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This webinar applies the information shared in our previous webinar, Internal Leadership Coaching Best Practices, to four challenging coaching situations. DecisionWise executive coach, Linda Linfield, shares case studies based on her actual coaching experiences and provides recommendations on how to handle each example. Learn how to coach the following individuals: High potential for leadership (with BIG ego) Strong performer lacking confidence Solid performer lacking key interpersonal skills Newly promoted manager who needs to coach former teammates Learn from the Expert: Join DecisionWise Director of Talent Assessment, Linda Linfield, for an engaging presentation on leadership coaching. Linda regularly coaches executives all over the world and trains others on how to coach. She holds B.A. and M.A. degrees in Communications from Brigham Young University and is certified to facilitate various psychometric assessments.
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4 Common Coaching Challenges (and How to Handle them)
Linda Linfield, M.A.
Director of Talent Assessment DecisionWise, Inc.
Charles Rogel, M.B.A.
Director of Business Development DecisionWise, Inc.
©2012. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com
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360-Degree Feedback Employee Engagement
Leadership Coaching Organization Change
Awareness | Action | Accountability
Clients
About DecisionWise
©2012. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com
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4 Coaching Challenges Eager New Manager Executive Leader Resistant to Feedback
Seasoned Pro with a Development Need Emerging Leader (or High Potential)
©2012. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com
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Poll Question
What is the most critical coaching situation in your organization?
1. We have new managers who don’t receive adequate coaching in
their new roles. 2. We have seasoned professionals who see their careers have
stalled. 3. We have the need to develop high-potential leaders as part of our
succession-planning responsibility. 4. We have leaders who resist feedback and coaching. 5. All of the above.
©2012. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com
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The Difference Between…
Coaching
Meet expectations Leverage their initiative Clear goals
Goal: Achieve higher performance
Mentoring
Superior performers Leverage their expertise Stretch assignments
Goal: Develop potential for succession/promotion Achieve superior performance
Corrective Action
Poor performance Directive Approach Consequences
Goal: Meet expectations
©2012. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com
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Don’t Get Personal
2009 Harvard Business Review study of coaching practices:
• Only 3% of leaders pursue coaching because of personal issues
• But 76% of coaching
engagements evolve into counseling on personal issues
©2012. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com
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PERFORMANCE EXPERTISE
INTERPERSONAL DISPOSITION
Do they have a track record that proves they can achieve the results for which
they will be accountable?
Will they engage others effectively and with integrity to accomplish
organizational goals?
Do they have the cognitive ability, knowledge, competency, and skill to
succeed in the role?
Will their personal attitudes, characteristics, and style enhance their
effectiveness?
4 Leadership Domains
©2012. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com
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Escalating Difficulty of Coaching Issues
Policy/Legal Violation
Job Skills
Habits
Knowledge
Performance Problem
Personal Appearance
Relationship issue
Attitude
Personal Characteristic
Values and Beliefs
EXPERTISE
PERFORMANCE
INTERPERSONAL
DISPOSITION
©2012. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com
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Eager New Manager
Challenge
What the coach needs to provide
Credibility
©2012. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com
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Seasoned Professional
Challenge
What the coach needs to provide
Credibility
©2012. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com
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Emerging Leader
Challenge
What the coach needs to provide
Credibility
©2012. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com
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Executive Leader
Challenge
What the coach needs to provide
Credibility
©2012. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com
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Coaching Works When…
1. You create cognitive dissonance. 2. You work through the dissonance in an
effective way. 3. You bridge the gap through adaptive
processes rather than allowing ego defenses to take over.
Beliefs about who I am and
what I do.
Realities about who I am and what
I do.
©2012. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com
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How to Gain Trust and Credibility
Understand leader’s world (observe him/her in their work setting before starting coaching)
Gather data from those who best know the individual (360, interviews, or other assessments)
Listen to ensure understanding before giving advice and recommendations
Use a validated coaching methodology
Ask for feedback
Support the individual outside of the coaching relationship
Maintain confidentiality – don’t “leak”
©2012. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com
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A Coach Is…
…not like a computer technician who
fixes the individual,
but rather like the gardener who creates the right
environment for the person to grow.
©2012. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com
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Linda Linfield Director of Talent Assessment [email protected] Charles Rogel Director of Business Development [email protected] 1.800.830.8086 www.decision-wise.com www.decision-wise.com/blog LinkedIn: 360 Degree Feedback Surveys Twitter: DecisionWise
April 18-19 | Park City, Utah $995 per person Become an expert on 360-degree feedback. Learn how to coach others on their results. This program has been approved for 12 credit hours toward PHR, SPHR and GPHR recertification through the HR Certification Institute.
Data-Driven Performance Coaching