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2013 Center for Creative Leadership. All rights reserved.
Please sit at the table that best represents your experience with launching coaching programs.
• Never launched a coaching program
• Just beginning to launch a program
• My program is 1-5 years old
• My program is 5-10 years old
• Been there, done that
Find a Seat
2013 Center for Creative Leadership. All rights reserved.
• Levels of experience• The Topics:
Programs Processes & Planning Politics & Pitfalls
• Table Dialogue• Large group Q & A
AGENDA
A gift…
2013 Center for Creative Leadership. All rights reserved.
1. Each topic warrants it’s own session We will highlight the importance of each as central to this work
2. Vendor voice We design and deliver coaching programs globally. Our work is across business sectors, with different client cultures,
with a wide variance on scale and scope We bring an additional lens – Interviews with coaching leaders
from Fortune 100 companies
3. No Assumptions We want to create an open dialogue of sharing best practices
Session Disclaimers
2013 Center for Creative Leadership. All rights reserved.
Index Cards
ProgramPurposeLinked to strategyExec. championWho gets a coachTypes of coachingTypical designCommitmentOutcomes
Processes & PracticesKey rolesPreparation/planningSystems/standardizationCoach selectionCoach on-boardingCoach maintenanceTracking and reportingProgram launch
Politics & PitfallsConfidentialityDiversity of coachesFlexibilityImprovementEvaluation
Write one question you have about coaching programs from any of these topics:
2013 Center for Creative Leadership. All rights reserved.
• Establish: why coaching, why now, how does it fit
• Clarify what types of coaching and for whom
• Define a “typical” engagement
• Establish realistic expectations and outcomes of participation
Coaching Programs
Communicate the CASE for coaching!
2013 Center for Creative Leadership. All rights reserved.
Alignment to Business Strategy
E F G HC DB
B
A JI
2013 Center for Creative Leadership. All rights reserved.
• Establish: why coaching, why now, how does it fit
• Clarify what types of coaching and for whom
• Define a “typical” engagement
• Establish realistic expectations and outcomes of participation
Coaching Programs
Communicate the CASE for coaching!
2013 Center for Creative Leadership. All rights reserved.
• Establish: why coaching, why now, how does it fit
• Clarify what types of coaching and for whom
• Define a “typical” engagement
• Establish realistic expectations and outcomes of participation
Coaching Programs
Communicate the CASE for coaching!
2013 Center for Creative Leadership. All rights reserved.
Coaching Programs, Processes & Practices
• Get a Team: define roles and responsibilities
• Implementation: systems, platforms, standardization
• Coach selection, on-boarding and maintenance
• Avoid “Failure to Launch”
Balance standardization with flexibility; Don’t over-engineer!
SAMPLE: Coaching Program Steps: Process Flow
HRBP identifies and invites eligible coachee into
program
Coachee accepts?
YesYes
NoNo
HRBP sends coachee’s intake form with chosen level to
CCL
HRBP & CCL arrange intake call time with coachee’s
mgr.
CCL conducts intake call & uses info to source 2 coach
options for coachee
Recent 360°
available?
YesYes
NoNo
HRBP/TD obtains coachee’s 360°
release approval
TD sends coachee 360° to complete
CCL sends TD 2 coach options &
informs respective coaches
TD/HRBP assists coachee in arranging
“good fit” calls with both coaches. Coachee conducts
calls
Coachee selects coach & informs HRBP. HRBP notifies CCL of coach selection
CCL coach conducts
orientation call with coachee
HRBP determines coachee’s coaching
program level
Which level?
3 Month
6 Month9
Month
HRBP/TD determines if coachee has
completed 360°
Coachee completes 360°CCL sends selected
coach coachee’s 360° and other
assessment dataCoachee completes CCL
assessments (4 wks)
Coach conducts
stakeholder interviews
Coach conducts
stakeholder interviews
Coach conducts insight session with coachee
Coach, coachee & manager formulate
executive development plan
Coach, coachee, & manager have
alignment session
Phone coaching occurs over time
On-site observation
session occurs (1 day)
On-site observation session occurs. (3 non-consecutive
days; includes team workshop)
Final alignment session occurs
3 Month = x hrs.
6 Month = x hrs.
12 Month = x hrs.
CCL sends assessment
log-in information to
coachee
CCL sends mid-point evaluation
survey to coachee
Coaching engagement
ends
CCL sends final evaluation survey
to coachee
“Seat” returned to eligible pool
Coachee and Coach select stakeholders for interview
Coachee and Coach select stakeholders for interview
© 2013 Center for Creative Leadership. All Rights Reserved.
2013 Center for Creative Leadership. All rights reserved.
EXECUTIVE LEADERSHIP COACHING OVERVIEW•What is executive leadership coaching?•Goals of executive leadership coaching•About our leadership coaches•Coach’s role•Your role•Your readiness for coaching•Maintaining traction in executive leadership coaching
WHEN AND HOW TO USE YOUR EXECUTIVE LEADERSHIP COACHING SESSIONS •Matching•Scheduling your coaching sessions•Coaching process steps•Tools to use during the executive leadership coaching process
GENERAL INFORMATION•Confidentiality•Cost of executive leadership coaching•Cancellation Policy•Contact information for questions
Sample Participant Guide Contents
2013 Center for Creative Leadership. All rights reserved.
• How can I obtain and executive coach?• Who’s eligible to participate?• Who are the coaches? • What’s the purpose of this caching initiative? • Isn’t coaching used to help those with performance problems? • If I participate, do I get to select my coach? • What can I expect during coaching?• What is the philosophy behind coaching? • How do I incorporate coaching into my demanding schedule?• How long would my coaching experience last? • Is what I talk about with my coach confidential? • Will my manager be involved in the process?
Common FAQs
2013 Center for Creative Leadership. All rights reserved.
Coaching Programs, Processes & Practices
• Get a Team: define roles and responsibilities
• Implementation: systems, platforms, standardization
• Coach selection, on-boarding and maintenance
• Avoid “Failure to Launch”
Balance standardization with flexibility; Don’t over-engineer!
2013 Center for Creative Leadership. All rights reserved.
OVERVIEW OF THE BUSINESSBusiness BackgroundBusiness Objectives/StrategyRecent PastRecent Key EventsCompetitive EnvironmentCustomers
ORGANIZATIONStructure and SystemsKey People ValuesCultureLeadership Development Overview
COACHING ENGAGEMENT OVERVIEWProgram ObjectivesMethodTarget AudienceTypical Engagement ComponentsExpected outcomes of coaching
LOGISTICSContract AgreementsContacting Your ParticipantInvoicesCancellationsRequest for Additional HoursWho To Contact
Sample Primer and Coach Guide Contents
2013 Center for Creative Leadership. All rights reserved.
Coaching Programs, Processes & Practices
• Get a Team: define roles and responsibilities
• Implementation: systems, platforms, standardization
• Coach selection, on-boarding and maintenance
• Avoid “Failure to Launch”
Balance standardization with flexibility; Don’t over-engineer!
2013 Center for Creative Leadership. All rights reserved.
• Define confidentiality for all stakeholders
• Choose a variety of coaches
• Clarify engagement “flexibility” to all stakeholders
• Develop continuous education and improvement plan
• Customize evaluation and reporting to match program and expected outcomes.
Coaching Programs, Processes & Practices, Politics & Pitfalls
Don’t get caught with a question you can’t answer!
2013 Center for Creative Leadership. All rights reserved.
• Share the question(s) you wrote on your index card with your table group.
• Identify or generate ONE question your table would like addressed by the group.
Small Group Reflection