and Coachee agree to coaching engagement parameters (type and frequency of sessions, info gathering, manager check-ins, progress reports, etc.) Regular check-ins between Coach, Coachee and Manager as well as progress reports by Coach to LD

15. │ 14 │ Coaching Confidentiality Guidelines What is kept confidential All coaching conversations between Coach and Coachee Specific feedback gathered through interviews, instruments, etc. What is shared with Manager Summary of feedback – strengths and development opportunities What is shared with HR and Leadership Development Copy of development action plan.

16. │ 15 │ Coaching Engagement Process Coaching Completed At end of coaching engagement, everyone involved to review outcomes and determine next steps – coaching complete or additional coaching desired Coachee and Manager to complete coaching process evaluation form and return to LD