Beginning sessions set the stage by gaining clarity around what the executive wants to achieve, commitments to action and production of results. It includes how the Coach and executive work together, understanding the standard coaching conversation and personal accountability. We also share information about how the Coach interacts with the leader (active in asking tough questions, fostering discovery, giving feedback, pointing out blind spots, having a respectful "edge" to move the executive out of a comfort zone into stretch and development areas), so that expectations of roles are clearly established.
Leadership Expectations
Along with this first session, the Coach and executive meet with his/her boss to set the stage for what is expected. Confidentiality is discussed along with establishing criteria for measurable results. The Coach also uses this opportunity to coach the relationship between the executive and his/her boss. This three-way conversation is revisited periodically over the duration of the contract to calibrate the accountabilities and benchmark accomplishments.
Interviews, Benchmarks and Assessments
During the first phase, the Coach may also conduct interviews with direct reports and team members as appropriate utilizing leadership development assessments of the executive. Pre-and post benchmarking can then track progress and outcomes. These assessments may include 360 Feedback, and competency and personality profiles.
Regular and Consistent Coaching Sessions
Using the Collaborative Conversation Model™, the Coach creates an interactive environment in which the executive can build on strengths to "raise the bar" on performance and create action steps to accelerate their development. There are five steps of the Collaborative Conversation Model™:
- Establish the agenda and outcomes for the session,
- Discover possibilities and decide best approach around the issues,
- Plan the action steps,
- Remove barriers that would prevent successful outcomes, and
- Recap, determine "what, by when, by whom" and set next meeting time.
The sessions are action oriented and collaborative. Both parties learn from each other. They are partners with the objective of having the "best" be even better.
Team and Direct Report Interviews, Shadow Coaching,
and Critical Issues Coaching
The Coach may gather quarterly data from direct reports, team members, colleagues and manager to provide evidence of behavior changes. The Coach may also attend meetings, observe patterns of behavior (i.e., shadow coaching) then give feedback in session.
Shadow Coaching is indicated at times in order to observe the individual's performance within a group. The Coach uses systems-behavior expertise-to determine how the individual performs in real-time interaction with others. The Coach sits quietly and non-obtrusively, observing and taking notes in order to coach privately with the individual subsequent to such an observed meeting.
Critical Issues Coaching is necessary at times when something extraordinary, or out of the ordinary has occurred, or some special event has happened that needs on the spot consultative coaching. Such issues could include competitive emergencies, breakdown of communication, unusual events around direct report employees, or personal crises that impact the workplace.
