Presented by:Pankaj GautamRenu Sharma

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Corporate ExecutivesIn reality, most leaders are average…

20% are superior60% are solid leaders20% are incompetent leaders

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Executive Coaching Defined “Executive Coaching is an experiential and

individualized leader development process that builds a leader’s capability to achieve short-and long- term organizational goals. It is conducted through one-on-one interactions, driven by data from multiple perspectives, and based on mutual trust and respect. The executive, the coach and the organization work in partnership to achieve maximum impact.”

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Uses of Executive Coaching70% leadership development64% skill or style development40% retain top talent

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Situations for Executive CoachingTransition to new role.Helping a valued executive with a specific

performance problem to make necessary, often difficult, behavior changes.

Fast-track “High Potentials” with a focus on leadership skills.

A confidant, sounding board, or devil’s advocate is needed.

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Executive Coaching Is DifferentThe overriding purpose is to enhance the

individual’s contribution to organizational performance.

System perspective.Always involves a partnership between

executive, coach, and organization.Individual goals of the engagement link

back and are subordinated to strategic organizational objectives.

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Far-Ranging ImpactParticipating executiveOrganizationFinancial bottom line

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Far-Ranging ImpactCoaching translates into doing.

Doing impacts the business.

The impact can be quantified (ROI).

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What is the role of Executive Coaching?Focus on leadership behaviors and styleImprove the effectiveness of a leader:

Primarily within the context of the firmSecondarily within personal relationships

Executive coaching is is not:TherapyCounseling

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Executive Coaching Program TypesChange–oriented:

Emphasize supplementing and refocusing skillsExecutive is at a crossroads

Growth-oriented:Emphasize accelerating the learning curve Executive is high-potential or recently

promoted

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Measuring the Impact1. Reaction to program

Opinions about it Planned next steps

2. Learning Competencies

acquired Expected and

achieved

3. Behavioral change Doing things

differently

4. Business results Tangible intangible

5. Return on investment

Monetary value of results

Cost of the initiative

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“It was great working with someone who was very savvy and had experience around senior people”.

“This has been the greatest gift the company ever gave me…When this started, my new boss was ready to fire me. Now he’s promoted me”.

86 percent of participants and 74 percent of stakeholders indicated that they were “very satisfied” or “extremely satisfied” with the coaching process.

Reaction to Program

Executive coaching content focusLeadership skillsManagement skillsFostering personal growthBusiness agility and technical or functional

credibilityInterpersonal skills

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Learning

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Behavioral Change

Tangible/Intangible Results“ We invested about

$10 million in a venture that was not making progress…I began managing this initiative…I convinced our management to put another $3 million into this project and its now successful”

“ I developed closer relationships with my boss, direct reports, and peers…my network blossomed. I didn’t understand the process of valuing relationships; now I do.”

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Business Results

Measuring return on investmentPurely economic

Numeric outcome that flows from coaching engagement

Spent x dollars and received x+y dollar value

Non-financial resultsBehavior changes easy to measure if well-

definedCompetency development easy to measure (if

competency model in place)

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ROI

Measuring return on investmentValue is in the eye of the beholder

Looking for value creation implicitly or explicitly

Cost focus signals lack of understanding

ROI metrics must relate to perceived valueSpecific to each organizationStrategic, not remedial

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ROI

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The Answer is No When:A wrong hiring decision has been madeThe candidate is not convinced that

opportunities to improve existThe candidate does not really want to be in a

leadership roleThere is poor chemistry between candidate

and coach

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Understand the Key Factors

Participant Commitment

Organizational Support

Communication Issues

Participant Availability

Coach/Participant Relationship

Quality of FeedbackQuality of

AssessmentParticipant

CommitmentManager’s Support

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DETRACTING ENHANCING

Plan for a successful engagement1. Select coaches with care

Participant/coach matching is critical2. Provide strong organizational support

Participant’s manager is the key Communicate program in a positive manner

3. Measure and communicate the impact Removes barriers Increases acceptance and desirability

4. Make coaching more widely available

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THANK YOU

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