The Evolution of Coaching Practice in Organizations

2016 Consulting Psychology ConferenceOrlando, FL

Presenter Introductions

Emergence & Evolution of Coaching

Is Coaching Here to Stay?

Coaching In Organizations

Stages of Coaching Practice Maturity

Group Exercise

Questions

AGENDA

“Executive coaching is defined as a helping relationship formed between a client who has managerial authority and responsibility in an organization and a consultant who uses a wide variety of behavioral techniques and

methods to assist the client achieve a mutually identified set of goals to improve his or her professional

performance and personal satisfaction and consequently to improve the effectiveness of the client’s organization

within a formally defined coaching agreement.”

- Richard Kilburg, Executive Coaching: Developing Managerial Wisdom in a World of Chaos (2000)

COACHING AS WE KNOW IT

COACHING: A HUMAN NEED

“Science, not rule of thumb. Harmony, not discord. Cooperation, not individualism. Maximum Output,

instead of restricted output. The development of each man to his greatest efficiency and prosperity”

IMPORTANCE OF HUMAN DEVELOPMENT

- Frederick Taylor, The Principles of Scientific Management (1911)

A BRIEF HISTORY OF COACHING

A BRIEF HISTORY OF COACHING

A BRIEF HISTORY OF COACHING

A BRIEF HISTORY OF COACHING

IS COACHING HERE TO STAY?

Define clear definition standards

Embed objective impact measurement

Value subjective impact

Make it defensible & scalable

SMALL GROUP EXERCISE

What does success look like?

WHAT WE WANT

What We Want๏ We want to do great

work!๏ We want to make a

difference to the individuals we work with

๏ We want to make a difference to the organization

๏ We want to be valued and appreciated

What The Organizations Want๏ Better managers and leaders who can set and execute on the strategy more effectively

๏ Cultures of engagement that attract and retain top talent

๏ To satisfy shareholder expectations (higher profits)

COACHING IN ORGANIZATIONS

ORGANIZATION• CHRO / CLO / TM• Other Executive Leaders• HRBPs

COACHING TEAM• Leader’s Manager• HR Business Partner• Leader’s Direct Reports• Coaching Practice Manager

COACHING RELATIONSHIP• Coach• Leader/Coachee

CONDITIONS FOR SUCCESSCOACHING RELATIONSHIP/TEAM

Administrative Approval• Budget• Contract• Invoicing

Success is defined• Manager, coachee, coach, HRBP

aligned on what success looks like• Follow-up accountability in place

Coach can coach

Stakeholders Engaged• Manager, DRs, Peers, Colleagues

supportive of change• Coachee is coachable

ORGANIZATIONAdministrative can scale

• Processes in place• Sufficient resources• Tool for tracking of engagements and

reporting

Success is defined• What leadership skills need to be

developed?• Alignment with strategy including

guidelines on who receives coaching

Criteria for coaches

Stakeholders Engaged• Clarity on what coaching is/is not• Clarity on strategy• Shared accountability

STAGES OF MATURITY

INCIDENTALAt this stage, there is no program - simply a set of individual coaching engagements.

CENTRALIZEDThere are now enough individual engagements that it is more efficient to handle them centrally. A central budget is created along with simple guidelines for coaching

METRICS-BASEDAs the budget for coaching grows, it becomes essential to track and report on the return on the investment being made. Higher standards are adopted for the coaching pool. ROI becomes the focus.

STRATEGICWith ROI understood, the focus evolves to using coaching to support strategic business initiatives. Coaching is aligned with competency models and talent management initiatives.

WORLD CLASSCoaching becomes essential part of a culture of development. The tool and its value is well understood by leadership, HR, and management, Coaching is utilized and adapted for multiple purposes.

Questions?