Coaching for Success

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With the workforce dwindling, there is no time like the present to motivate and enhance career development for employees through coaching for success. Coaching requires a holistic approach to the personal and professional roles an individual contributes to the success of their organization. Businesses and organizations are emerging from the global economic squeeze with gaps in their human capital. They may have great plans and opportunities for growth, but they are lacking in the right talent in the right place doing the right things at the right time. As a leader, you need a people development strategy that will engage the right talent and peak performance to achieve the expected results, despite the obstacles they may encounter. Robert P. Gimbl, Former CLO, Citi Group, Partner, LifeStyle Architecture North America

Empresariales Educación

Coaching for Success! 

Rob Gimbl 
Executive Leadership Coach / Partner 
Lifestyle Architecture™ North America Inc.

Lifestyle Architecture North America Inc. ‐ 
April 14, 2010  1 
Confidential       Copyright ©2010

Coaching for Success
Background
•  2006-09 downsizing workforce
•  75% of executives identified “Improving Leadership
Talent” is top business priority
•  talent development not being addressed
•  leadership training not leadership development
•  upper management (baby boomers) retiring now and
for the next several years
•  “not both sides of the fence”

April 14, 2010 Lifestyle Architecture North America Inc. - Confidential Copyright ©2010 * Global Leadership Forecast 2008|2009 2

What is Coaching:
•  discovers past competence; skills, knowledge,
experience
•  creates understanding that leads to better performance
–  Value
–  Impact
–  Application
–  Business Strategy
•  understanding and application of one’s past, present and
future performance and journey
•  it is a must…not a fad

April 14, 2010 Lifestyle Architecture North America Inc. - Confidential Copyright ©2010 3

What Coachees say:
•  want to be more involved in business strategy

•  want to do a better job

•  want work to be less stressful – work balance
•  want to enhance profitability, productivity, customer
satisfaction, and employee retention
•  want to be part of the organizations success

April 14, 2010 Lifestyle Architecture North America Inc. - Confidential Copyright ©2010 4

Development of a Coaching
Strategy:
Discovery and Creativity
Art and Creativity
Habitual Think
<<
Experiences Good
Good Times THE BIG PICTURE Behavior F eel
? questionable
Lessons P atterns Visualize
Role Specific
How Why

Growth and C.E.P.
Action / Application GDVOT
Evolution
V Goals, Dreams, Visions,
Objectives and Targets
I
A Deserve Give
Want
Value, Impact & Application
April 14, 2010 Lifestyle Architecture North America Inc. - Confidential Copyright ©2010 5

Development of a Coaching
Strategy:
Discovery and Creativity
Art and Creativity
H T
<<
Experiences G
THE BIG PICTURE B
?
F
P V
Role Specific
How Why

Growth and C.E.P.
Action / Application GDVOT
Evolution
V
I Want Give
A

<
Deserve
April 14, 2010 Lifestyle Architecture North America Inc. - Confidential Copyright ©2010 6

Developing a Coaching Strategy:
•  development of leaders

•  tied to talent management/succession planning

•  must support the business strategy

•  identify the right journey

•  focus on the individual, teams and organization to reach
their potential and organizational goals

April 14, 2010 Lifestyle Architecture North America Inc. - Confidential Copyright ©2010 7

Path to Peak Performance

F P.P.
R
E
D
Now
Born

F ear
Lack of R esponsibility
E GO
Lack of D iscipline

April 14, 2010 Lifestyle Architecture North America Inc. - Confidential Copyright ©2010 8

Peak Performance
Competence Commitment
Skill Inspiration
Knowledge Self-motivation
Experience Desire
Passion
Confidence
Communicate

External Internal

Consciousness
Spotting
Opportunities
Sub-Conscious
April 14, 2010 Lifestyle Architecture North America Inc. - Confidential Copyright ©2010 9

Coaching/Leadership Contract
•  between the coachee and the coach has to be simple
effective and consistent
•  role-specific engagement for work and life
•  developing the “big picture” and the role within the
organization and new learning opportunities
•  coaches help coachees step back and assess their own
journey before acting on new challenges

April 14, 2010 Lifestyle Architecture North America Inc. - Confidential Copyright ©2010 10

Parting Question?

On coaching for success…

What value would it be to you and
your organization to have a practical
holistic, strategic coaching
engagement?
April 14, 2010 Lifestyle Architecture North America Inc. - Confidential Copyright ©2010 11

Planting For The Future™
www.PlantingForTheFuture.org
April 14, 2010 Lifestyle Architecture North America Inc. - Confidential Copyright ©2010 12

Rob Gimbl 
Executive Leadership  
Coach / Partner 

Lifestyle Architecture North America, Inc.

RGimbl@LifestyleArchitectureNorthAmerica.com 
www.LifestyleArchitectureNorthAmerica.com 
www.PlantingForTheFuture.org 
678‐389‐6704 

Lifestyle Architecture North America Inc. ‐ 
April 14, 2010  13 
Confidential       Copyright ©2010

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1. Coaching for Success!  Rob Gimbl  Executive Leadership Coach / Partner  Lifestyle Architecture™ North America Inc. Lifestyle Architecture North America Inc. ‐  April 14, 2010  1  Confidential       Copyright ©2010 

2. Coaching for Success Background •  2006-09 downsizing workforce •  75% of executives identified “Improving Leadership Talent” is top business priority •  talent development not being addressed •  leadership training not leadership development •  upper management (baby boomers) retiring now and for the next several years •  “not both sides of the fence” April 14, 2010 Lifestyle Architecture North America Inc. - Confidential Copyright ©2010 * Global Leadership Forecast 2008|2009 2

3. What is Coaching: •  discovers past competence; skills, knowledge, experience •  creates understanding that leads to better performance –  Value –  Impact –  Application –  Business Strategy •  understanding and application of one’s past, present and future performance and journey •  it is a must…not a fad April 14, 2010 Lifestyle Architecture North America Inc. - Confidential Copyright ©2010 3

4. What Coachees say: •  want to be more involved in business strategy •  want to do a better job •  want work to be less stressful – work balance •  want to enhance profitability, productivity, customer satisfaction, and employee retention •  want to be part of the organizations success April 14, 2010 Lifestyle Architecture North America Inc. - Confidential Copyright ©2010 4

5. Development of a Coaching Strategy: Discovery and Creativity Art and Creativity Habitual Think << Experiences Good Good Times THE BIG PICTURE Behavior F eel ? questionable Lessons P atterns Visualize Role Specific How Why Growth and C.E.P. Action / Application GDVOT Evolution V Goals, Dreams, Visions, Objectives and Targets I A Deserve Give Want Value, Impact & Application April 14, 2010 Lifestyle Architecture North America Inc. - Confidential Copyright ©2010 5

6. Development of a Coaching Strategy: Discovery and Creativity Art and Creativity H T << Experiences G THE BIG PICTURE B ? F P V Role Specific How Why Growth and C.E.P. Action / Application GDVOT Evolution V I Want Give A < Deserve April 14, 2010 Lifestyle Architecture North America Inc. - Confidential Copyright ©2010 6

7. Developing a Coaching Strategy: •  development of leaders •  tied to talent management/succession planning •  must support the business strategy •  identify the right journey •  focus on the individual, teams and organization to reach their potential and organizational goals April 14, 2010 Lifestyle Architecture North America Inc. - Confidential Copyright ©2010 7

9. Peak Performance Competence Commitment Skill Inspiration Knowledge Self-motivation Experience Desire Passion Confidence Communicate External Internal Consciousness Spotting Opportunities Sub-Conscious April 14, 2010 Lifestyle Architecture North America Inc. - Confidential Copyright ©2010 9

10. Coaching/Leadership Contract •  between the coachee and the coach has to be simple effective and consistent •  role-specific engagement for work and life •  developing the “big picture” and the role within the organization and new learning opportunities •  coaches help coachees step back and assess their own journey before acting on new challenges April 14, 2010 Lifestyle Architecture North America Inc. - Confidential Copyright ©2010 10

11. Parting Question? On coaching for success… What value would it be to you and your organization to have a practical holistic, strategic coaching engagement? April 14, 2010 Lifestyle Architecture North America Inc. - Confidential Copyright ©2010 11

13. Rob Gimbl  Executive Leadership   Coach / Partner  Lifestyle Architecture North America, Inc. RGimbl@LifestyleArchitectureNorthAmerica.com  www.LifestyleArchitectureNorthAmerica.com  www.PlantingForTheFuture.org  678‐389‐6704  Lifestyle Architecture North America Inc. ‐  April 14, 2010  13  Confidential       Copyright ©2010 

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