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COACHING

• When improvements or enhancements of behaviors and skills need to happen or be apparent quickly to produce results
  Or
• When a leader has to accelerate his or her assimilation into a new role, function, team or geographic location (new organizational or ethnic culture)
  Or
• When a high potential individual looks like they are ‘derailing’
  Or
• After a leader has attended an assessment center, received feedback through a leadership program or has gone through a feedback process and needs to take that new insight and awareness and apply it in their daily works with others to maximize that return on investing in their development
  Or
• When a leader has a career decision to make and needs guidance, insights and awareness in order to make the right decision for him/herself and the organization.

Then Coaching to Performance & Potential is needed.

 

Here’s possibilities & solutions process to make it happen

Step 1: Clear identification and agreement on behavioral targets (improvements/enhancements) from the individual, his manager and sometimes a Human Resource professional is involved for organizational context. These early sessions explore how to transforming old behaviors that WERE successful into new behaviors required as critical for new roles or assignments. This time is also used to identify the personal and organizational roadblocks that get in the way as well as levers for change which the leader might work with best.

Step 2: Diagnosis of personal and organizational drivers and hurdles which are helping and hindering the individual. This provides an understanding of the levers for change from the individual’s perspective. The diagnostic and insight tools include: 360º Feedback on skills (this can be based on internal competencies or generic skills based on research), behavioral style, team style, values, interests, FIRO-B, Work Expectations, Job Profile Match, Time Mastery, Learning Style, Derailment Indicator, Diversity Index, Listening Assessment, etc.

Step 3: Formulating a Coaching Plan which serves as a written guide to clearly define and agree on behavior changes, skill enhancements that are needed and the methods, steps and agreements on meetings are outlined and timelined. This is done early on in the process and is the compass which keeps possibilities & solutions coaching process on track and producing visible measures toward the goal.

Step 4: Formulating a Development Plan midway through the coaching process. This allows the leader to develop some additional understanding of how to be self sufficient in develop him/herself and how to produce a useful development plan that takes the leader past the coach being present, but continues to provide self reflection, solicitation of feedback and continued growth.

Length of Coaching to Performance & Potential Process

Shorter Term (3-6 months): This is used when individuals can meet often and are looking to assimilate quickly or apply new skills from their assessment and/or leadership programs for visible results quickly or have a critical career decision to make. It is also used for leaders who are committed to focus on their development to learn new skills and demonstrate new behaviors quickly. It requires focus on applying new skills between coaching sessions for this kind of accelerated learning.

Longer Term (9-12 months): This is used for more senior leaders, high potential individuals, entrepreneurs and individuals who are faced with large scale project(s) requiring new skills to maximize their success over time. The longer term assignments are useful when the role and the skills are more complex or it takes a longer time to see results. The additional time provides opportunity to gain the feedback and integrate their new skills into their working day with more support from the coach to ensure it is a lasting change.