Executive Coaching - Approach and some methods used at Arimo Consulting Ltd

1. Executive Coaching
Luke Minshall
Director

2. Approach
 One-on-one development process.
 Contract between coach and a leadership
and/or professional level client.
 Set goals that help achieve enhanced
personal and organisational performance.
 Helps client become more self-aware
through use of ACTION learning methods.

3. What does coaching do?
Therapy Zone Developmental Zone
Counselling Coaching Mentoring
Personal
problem
Solving
Personal
Competencies and
Behaviour Change
Skills Knowledge
Career
Experience

4. Aims
 Skill development: interpersonal or self
management skill
 Performance improvement: problematic
behavior and new challenges
 Career Development: competencies needed
for the future

5. When Coaching is Appropriate
 Steep learning curve
 Performance will make an important
difference to the employer
 Relevant learning issues in the “people
skills” area
 Part of formal succession planning
programs
 In conjunction with executive
development programs

6. How a Coach can help
 Focus attention
 Improve self-discipline
 Validate data
 Share new ideas
 Support the learning
process

7. When Not to use a Coach
 By consensus: person
should leave organisation
 Person is in wrong job
 Success in position based
on business factors beyond
person’s control
 Poorly designed
organisational structure
 Significant personal
problems
 Career decision issue
best handled by career
counsellor
 Person doesn’t want
one

8. Process
 Contracting
 Initial Goal Setting
 Assessment
 Action
Planning/Learning
 Evaluation

9. HR Role
 Manage overall coaching programme
 Support start of new coaching
assignments
 Support coaching during and at the
end or at transition

10. Client’s Role
 Ground rules and trust
 Taking responsibility
 Business relationship
 Time commitments
 Responsibilities to boss and HR

11. Boss’s Role
 Creating case for change
 Defining success
 Authorising the coaching
 Identifying performance expectations
 Assessing how well changes are going

12. Coach’s Role
 Structuring coaching process
 Communicating with org sponsors
 Setting boundaries for coaching
assignment
 Evaluating impact of coaching
 Know when to discontinue coaching

13. Present Discomfort
 You must have a
need for something to
be different.

14. Internalisation of Responsibility
 You must realise change is your
job, and not the work of others.

15. Emotional Security
 This can have different meanings
at different stages of development, but
generally includes safety, identity,
attachments, trust in others etc.

16. Efficacy
 You have the
power and ability to
influence outcomes.

17. Preferred Alternative Future
 You must hope for a
different future that is worth
working for.

18. Coaching for Change

19. What outcomes
do you want
from your
coaching
programme?