Coaching in Asia - A Review by Hudson 2004-Notes

Coaching in
Asia 2004 -
A Review
HUMAN CAPITAL SOLUTIONS
Maximizing ROI In People
EMPLOYMENT LIFE CYCLE
Attraction Getting the right people

& Selection on board.
Engagement Creating a high-

& Development performing workplace.
Providing transition solutions

Career
Transition
that meet business and
employee needs.
HCS: Spanning All Phases of Employment
EMPLOYMENT LIFE CYCLE

Attraction Engagement, Management Career
& Selection & Development Transition
• Organizational Effectiveness
• Candidate Selection • Outplacement Services
– Performance management consulting and software (TalentMax
– Job profiling TM
) • Relocation Assistance
– Assessment – Online employee surveys
–
360º feedback tools
• Candidate Relationship Management • Reintegration Services
– Knowledge management
– Career portal outsourcing
– Succession planning tools
– Recruitment audits – Balanced scorecards
– Diversity and inclusion • Customized Interactive HR Solutions
– Job board consulting – Online alumni programs
– Employee portals
• Customized Interactive Recruiting Solutions
– Employee relationship
– Online networking web sites software
– E-mail marketing strategies • Career Development Services
– Online events – Coaching
– Leadership development
Changing Requirements for Leadership
Importance
Technical Emotional
Expertise Intelligence
Crucial
Cross-Over
Point
Professionals Middle Managers Senior Executives

Author: BH Tan, Senior Associate
AG EN DA
History What is
Coaching?
The Coaching Coaching
Industry Coaching Individuals
Coaching
Future
In Organisations
Coaching is…
“Coaching is about creating

behaviour changes that help
enhance work performance and
learning”
Coaching Suite
Coaching Interventions
• Leadership Development
Coaching
• Performance Enhancement
Coaching
• Career Coaching
• Coach Training
• Panel of Accredited Coaches
• Unique methodology
Why coaching…
Studies say…
Coaching is…
“Coaching is a solution-focused, result-

orientated systematic process in which
the coach facilitates the enchancement of
performance, self-directed learning and
personal growth of other individuals”
Dr Anthony Grant, PhD
Head of the Coaching Psychology Unit
University of Sydney
Hudson Coaching Leader
What is Coaching?
Coaching is a Distinct Activity
 Coaching
Learning is derived through the coaching
conversation, clarifying consequences and
identifying what works and what doesn’t
work.
 Defining and motivating actions that work
and stopping what doesn’t work leads the
coachee to refine learn from feedback and
experience to adjust their own behaviour.
What is Coaching?
Coaching is a Distinct Activity
 Coaching is…
 Facilitated inquiry focused on important
issues of performance leading to goals and
actions to improve that performance
 Coaching is not…
 Instruction, training, direction or delegation
 Nor is it Mentoring
Coaching vs. Training?
Mentoring
Counseling Coaching Training
Consulting
Coaching vs Training
• In training, agenda is fixed by trainer
• In coaching, client sets agenda (often fluid)
• Training tends to involve hierarchical style and
procedural
behavioural skills acquisition
• Coaching is about creating sustained shifts in
behavior,
feelings and thinking
Coaching vs. Mentoring
Thinking of a mentor might conjure up visions

of a white bearded wise man in flowing robes
and sandals or Telemachus' adviser in
Homer's Odyssey.
The image of a coach is somewhat different:

Plato walking beside his friends holding
two-way dialogue helping them reach
better understanding of their world and take
better actions within it.
He will be prompting them with questions…

Coaching vs. Mentoring
• Mentoring is a hierarchical relationship
• Mentoring is about passing on personalised,
domain-specific knowledge
• Coaching is about facilitating self-directed learning
and development
• Traditionally mentoring is a wise senior and grateful
junior
Coaching vs Counselling / therapy
• Counselling / Theraphy tends to look for causes

of problems
• Coaching emphasies new competencies
• Different rhythmn, different tempo
• Counselling / Theraphy tends to be reactive
• Coaching is pro-active
Coaching vs. Consulting
• Consulting tend to be experts in their area,
coaches need only be experts in facilitating the
coachee’s learning and goal attainment
• Consultants have professional expertise,
privileged knowledge and know the best way to
proceed – Coaches help the client find their own
solutions
• Consultants tend to tell – coaches ask the right
questions
Learning Points for Coaching
 The key variable in determining the success of

coaching is not the coach; it is the person
being coached and their co-workers.
 True long-term change requires discipline

over time and process management
– Adult Learning.
 By involving team members and key

stakeholders the value of the coaching
process can be increased exponentially.
Coaching Focus
• Life coaching • Career coaching
• Business coaching • Team coaching
• Executive coaching • Group Coaching
• Spiritual coaching • Couples coaching
• Performance
• Family coaching
coaching
• Leadership coaching • Hobby coaching
• Skills coaching
• Remedial coaching
Coaching delivery
• Face to Face coaching
• Telephone coaching
• Video coaching
• Email coaching
• Internet coaching
• Audio/Video Format –
noninteractive
coaching
Psychology of Change
GOALS
FEELINGS THOUGHTS
House of Change
BEHAVIORS ENVIRONMENT
Coaching Managers Drive Results
Observed changes in behavior:
 Perception shifts
 Paradigm shifts
 EQ Skills such as Active Listening
 Better focus – relationships, projects,
managerial performance
 Flexibility – created new and better habits
 Goal orientation
Choose the right Targets
• “Smart Organisations will turn their
attention to the 50% of work groups that
fall in the middle.
• Moving just the top one-fifth of the middle
50% into high performing business units
catapults the company into a position to
achieve sustainable growth”
Research by Hudson Centre for High
Performance
Coaching Fit in Leadership Development
PERFORMANCE RANGE
NORMAL STARS
SUB-PAR
Next Top
20% 5-10%
Should
Can
Can Coach Coach Coach
Coaching History
Coaching in Asia is a not recent phenomena
Coaching has been around for a long time in sport &

informally in most fields of endeavor
In Asia other development relationships are stronger:
• Teaching - Confucius
• Guidance – Lao Tse
• Today’s Guru’s – Robert T. Kiyosaki
Common characteristics:
• Based on hierarchical relationships
• High Power distance
• Expert model: Single best source of knowledge
• One best solution to a problem
• Only the Guru is allowed to be individual
Coaching – New Industry
Cycle of industry development
Methods: - Major Niches will develop:
• Sales Coaching –SME’s but not MNC’s
• NLP Coaching – special niche product
appeals to certain individuals based on
relationship with the coach.
• Success Coaching – SME’s but not MNC’s
• Psychology Coaching – MNC’s but not SME’s
• Leadership Coaching – MNC’s but not SME’s
• Life Coaching – Locals and Expats
• Team Coaching – the next frontier
• EQ Coaching – growing field
Coaching History
Coaching History
Coaching in Asia is a not recent phenomena
Coaching has been around for a long time in sport &

informally in most fields of endeavor
In Asia other development relationships are stronger:
• Teaching - Confucius
• Guidance – Lao Tse
• Today’s Guru’s – Robert T. Kiyosaki
Common characteristics:
• Based on hierarchical relationships
• High Power distance
• Expert model: Single best source of knowledge
• One best solution to a problem
• Only the Guru is allowed to be individual
Coaching – New Flavor of The Month or
Sustainable Development Tool?
Coaching is a new industry
• 1970’s – 1995 not much growth, a few providers
• 1980’s Graham Alexander publishes the GROW
(goal-reality-options-wrap up) model
• 1995 – 2000 much more growth, in publications, ICF
President says in 2001: “We have grown at
unprecedented rates for a professional society,” says
ICF President DJ Mitsch.
•In August 2001 they reported “A group of European
business coaches with a passion for cross cultural
issues have put together a workshop and coaching
program for American business executives arriving in
Europe.”
Coaching Industry
CLIENTS LEVELS NEEDS VENDORS METHODS
INT’L BOARD - Business Strategy • Consulting • Relationship
MNC’S Coaching Companies coaching
- Leadership • Commercial • Strengths
- Coaching Coaching coaching
- Team Coaching Companies • Other
- EQ Coaching interventions
• Individual
Coaches incl. Advisory
- Credibility &
Confidentiality
CEO/CXO •Leadership •Leadership • Relationship

Coaching Coaching coaching
• Team Coaching • Team Coaching • Strengths
• EQ Coaching • EQ Coaching coaching
• Team
• Credibility & • Credibility &
coaching
Confidentiality Confidentiality
Cycle of industry development
Methods: - Major Niches will develop:
• Sales Coaching –SME’s but not MNC’s
• NLP Coaching – special niche product
appeals to certain individuals based on
relationship with the coach.
• Success Coaching – SME’s but not MNC’s
• Psychology Coaching – MNC’s but not SME’s
• Leadership Coaching – MNC’s but not SME’s
• Life Coaching – Locals and Expats
• Team Coaching – the next frontier
• EQ Coaching – growing field
SME Coaching
• The role of the Business Coach is to

coach business owners to improve their
business through guidance, support and
encouragement. They help the owners of
small and medium sized businesses
with their sales, marketing,
management, team building and so
much more. Just like a sporting coach,
your Business Coach will make you
focus on the game.
Action Coaching www.actioncoaching.com
SME Coaching
• Your Action Business Coach will

become your marketing manager,
your sales director, your training
coordinator; your confidant, your
mentor. Your Action Coach will
help you make your dreams come
true ...
SME/Business Coaching
• Your Action Business Coach will

become your marketing manager,
your sales director, your training
coordinator; your confidant, your
mentor. Your Action Coach will
help you make your dreams come
true ...
Organisation wide Programmes
Four Critical Behavioral Interfaces
Business Behavioral Company Behavioral Management

Demands Interface Demands Interface Demands
Behavioral Staff Behavioral Staff

Interface Reality Interface Actions
Business Results
Critical Performance Success Factors
• Behaviourally:
- Listening
- Questioning
- Solution focus
- Two-way Dialogue
- Style versatility to fit needs
- Giving and Receiving feedback
- Informal two-way feedback
- Individual and Team skills
Coaching in Organisations
In Asia
• Few doing it widely
• Many talking about
• Many more trying it
selectively
• How is it developed?
– Organically one business unit at a time
– Systemically – one target group at a time
– Selectively – one individual at a time
– Internally vs externally resourced
– Coaching managers vs ‘Manager as coach’
• Who lead’s it?
– Typically HR or Leadership Development
– Existing HR staff or rarely external project person
(contract or consultant)
– Typically ‘Corporate’ programme, centrally driven
– Few cases Board/CEO strongly behind it
• What resources are used?
– Hr Project Management
– External Vendor coaching resources
• What happen’s?
– Internal coach capability development
• Managers
• Selected internal coaches
• HR
– External Coaches applied to development for a
selected target(s):
• HiPo’s
• Bands
• Key individual’s
• Certain situations/competencies
• How does it sit with other people investment?
– Training vs coaching
• Rarely leveraged fully as yet as post training requirement
• Attracts separate funding, often competes for funding with
training
– Very few companies have it effectively integrated
with other development activities
• Don’t understand it’s SWOT
– Not strategically balanced within people
development frameworks
– Not tied to overall ‘development culture’
‘performance management culture’, ‘accountability
culture’ or competency models
• When is coaching typically implemented?

• Coaching programmes are generally implemented
at times of change or rapid growth. Results can be
phenomenal
• What are the benefits of developing a coaching

culture?
• Companies developing a strong coaching culture
demonstrate a strong commitment to empowering
their employees to learn and grow.

• These companies are rewarded with greater
loyalty, involvement and commitment, which in
tangible terms are manifested in increased
motivation, effectiveness and professionalism of
both individuals and groups.
Coaching and Mentoring Schemes
• Whilst coaching programmes are to do with

empowerment and motivation of the individual
• Mentoring is concerned primarily with the transfer

of key skills and with the provision of a formal
structure for guidance through the company's
procedures, culture and politics.
Organisation-wide mentoring Schemes
• In an age where 'a job for life' is no longer an

option for either company or employee,
organisations need to ensure that they retain staff
as long as practical and that they manage the
transfer of skills and knowledge throughout the
business.
• Evidently the objective should be for the mentee to

become as knowledgeable as the mentor.
HR has a role
Can Internal Coaches Use this Process
GE Capital did some research using this behavioral coaching
model with internal HR coaches . Their results were just as
positive (if not more so) than the same research that we have
done with external coaches.
Internal HR coaches can use this process if:
1) They have to time to do it. In many cases coaching is an "add

on" for HR professionals and they are just not given the time
to "do it right".
2) They are seen as coaches, not judges. Clients may not "open
up" to HR professionals if they are later going to use what is
being shared as part of a performance appraisal.
3) Their internal clients give them credibility. In some cases
internal people can say exactly the same thing as external
coaches but not be listened to.
HR has a role
HR
 Facilitate Capacity development
‘Capacity development’ is about developing
and enhancing the capacity of individuals,…
communities … to respond to issues that
concern them
Parnell and Benton, 1999
HR can help to create coaching
capability in managers
• Coaching expertise
• EQ Knowledge Expertise
• Knowledge resources
• Collate best practice examples
• Build management practice
HR can help to create
Selective opportunities for

 Reinforcement of positive changes
 Feedback from significant others
 Acceptance of where they are
 Facilitate better choice-making
 Focused safe sharing of experience
 Emotional understanding and reflection
 Learning or ‘Ah huh’ moments
To influence the environment
HR Role
 Manage stakeholder’ expectations
 Facilitate change and provide milestone
progress feedback
 Build and create climate of success & help
to balance with support and clear messages
of ownership of changes
 Listen, respond
 Encourage feedback from significant others
Apply Critical Management Competencies
Move your
Motivation management skills
from telling to Delegating
asking,
from directing to
coaching
Supportive
Coaching
Directive
Competence
Benefits of Coaching
Create a Development Culture

• Enhanced management and leadership
skills
• Better team cohesion
• Facilitate Career and personal
development
• Increased work satisfaction and staff
retention
• Increased interpersonal and
communication skills
Additional Outcomes
 Empower staff
 Increased individual and team
effort and results
 Greater Engagement
 Get Better Business Results through others
HUDSON BACKGROUND
Major capabilities
• Coaching
• HR Consulting
THANK YOU!

Coaching in Asia - A Review by Hudson 2004-Notes

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Coaching in

EMPLOYMENT LIFE CYCLE

Attraction Getting the right people

Engagement Creating a high-

Providing transition solutions

EMPLOYMENT LIFE CYCLE

Professionals Middle Managers Senior Executives

“Coaching is about creating

“Coaching is a solution-focused, result-

Counseling Coaching Training

Thinking of a mentor might conjure up visions

The image of a coach is somewhat different:

He will be prompting them with questions…

• Counselling / Theraphy tends to look for causes

 The key variable in determining the success of

 True long-term change requires discipline

 By involving team members and key

Coaching has been around for a long time in sport &

Coaching has been around for a long time in sport &

CEO/CXO •Leadership •Leadership • Relationship

• The role of the Business Coach is to

• Your Action Business Coach will

• Your Action Business Coach will

Business Behavioral Company Behavioral Management

Behavioral Staff Behavioral Staff

• When is coaching typically implemented?

• What are the benefits of developing a coaching

their employees to learn and grow.

Coaching and Mentoring Schemes

• Whilst coaching programmes are to do with

• Mentoring is concerned primarily with the transfer

Organisation-wide mentoring Schemes

• In an age where 'a job for life' is no longer an

• Evidently the objective should be for the mentee to

Internal HR coaches can use this process if:

1) They have to time to do it. In many cases coaching is an "add

Parnell and Benton, 1999

Selective opportunities for

Create a Development Culture

 Get Better Business Results through others

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