Sameer Sayyad PPT for HR Managers

1. Leveraging the powerLeveraging the power
ofof
Coaching to manageCoaching to manage
organizationsorganizations
successfullysuccessfully

2. 2
in this session …

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o How leaders develop
o What is Coaching
o What do Coaches actually do behind closed doors
o How is Coaching actually used to develop leaders
o Two cases
o What determines success and RoI

4. How Leaders Develop

5. 5
How do leaders develop?
There is a difference between
ordinary experiences and
developmental experiences
Leader development is not an
event but a process that takes
time
Development has to be
integrated into work and
cannot stand alone
Leaders develop when they are exposed
to developmental experiences.
CCL’s leader development model

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The key ingredients of leader development
o Any developmental experience is effective if it has all of the following
three ingredients:
1. Assessment
2. Challenge
3. Support
CCL’s leader development model
Coaching is one of the most
powerful developmental
experiences
It meets all these three criteria

7. What is Coaching?

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What is Coaching?
o Coaching is a personalised helping relationship between a
coach and a client within a productive and result-oriented
context.
o Coaching is about reinventing oneself, creating new stories,
new identities and new futures.
o Coaching is set in an organizational context.
o Coaching is specific, need based, time bound and
measurable.

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Coaching is a multi-disciplinary profession
Counseling
SportsPsychology
Consulting
Psychology
AdultEducation
Its scientific roots can be traced to

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How Coaching entered Leader Development as a sub-discipline
of Consulting Psychology
o Many firms started offering psychological services to corporations after World war II.
o Initial practices included
- Psychological testing
- Team development
o Many consultants advised their clients on how they could operate or change their
organisations
o Leadership development was increasingly emphasising self awareness and
behavioural change to enhance performance
o A variety of executive assessment approaches including assessment centers and 360
not only gave executives the opportunity for feedback, but also created the need for
skilled professionals to help understand the feedback.

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TrainingTeachTeach
Modify BehaviourModify Behaviour
Behavioural
Coaching
Modify ThinkingModify Thinking
Transformational
Coaching
Eliminate Root CauseEliminate Root Cause Therapy
Training, Coaching and Therapy
Coaching is deeper than training but not as deep as therapy!
Most executives
are
psychologically
healthy and do
not need therapy

12. What do Coaches actually do behind closed
doors?

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What do Coaches
actually do behind
closed doors?
…… they work with psychologically healthy executives who
are performing well to help them find solutions to their
problems and fully utilise their potential.

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What do Coaches
actually do behind the
closed doors?
…… Coaches are engaging in highly skillful conversations –
in which they listen, empathise, probe, discover the real
stories, self-disclose, confront, challenge and encourage.

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What do Coaches
actually do behind the
closed doors?
……. they are constantly ensuring that there is a goal towards
which he and the executive are working, a goal that the
executive is committed to - a goal that will give the
executive true leverage and value.

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What do Coaches
actually do behind the
closed doors?
……. they are also helping the executive evolve strategies
and action plans that will help him achieve the goals
chosen by him within a defined time frame.

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What do Coaches
actually do behind the
closed doors?
…… they are using behavioural or psychometric tools to
assess the Executive’s current behaviour or personality
preferences to expand his self awareness, make him more
choiceful in new situations.

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What do Coaches actually
do behind the closed
doors?
…… Coaches are demonstrating the highest level of human
values, so the executive finds the journey of self discovery
and growth safe and supportive.

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What do Coaches
actually do behind the
closed doors?
…… Coaches uphold strong ethical standards.

20. How is Coaching actually used to develop Leaders?

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There are several steps involved in setting
up a coaching program in a leadership
development context

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Typical ingredients in a leader development initiative
Identification of
potential
The leadership
development roadmap
The leadership
competency
framework
Individual
readiness
Cross functional
exposure
The sponsorship /
manager support
Assessment and
Feedback
Development
Planning
Find Coaches and set up
the Leadership
development Coaching
process
Learning inputs to build
concepts, perspectives
and skills
Real World
challenges / big
break
Reviews

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Finding Coaches and setting up the Coaching
relationship
Pre-engagement process
o Choosing the right Coach
o Clarifying the leadership
development context
o Ensuring right chemistry
o Aligning the Coach, Client
and Supervising Manager
Clarifying contractual issues
o Clarifying the agenda
o Duration
o Number of sessions
o Data requirements
o Confidentiality
o Reporting requirements
o Commercial terms
o Reviews

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Finding Coaches and setting up the Coaching
relationship
The Right Coach
o Has a genuine interest in people
o Has good professional credentials
o Has been trained through a program
that has globally acceptable rigour
o Has a system perspective but is also
psychologically minded
o Is governed by ethical standards

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Assessment & Feedback
o Coaches and leaders need
assessment data to work on
o 360 degree feedback is widely used
o Psychometric tools may be used
where required
– MBTI
– FIRO-B
– Thomas Profiling
– Belbin’s team role inventory
360 data
Psychometric data

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Helping the client come up with a development plan and
implementing it is an integral part of the Coaching
engagement.

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Typical needs that Coaches address
o Better delegation
o Getting out of micro managing
o Enhancing executive stature
o Building assertiveness
o Managing seniors, young employees
o Learning to think strategically
o Increasing managerial skills - planning, leading, controlling, decision
making.
o Enhancing flexibility in behavioural responses
o Coping with stress
o Developing a vision for one’s career

28. Two Cases
An Organisational Story and an Individual Story

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An Organisation story
o Client: Leading provider of telecommunications equipment and
related services to mobile and fixed network operators globally.
o Wanted Coaching as a part of their leaders development initiative for 9
coachees based in two cities
o Mid to senior level managers
o 6 sessions with each coachee
o Information made available:
− internal tool similar to the MBTI
− a detailed 360 degree report
− a detailed analysis of each coachee

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The Organisation story
o Coaches assigned by CFI after matching profiles and preferences
o All 9 coachees completed their 6 sessions over a period of 8- 10 months
o Broad needs identified:
 Communication
 Improvement in Self-presentation
 Networking skills
Outcome - 8 of the coachees were promoted!

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Voices
o “The last two months has seen some significant improvement in the way I
am perceived within the firm. There are leaders from other offerings who
count on me now to provide feedback to their respective businesses though
I am no expert in their domains.”
o “I thoroughly enjoyed interacting with the coach. I felt I could open up
with him and tell him what I think is right and what deserved to change.
There were times when I could use that time to introspect and speak my
mind which we normally tend to avoid. Infact, in many meetings I was
playing the role of a key contributor than just a listener.”

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More voices..
o “It was good to have a sounding board – Coach S was someone who has
climbed up the corporate rung taking in stride a lot of challenges. His
personal experiences helped and most importantly, he is someone who is
not directly involved in your day to day professional life.”

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The individual story
Client: The HR Head of a mid-sized pharma company who was part of
a leadership development initiative.
o He had undertaken a 360, MBTI and FIRO – B.
o His 360 pointed out to “focus on execution” being a challenge.
o Coaching dialogue pointed out to deeper issues with being “attuned to the
needs of others” leading to poor execution.
o Coachee committed to this goal and made clear strategies and action plans
o Execution on key projects and emerging HR issues has improved
significantly in the last 6 months.
o The CEO is pleased with his progress.

34. What really contributes to success and RoI

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What really contributes to success and RoI
Lessons from the world of psychotherapy
“The Heart & Soul of Change- What works in Therapy?”

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thank you!