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Executive Coaching: What is it?  One on one working engagement between a company executive
Executive Coaching: What is it?  One on one working engagement between a company executive
Executive Coaching: What is it?  One on one working engagement between a company executive
Executive Coaching: What is it?  One on one working engagement between a company executive

Executive Coaching: What is it?

One on one working engagement between a company executive and an

executive coach

Requires substantial commitment and energy from both parties

What is the purpose?  To improve executive’s performance  To further develop the “talent
What is the purpose?  To improve executive’s performance  To further develop the “talent
What is the purpose?  To improve executive’s performance  To further develop the “talent
What is the purpose?  To improve executive’s performance  To further develop the “talent

What is the purpose?

To improve executive’s performance

To further develop the “talent bank” of the organization

Is there only one model?  No, there are many models  Most have similar
Is there only one model?  No, there are many models  Most have similar
Is there only one model?  No, there are many models  Most have similar
Is there only one model?  No, there are many models  Most have similar

Is there only one model?

No, there are many models

Most have similar protocols

This discussion will summarize models most familiar to the speaker

Who gets Executive Coaching?  Many Fortune 500 companies readily use it for their top
Who gets Executive Coaching?  Many Fortune 500 companies readily use it for their top
Who gets Executive Coaching?  Many Fortune 500 companies readily use it for their top
Who gets Executive Coaching?  Many Fortune 500 companies readily use it for their top

Who gets Executive Coaching?

Many Fortune 500 companies readily use it for their top executives and

managers

Example: One of top five international pharmacy company has individual

coaches for its top 40 executives

What does it cost?  Sample model  $32,500 per executive for one year 
What does it cost?  Sample model  $32,500 per executive for one year 
What does it cost?  Sample model  $32,500 per executive for one year 
What does it cost?  Sample model  $32,500 per executive for one year 

What does it cost?

Sample model

$32,500 per executive for one year

$40,000 per CEO for one year

Who pays for it?  In 80-90% of the time, the company pays for it
Who pays for it?  In 80-90% of the time, the company pays for it
Who pays for it?  In 80-90% of the time, the company pays for it
Who pays for it?  In 80-90% of the time, the company pays for it

Who pays for it?

In 80-90% of the time, the company pays for it

Can an individual buy it?  Yes, many individuals consider it so value added that
Can an individual buy it?  Yes, many individuals consider it so value added that
Can an individual buy it?  Yes, many individuals consider it so value added that
Can an individual buy it?  Yes, many individuals consider it so value added that

Can an individual buy it?

Yes, many individuals consider it so value added that they self pay it

Can an individual negotiate the price?  Yes, individually , everything is negotiable
Can an individual negotiate the price?  Yes, individually , everything is negotiable
Can an individual negotiate the price?  Yes, individually , everything is negotiable
Can an individual negotiate the price?  Yes, individually , everything is negotiable

Can an individual negotiate the price?

Yes, individually , everything is negotiable

How are coaches selected?  Large Fortune 500 companies have a very stringent vetting process
How are coaches selected?  Large Fortune 500 companies have a very stringent vetting process
How are coaches selected?  Large Fortune 500 companies have a very stringent vetting process
How are coaches selected?  Large Fortune 500 companies have a very stringent vetting process

How are coaches selected?

Large Fortune 500 companies have a very stringent vetting process

Executives can then pick 3 coaches from the vetted pool, and interview

them, and select the one best for them

What is profile of a “coach?”  Many are very seasoned/successful retired executives who feel
What is profile of a “coach?”  Many are very seasoned/successful retired executives who feel
What is profile of a “coach?”  Many are very seasoned/successful retired executives who feel
What is profile of a “coach?”  Many are very seasoned/successful retired executives who feel

What is profile of a “coach?”

Many are very seasoned/successful retired executives who feel an

obligation to help the next generation

of leaders

Many are psychologists who are

experienced in working with senior

leaders

Who do executives prefer?  Executives in staff roles may like the approach of a
Who do executives prefer?  Executives in staff roles may like the approach of a
Who do executives prefer?  Executives in staff roles may like the approach of a
Who do executives prefer?  Executives in staff roles may like the approach of a

Who do executives prefer?

Executives in staff roles may like the approach of a psychologist

Executives in line roles almost always prefer a highly seasoned executive

coach who “has been there” and is

“combat tested”

Male or female coaches?  Some executive coaching companies think only women can coach women,
Male or female coaches?  Some executive coaching companies think only women can coach women,
Male or female coaches?  Some executive coaching companies think only women can coach women,
Male or female coaches?  Some executive coaching companies think only women can coach women,

Male or female coaches?

Some executive coaching companies think only women can coach women,

and only men can coach men

This speaker recommends getting the best coach regardless of gender

How long does coaching last?  A typical model is a 10-12 month arrangement
How long does coaching last?  A typical model is a 10-12 month arrangement
How long does coaching last?  A typical model is a 10-12 month arrangement
How long does coaching last?  A typical model is a 10-12 month arrangement

How long does coaching last?

A typical model is a 10-12 month arrangement

Are there are quick fixes?  No.  It is very difficult to significantly change
Are there are quick fixes?  No.  It is very difficult to significantly change
Are there are quick fixes?  No.  It is very difficult to significantly change
Are there are quick fixes?  No.  It is very difficult to significantly change

Are there are quick fixes?

No.

It is very difficult to significantly change behavior in a very short period

of time

How often do coaches meet?  Typical model  Twice a month for 90 minutes
How often do coaches meet?  Typical model  Twice a month for 90 minutes
How often do coaches meet?  Typical model  Twice a month for 90 minutes
How often do coaches meet?  Typical model  Twice a month for 90 minutes

How often do coaches meet?

Typical model

Twice a month for 90 minutes

On call by phone, as needed

What are success rates?  Typically, executing coaching is successful 85% or higher  Sometimes
What are success rates?  Typically, executing coaching is successful 85% or higher  Sometimes
What are success rates?  Typically, executing coaching is successful 85% or higher  Sometimes
What are success rates?  Typically, executing coaching is successful 85% or higher  Sometimes

What are success rates?

Typically, executing coaching is successful 85% or higher

Sometimes failures do occur

Is coaching sometimes for executives in trouble?  Yes, it happens in a minority of
Is coaching sometimes for executives in trouble?  Yes, it happens in a minority of
Is coaching sometimes for executives in trouble?  Yes, it happens in a minority of
Is coaching sometimes for executives in trouble?  Yes, it happens in a minority of

Is coaching sometimes for

executives in trouble?

Yes, it happens in a minority of cases

The executive coaching may be a last attempt “to save an executive in trouble”

What is success?  The executive receives great value from the relationship  The executive’s
What is success?  The executive receives great value from the relationship  The executive’s
What is success?  The executive receives great value from the relationship  The executive’s
What is success?  The executive receives great value from the relationship  The executive’s

What is success?

The executive receives great value from the relationship The executive’s future in the company is enhanced The executive is being prepared for higher assignments

What is failure?  A troubled executive may be fired  The executive and coach
What is failure?  A troubled executive may be fired  The executive and coach
What is failure?  A troubled executive may be fired  The executive and coach
What is failure?  A troubled executive may be fired  The executive and coach

What is failure?

A troubled executive may be fired

The executive and coach may find they are not compatible, and stop. The executive may leave the company, sometimes for a higher position in

another company, or competitor

What happens in 12 months?  There are typically 3 major phases  Phase 1:
What happens in 12 months?  There are typically 3 major phases  Phase 1:
What happens in 12 months?  There are typically 3 major phases  Phase 1:
What happens in 12 months?  There are typically 3 major phases  Phase 1:

What happens in 12 months?

There are typically 3 major phases

Phase 1: Assessment (the most time

intensive)

Phase 2: Positioning for

Leadership/Leadership Development Plan

Phase 3: Implementation/practicing/fine tuning/review

What happens in Assessment?  Career history interview  Extensive testing  360 degree interviews
What happens in Assessment?  Career history interview  Extensive testing  360 degree interviews
What happens in Assessment?  Career history interview  Extensive testing  360 degree interviews
What happens in Assessment?  Career history interview  Extensive testing  360 degree interviews

What happens in Assessment?

Career history interview Extensive testing 360 degree interviews Gathering of key information including resume, organizational charts

Does paying company get all the information?  No, the coach views the executive as
Does paying company get all the information?  No, the coach views the executive as
Does paying company get all the information?  No, the coach views the executive as
Does paying company get all the information?  No, the coach views the executive as

Does paying company get all

the information?

No, the coach views the executive as the

client, not the company

There is a cone of silence over the coach and

the executive.

There maybe periodic high level reports to the company, but only with the consent of

the executive on the content

Can executive bare his/her soul to the coach?  Yes, trust is an essential component
Can executive bare his/her soul to the coach?  Yes, trust is an essential component
Can executive bare his/her soul to the coach?  Yes, trust is an essential component
Can executive bare his/her soul to the coach?  Yes, trust is an essential component

Can executive bare his/her soul

to the coach?

Yes, trust is an essential component of the relationship

The engagement is sacred, almost like a physician-patient relationship

What are tests used in Phase 1?  Sample Tests are:  Myers Briggs Type
What are tests used in Phase 1?  Sample Tests are:  Myers Briggs Type
What are tests used in Phase 1?  Sample Tests are:  Myers Briggs Type
What are tests used in Phase 1?  Sample Tests are:  Myers Briggs Type

What are tests used in Phase 1?

Sample Tests are:

Myers Briggs Type Indicator (MBTI) NEO-PI-R Life Styles Inventory (LSI) Leadership Effectiveness & Adaptability Description (LEAD)

Myers Briggs Overview  Profiles basic traits about a person not likely to change 
Myers Briggs Overview  Profiles basic traits about a person not likely to change 
Myers Briggs Overview  Profiles basic traits about a person not likely to change 
Myers Briggs Overview  Profiles basic traits about a person not likely to change 

Myers Briggs Overview

Profiles basic traits about a person not likely to change There are no good or bad profiles Helps understand basic psychological preferences or styles Helps understand the styles of others

Myer Briggs traits examined  Extraversion  Sensing  Thinking  Judging  Introversion 
Myer Briggs traits examined  Extraversion  Sensing  Thinking  Judging  Introversion 
Myer Briggs traits examined  Extraversion  Sensing  Thinking  Judging  Introversion 
Myer Briggs traits examined  Extraversion  Sensing  Thinking  Judging  Introversion 

Myer Briggs traits examined

Extraversion

Sensing

Thinking

Judging

Introversion

Intuition

Feeling

Perceiving

What does NEO-P-R look at?  5 dimensional model of personality  Emotional  Interpersonal
What does NEO-P-R look at?  5 dimensional model of personality  Emotional  Interpersonal
What does NEO-P-R look at?  5 dimensional model of personality  Emotional  Interpersonal
What does NEO-P-R look at?  5 dimensional model of personality  Emotional  Interpersonal

What does NEO-P-R look at?

5 dimensional model of personality Emotional Interpersonal Experiential Attitudinal Motivational

What does LSI look at?  Looks at individual’s self image  Looks at thinking
What does LSI look at?  Looks at individual’s self image  Looks at thinking
What does LSI look at?  Looks at individual’s self image  Looks at thinking
What does LSI look at?  Looks at individual’s self image  Looks at thinking

What does LSI look at?

Looks at individual’s self image Looks at thinking styles Reflects on individual’s current state Snapshot of how you are dealing with challenges

What does L.E.A.D. look at?  Provides insight into your perception of leadership style 
What does L.E.A.D. look at?  Provides insight into your perception of leadership style 
What does L.E.A.D. look at?  Provides insight into your perception of leadership style 
What does L.E.A.D. look at?  Provides insight into your perception of leadership style 

What does L.E.A.D. look at?

Provides insight into your perception of leadership style

Major styles are:

Delegating

Participating Selling

Telling

How did 360 interviews work?  Done confidentially  Interview 3 executives at a higher
How did 360 interviews work?  Done confidentially  Interview 3 executives at a higher
How did 360 interviews work?  Done confidentially  Interview 3 executives at a higher
How did 360 interviews work?  Done confidentially  Interview 3 executives at a higher

How did 360 interviews work?

Done confidentially Interview 3 executives at a higher level Interview 3 executives on the same level Interview 3 subordinates

What are sample 360 fixed

questions?

On a scale of 1 to 10 (1 being terrible, and 10 being outstanding) how do you rate the executive on the following traits (without comment):

A) Listening skills, b) General Business skills, c) Leadership skills, d) Loyalty, e) Integrity, f) Delegation skills, g) Respect for coworkers, h)Timeliness, i) Stewardship, j) Decision making skills, k) Creativity, l) Team player, m) Public speaking skills, o) Hard worker

What are samples of open ended 360 questions?  How long have you known (client)
What are samples of open ended 360 questions?  How long have you known (client)
What are samples of open ended 360 questions?  How long have you known (client)
What are samples of open ended 360 questions?  How long have you known (client)

What are samples of open

ended 360 questions?

How long have you known (client) and in

what capacity?

What do you see (client’s) major strengths and skills. Please give examples. Everyone has areas where they can improve. How could (client) improve?

Sample questions, continued  Please comment on (client’s) communications skills in groups and in one
Sample questions, continued  Please comment on (client’s) communications skills in groups and in one
Sample questions, continued  Please comment on (client’s) communications skills in groups and in one
Sample questions, continued  Please comment on (client’s) communications skills in groups and in one

Sample questions, continued

Please comment on (client’s) communications skills in groups and in one

on one.

Are there some specific things that (client) could do to be more effective in his/her role?

If you could give (client) some career, or professional advice, what would it be?

Sample questions, continued  What else do I need to know about (client) or about
Sample questions, continued  What else do I need to know about (client) or about
Sample questions, continued  What else do I need to know about (client) or about
Sample questions, continued  What else do I need to know about (client) or about

Sample questions, continued

What else do I need to know about (client) or about how issues are

impacting his/her future?

Anything else?

What precautions taken during

360 interviews?

Emphasis on the fact that the interview is confidential

Told that interview will be summarized generically

Ask person being interviewed to avoid any “common phrases” that client would instantly recognize. (example: “you need to work smarter

and harder”)

How candid are the answers?  Once confidentiality is assured, the questions receive very candid
How candid are the answers?  Once confidentiality is assured, the questions receive very candid
How candid are the answers?  Once confidentiality is assured, the questions receive very candid
How candid are the answers?  Once confidentiality is assured, the questions receive very candid

How candid are the answers?

Once confidentiality is assured, the questions receive very candid answers

Positive examples of answers?  “ he has a commanding presence”  “ he is
Positive examples of answers?  “ he has a commanding presence”  “ he is
Positive examples of answers?  “ he has a commanding presence”  “ he is
Positive examples of answers?  “ he has a commanding presence”  “ he is

Positive examples of answers?

“ he has a commanding presence”

“ he is good boss….no sitting on the fence….he goes

for solutions”

“she has strength in leadership, without being

dominating

“she has CEO potential”

Harsh samples of answers?  “ you ask him what time it is…and he tells
Harsh samples of answers?  “ you ask him what time it is…and he tells
Harsh samples of answers?  “ you ask him what time it is…and he tells
Harsh samples of answers?  “ you ask him what time it is…and he tells

Harsh samples of answers?

you ask him what time it is…and he tells you how the clock was built. He has no

concept of being concise

“he turns off other people’s creativity”

‘he doesn’t share enough with his/her staff

How long does Phase 1 last ?  It can last 6-10 weeks  You
How long does Phase 1 last ?  It can last 6-10 weeks  You
How long does Phase 1 last ?  It can last 6-10 weeks  You
How long does Phase 1 last ?  It can last 6-10 weeks  You

How long does Phase 1 last ?

It can last 6-10 weeks You never rush it because of the value of information being assembled

A “good Phase I” also has a very positive impact on the Leadership development

plan

What happens in Phase 2?  Phase 2 is positioning for the future  A
What happens in Phase 2?  Phase 2 is positioning for the future  A
What happens in Phase 2?  Phase 2 is positioning for the future  A
What happens in Phase 2?  Phase 2 is positioning for the future  A

What happens in Phase 2?

Phase 2 is positioning for the future

A Leadership Development Plan is prepared which addresses the leader’s

strengths and weaknesses

The client must “sign off” on the plan

How long is Phase 2?  It usually lasts about 6-8 weeks  It represents
How long is Phase 2?  It usually lasts about 6-8 weeks  It represents
How long is Phase 2?  It usually lasts about 6-8 weeks  It represents
How long is Phase 2?  It usually lasts about 6-8 weeks  It represents

How long is Phase 2?

It usually lasts about 6-8 weeks

It represents the “blueprint” for the future

What happens in Phase 3?  Phase 3 is the implementation phase of the Leadership
What happens in Phase 3?  Phase 3 is the implementation phase of the Leadership
What happens in Phase 3?  Phase 3 is the implementation phase of the Leadership
What happens in Phase 3?  Phase 3 is the implementation phase of the Leadership

What happens in Phase 3?

Phase 3 is the implementation phase of the Leadership Development Plan

The coach is constantly pushing the executive to excel, to fix or improve

weaknesses, and to focus on the future

Personal case studies in

Phase 3?

Many actual scenarios, as presented by the executive , are reviewed are the coach

What could the executive have done better?

What behavior does the executive need to modify?

Is leadership plan ever modified?  Yes, absolutely.  Any executive may improve substantially in
Is leadership plan ever modified?  Yes, absolutely.  Any executive may improve substantially in
Is leadership plan ever modified?  Yes, absolutely.  Any executive may improve substantially in
Is leadership plan ever modified?  Yes, absolutely.  Any executive may improve substantially in

Is leadership plan ever

modified?

Yes, absolutely.

Any executive may improve substantially in any one

given area and then has to take his/her executive skills

to the next highest level?

When is it over?  It is over when the executive and coach feel their
When is it over?  It is over when the executive and coach feel their
When is it over?  It is over when the executive and coach feel their
When is it over?  It is over when the executive and coach feel their

When is it over?

It is over when the executive and coach feel their job is accomplished, or at

about 10-12 months

Sometimes, the engagement may be extended by mutual consent of the executive and the coach

What happens at end of initial contract?  Usually, the engagement ends and a summary
What happens at end of initial contract?  Usually, the engagement ends and a summary
What happens at end of initial contract?  Usually, the engagement ends and a summary
What happens at end of initial contract?  Usually, the engagement ends and a summary

What happens at end of

initial contract?

Usually, the engagement ends and a summary leadership plan is prepared

On occasion, the client may want to extend the contract under specific

terms and conditions

What is satisfaction level?  For completed engagements, the satisfaction level is usually very high;
What is satisfaction level?  For completed engagements, the satisfaction level is usually very high;
What is satisfaction level?  For completed engagements, the satisfaction level is usually very high;
What is satisfaction level?  For completed engagements, the satisfaction level is usually very high;

What is satisfaction level?

For completed engagements, the satisfaction level is usually very high;

example greater than 85% Clients recommend others consider the investment in leadership

What is Ed Golin story?  Ed was my coach  How it started 
What is Ed Golin story?  Ed was my coach  How it started 
What is Ed Golin story?  Ed was my coach  How it started 
What is Ed Golin story?  Ed was my coach  How it started 

What is Ed Golin story?

Ed was my coach How it started Our big differences What happened How it ended His final recommendations to me

What happened 7 years after Ed died?  Special phone call to Ed’s wife
What happened 7 years after Ed died?  Special phone call to Ed’s wife
What happened 7 years after Ed died?  Special phone call to Ed’s wife
What happened 7 years after Ed died?  Special phone call to Ed’s wife

What happened 7 years

after Ed died?

Special phone call to Ed’s wife

Summary  If you ever have the opportunity to have an executive coach….  Make
Summary  If you ever have the opportunity to have an executive coach….  Make
Summary  If you ever have the opportunity to have an executive coach….  Make
Summary  If you ever have the opportunity to have an executive coach….  Make

Summary

If you ever have the opportunity to have an executive coach…. Make sure you pick the “right coach” for your needs Then, jump at the opportunity to invest in your leadership potential and future