THE ACTUAL COACHING Executive coaching is done in different areas of work & levels which include executives, managers

or people of high caliber lined up for succession whether they are external or internal coaches. For example, mid-senior level managers and high performing individuals can be coached on their performance aspects. INTERNAL COACHING The first step in executive coaching is to make the leader see the need for coaching since most of the leaders are what they are today because of their past actions and behaviors, and the same actions and behaviors can act as impediments for their future growth. Hence making the leader to see the need for coaching is critical. So, coach starts building a coaching plan for leaders at the time of appraisals. Then managers are put through a three day workshop and are provided fundamental inputs on what and how coaching is done? Thereafter, a follow up is done in the form of fortnightly coaching clinics where managers exchange experiences and also a mock session is conducted with the rest of the team for contributing their feedback. Similarly, there is a separate mechanism which identifies potential leaders who are taken through coaching module to enhance their performance. EXTERNAL COACHING Being an external coach, he first signs a contract which is an agreement between the coach and his client to keep the conversation confidential (unless it is harmful to the organization or to the other stakeholders involved).

In the second step he ensures agreement on the overall coaching goal. Sometimes the HR and/or the client s immediate reporting manager are involved in setting up the goal. They make sure that the individual goals and the organizational goals are aligned. In the next step the coach decides on the frequency of the sessions. The duration is usually 60 min or less and the adequate gap between two sessions for the client to take action . Thereafter, periodic review sessions with the reporting manager or the HR representative are conducted to report the progress and discuss any issues relevant at that point in time. The last step involves ending the coaching relationship. After, say, six months (depending upon achievement of the goal or contract period) the relationship is formally closed and a report is submitted to the HR person or the reporting manager (the sponsor). Coaching can also be done at the senior leadership position which involves sharing insights with respect to the global mindset required for communicating and accomplishing their vision in the global marketplace. This often includes new skills acquisition and collaboration with other partners in their organization to ensure there are shared expectations and outcomes. Another type of coaching which is done is with emerging leaders and assisting them with strategic planning and change management components which influence the success of a business. Also, it can be done for leaders who are working across cultures to be successful. An apt example for Leadership does not happen through osmosis, it comes from constant and continual practice is as follows.

Coaching can lead to organizational transformation in the following ways: a) First is the resultant feedback-orientated culture since leaders use coaching behavior as a means of managing, influencing and communicating with each other. Further, improvement in leadership effectiveness and executive decision-making as there is a strong alignment between individual goals and organizational objectives.

b) Leaders (coaches) drive accountability and are positive role models by displaying/demonstrating true collaboration and development mind-set (breaking silos ); their commitments and values; and integrity and consistency ( walk the talk ). c) Organization change becomes easy and results in higher productivity as change is at the heart of coaching and it ensures that the organization develops the capacity to generate and sustain timely change and builds competencies for constructing and sustaining powerful and committed relationships. d) Moreover, coaching promotes more open communication, is transparent, and builds trust and mutual respect. Lastly, teams become passionate, energized, focused on organizational results and more customer-centric . For example, at Symphony, says Mahalingam(coach), We have had our coachee managers reap benefits like becoming more appreciative of contributions team members make and recognizing them on time and in style; becoming more adept in managing their meetings (which if not managed, become a nightmare for teams!); learning to prioritize and focus on the

important rather that the urgent - a trap many managers fall into; deepening the sense of big picture as opposed to deciding things with a myopic perspective; an ability to relate to peers better without getting too judgmental; and the benefit to the organization, therefore, is a highly enlightened bunch of managers who deliver superior value to the clients and the teams they manage. STEPS IN BUSINESS COACHING a) Voluntary participation: Executives need to have a voluntary commitment that converts into a willing participant who is open to changing, enhancing, and exercise what is being learned, and is willing to give information for assessing the coaching process. b) Need for coaching: This is a dialogue with the executive to establish if coaching is required. To do this, one can have a list to review the needs, matters, and concerns about the coaching agreement with setting a requirement, the list discovering main performance aspects where coaching would aid. c) Self-assessment: It is an exercise that a coachee undergoes about himself, with his/her immediate manager, and direct reports giving feedback on communication, openness, trust, and other competencies essential for success in the company. d) Promise for information: Executives need to concur to give information during coaching and at suitable times subsequent to the engagement.

e) Roles and duties: It is important that both the coach and the executive clearly define their roles.Like the executive needs to understand that the coach is there to listen, give feedback, and assess, but, not to make decisions for the executive. f) Matching profiles: Profiles of coaches are usually presented to executives, and a tentative selection is made. The respective coach is also given background information on the executive, and then a match is made. g) Induction: It is a good opportunity for the executive and coach to meet formally in an orientation session. Here, the coach explains the process, needs, timetable, and other administrative issues. h) The engagement: Engagement is usually linked with a business need. Generally, coaching engagements focus on behavioral issues (for example, an executive s failure to listen to staff).To link to the business impact, the behavior change must connect to a clear business result. i) Coaching sessions: Depending upon the coaching goals the coach, the executive and the sponsor can discuss the timeframes of coaching sessions (e.g. thrice a month for an hour each). Most coaching sessions are either done face-to-face or in some cases over the phone. j) Goal setting: Coachee needs to identify a few areas with the help of the coach that need improvements like productivity/operational efficiency, retention of key team members, and customer satisfaction. Now the executive has three definite goals that would need three action plans.

k) Action planning: This process allows executives to detail their action steps developed to drive a specific result associated to a business impact measure. l) Active learning: After the executive develops the specific action plans, many development strategies are discussed and implemented with the help of the coach. The coach facilitates the efforts by utilizing learning processes like reading assignments, self assessment tools, skill practices, video feedback, journaling, and other techniques. Coaching is an active learning process as the executive experiments, applies, and reflects on the experience. The coach gives input, reaction, assessment, and evaluation. m) Progress review: Mostly the coach and executive review progress and revise the action plan if necessary on monthly basis. This is to continue making adjustments to sustain the process. n) Reporting: After completing the coaching engagement, the executive reports improvement by finishing all parts of the action plan.