Executive Coaching and Business Value

Dipti Sanzgiri Executive Director (HR), Bharat Petroleum Corp. Ltd.

Presented at Oil & Gas HR Round Table, August 2011organized by ISPe & UPES Dehradun

The Context Of Change ...

The only sustainable competitive advantage that Organisations (Teams & Individuals) will have in the future is the ability to Learn faster than their Competitors.

Arie De Gues, Ex- Head of Strategic Planning, Shell

& Author of " The Living Company"

Purpose of Coaching

“ Coaching is unlocking a person’s potential to maximise his own performance. It is helping him to learn rather than teaching him. ”

Timothy Gallweya Harvard Educationist & Tennis Coach,

Author of: “ Inner Game of Tennis”

Purpose

What percentage of people’s potential is used at work?

What evidence (from personal experience) do you have that there is more potential?

If that potential exists, and there is evidence, what blocks (internal and external) that prevent people from using it?

Knowledge (Technique)

Experience(Fitness)

MindAwareness and Responsibility

The Mind is Key

SKILLS

KNOWLEDGE

EXPERIENCE

I cannot

I don’t know how

It’s not importantor appropriate to me

“It’s not me”

I don’t enjoy it

I can

I know how

It’s important to me

“It is me”

I enjoy it

SOCIAL ROLE, VALUES

SELF IMAGE

TRAITS

MOTIVES

Change can be blocked in different ways...

.

“It doesn’t come

easily to me”“It comes easily to

me”

Coaches role is to identify where the blocks are….

Two Basic Rules of Coaching

To invest in people effectively, the leader

must have fundamental belief that people can achieve whatever they believe is achievable (The first rule of coaching).

Needs to continually raise that level of belief (The second rule of coaching)

What does an effective coach do?

Enhance level of awareness (self generated high quality inputs) & take responsibility (his choice to own a goal /task)

Empower people to build their lives around what is meaningful to them

Alter the context in the way people makes decisions. This context is composed of people’s belief and assumptions.

Two approaches to coaching…

Develop internal capability – leaders adopting coaching as a style of leadership

Outsource – hire executive coaches

Why Coaching as a style of leadership Necessary?

The pace of change requires Leaders to produce results quicker than before.

Command and control and directive style have limited short term relevance

People want more from their work.

Today’s managers have to manage the paradox of time. To create more time they will have to invest more time

in their people; there is not other way.

Coaching

­ ­ ­ ­ Tells Sells Discusses Leaves alone

Boss has control

Performer has

control

Both are Responsible

Coaching: a new way of Leading

Maslow’s Hierarchy of Needs

The waterline:the collective need level in an organization

Self

Actuali-sation

Self esteem

Recognition& Status

Belonging & social needs

Safety and Shelter

Basic Survival

Performance Coaching

May be used for all management interactions including: Planning Reviewing Motivating Delegating Learning a new skill or a new way of working Problem solving Assessment/ Appraisals Mentoring & Counselling Team building & Team working Performance management

CONTEXT: It demands and it generates a far more positive/ optimistic perspective of all people.

Don’t have time to coach?

You've an opportunity to coach whenever :

You are asked how to do something. Your advice is sought by others. One of your staff says that they cannot do a particular

job. Your opinion is asked for or a decision required. You see a job or task that could be done quicker,

better or cheaper. Mistakes are made. In fact, any situation where you want people to raise

their current levels of skills abilities and overall performance.

BPCL Experience…

Trained Managers / Leaders in GROW model of Sir John Whitmore

Leadership assessment framework clearly emphasised on developing coaching as a leadership style

Trained senior leaders as ‘Leadership Group Facilitator’ who then invested significant of their time in development of talent

Challenges: Internal Capability From HR side – more focus on capacity building over

foundation setting

Most importantly leaders not recognising the need for them to invest in their people

Failure to acknowledge Employee Motivations – more governed by competency framework

Inability to blend coaching in to daily work

Lack of alignment between coaching and business priorities

Challenges : External Coaching

Difficult Finding “Best Fit” Professional Coaches

Unfocused Coaching Engagements Poor Matching of Coaching Resources to

Executive Requirements Disconnect from the Organization Inconsistent Delivery and Quality of

Coaching

Coaching as development program..

Optimizing Returns from Coaching..

Needless to say,

Return through Building ‘Internal Capability’ would be many times higher in comparison to ‘Outsourcing’

Are we ready to change our beliefs?

+

The people, led by wise leadership

will come to the realization,

“We did it ourselves.”

Lao Tsu

Thank You