EXECUTIVE COACHING

& THE NEW LEADERSHIP PARADIGM(Manila, Philippines 2015)

“In the future, those who are not coaches will not be promoted.” Jack Welch, GE Chairman & CEO (Quoted in 2002)

EXECUTIVE COACHING

YouTube - Schmidt Everyone needs a coach Video Fortune.wmv

“Have a coach… to watch you and get you to be your best.” Eric Schmidt, Google Exec Chairman, on the best business advice he ever got

EXECUTIVE COACHING

In the United States:

• 80% of Fortune 500 companies have coaches for their high-

potential leaders

• Credibility of coaching is high: 78% rate it “Good” to “Excellent” *

“In many organizations, coaching has moved from a process

of personal growth to an integral part of organization strategy.”

Wharton Executive Paper

“… the prerequisite for anyone to become someone.”

Harvard Management Update

*DBM/ Human Capital Institute 2011 Research

COACHING: EXPLOSIVE GROWTH AS L&D TOOL

Coaching is a central competency of today’s successful leader.

“In a time of rapid change and global complexity, leaders can no longer

assume that they know and can control what goes on. Leaders must

redefine their role to one of shaping the understanding, development,

and learning of team members so they can act both independently and

in concert with the goals of the whole organization. In today’s world,

to be an effective leader, you must be an

effective coach.” Susan Wright, D Ed

“You get the best effort from others not by lighting

a fire beneath them, but by building a fire within." Bob Nelson, Management Author & Motivational Speaker

WHY IS COACHING SO IMPORTANT?

THE NEW LEADERSHIP PARADIGM

Directive (1930s-60s)

Participative (1970s-Today)

Facilitative (New Paradigm)

Ref: “A Leadership Evolution”, Roger Herman

Era

• Industrial Revolution

• The Great Depression

• Post-War Boom

• Universal Education

• IT Revolution (www)

• M&As, Downsizing

• Globalization (markets,

competition, resources )

• Technology leaps

People Skills

Emphasis on working with

one’s hands, ie, craftsmen/

assembly line workers

Democratized knowledge, ie,

knowledge workers

Self-directed/ self-led

individuals valuing autonomy

and collaborating globally

Organization Hierarchical

• Boxes and hard lines

Teams and Matrix Structures

• Blend of hard & dotted lines

Hard core + soft and fluid

components (outsourcing)

HR Role

Staff: Personnel Admin, eg,

maintaining 201 files,

payroll

Line: Turning workplace into

a social community , comp

more performance-related,

etc

Strategic Partner (“Own the

table, not on the table”):

Talent management; variable

comp

Leadership

Style

Coercive/ Autocratic (“Do

as I tell you.”)

Inclusive (“We can do this if

we work as a team.”)

Coaching (“What’s your

goal? How to achieve it?”)

Exec L&D Work-related skills: Rules

& Procedures

• OTJ Training

Leadership vs Management:

Functional + Behavioral

• Seminars/ Workshops

Leadership: Behavioral/

Relational

• Executive Coaching

Ref: “A Leadership Evolution”, Roger Herman; “Evolution of Human Resource Management”, M Nayab

“… more thoughtful, more aware, more sensitive, more

flexible, more adaptive managers capable of being molded

and developed into global executives.” London Business School

On What Corporations Look For In Future Leaders

“Only 15% of a leader’s success is the result of expertise.

85% is the result of interpersonal skills.” American Society for

Human Resource Management

In other words…. Leaders with EQ

“Effective leaders…have a high degree of emotional intelligence.

Without it, a person can have the best training in the world and an

incisive analytical mind but he still won’t make a great leader.” Daniel Goleman, PhD, Author of Emotional Intelligence, Co-Founder of The Collaborative

for Academic, Social, and Emotional Learning (Yale University)

LEADERS IN THE NEW PARADIGM

EMOTIONAL INTELLIGENCE (EQ)

Adapted from “What Makes a Leader?”, Daniel Goleman

Emotional Intelligence

Cognitive Ability

Technical Skills

Awareness and understanding of one’s emotions and

its impact on others; and the ability to harness this

awareness to properly manage one’s behavior and

one’s relationship with others

Faculty to process information in a logical and

analytical manner; problem solving

Eg, Accounting and Finance, Sales and Marketing,

Manufacturing and Operations, Supply Chain

Q: Can EQ be taught?

THE SCIENCE OF LEARNING

Limbic System: Governs

emotions, impulses, drives

• Emotional Intelligence

• Learning through motivation, self-

introspection, extended practice,

feedback, ie, coaching

Neo-Cortex: Governs analytical

ability, concepts, logic

• Cognitive Ability/ Technical Skills

• Learning through didactic teaching,

ie, classroom-type lectures, seminars

Reptilian: The Primitive Brain

• Fight or flight

EMOTIONAL INTELLIGENCE (EQ)

“ To enhance emotional intelligence, organizations must refocus their

training to include the limbic system. That not only takes more time…it

also requires an individualized approach… A brief seminar won’t help,

nor can one buy a how-to manual… Enlist the help of a coach.” Daniel Goleman, “What Makes A Leader?”

“(Leadership) is not taught but learned. It

takes place in the minds of the students

rather than in the content of programs and

modules. Richard Barker, Professor and MBA Director,

Cambridge University Business School

Q: Can EQ be taught?

A: Not in the traditional sense.

“Coaching is partnering with clients in a thought-provoking and

creative process that inspires them to maximize their personal and

professional potential. ” International Coach Federation

From the word for carriage – carries the passenger (client) to his/her chosen

destination on a path that he/she chooses.

COACHING DEFINED

• Client is ultimately responsible for his/ her own growth

• Coach’s role is to help the client:

(a) Clarify and articulate his/ her goal

(the “destination”)

(b) Develop options, select and navigate

through the best one (the “path”)

“If a teacher is indeed wise, he does not bid you enter the

house of his wisdom but rather leads you to the threshold

of your own mind.” Kahlil Gibran

COACHING DEFINED

COACHING vs MENTORING

Aspect Coaching Mentoring

Parties &

Relationships

Usually a manager-employee formal relationship.

• Coaching is a core function of the manager

• “Every executive must be a coach (obligatory).

But not every executive must be a mentor

(voluntary).”

An experienced and a less-experienced

executive in a non-reporting/ non-evaluating

relationship entered into by mutual consent.

• Mentoring is not a core function of the

experienced executive, but it is a passion.

Learning &

Development

Goals

Development goals specific to attaining the

company’s/ unit’s business objectives at present

and in the future, ie, performance improvement

• Usually, leadership competencies: working with

others, setting objectives and action planning

• Business-specific issues

• Behavioral/ relational issues

Broad goals to help mentee’s overall career and

personal growth, ie, career improvement

• Usually, organizational competencies/

“navigating the system”: policies, systems, social

and political dynamics, pitfalls to avoid

• Technical/ subject matter competencies, eg,

marketing, finance, operations

Process

Largely self-discovery

• Coachee is encouraged to find his own answers

through a process that includes deep listening

and appreciative inquiry

Largely show-and-tell.

• Mentor is set up as an exemplar, not to be

cloned, but to learn from

Time Frame

Finite: Relationship ends when the coachee

transfers to another manager

May informally continue even when corporate

goal is achieved

• Terms are loosely interchanged

• However, when referring to formal corporate systems, there are key differences

COACHING VERSUS MENTORING

Competencies Elements*

Establishing Rapport • Creating trust and intimacy

• Coaching presence

• Creating awareness

Goal Setting & Action Planning

• Establishing the coaching agreement

• Planning & goal setting

• Designing actions

• Managing progress & accountability

Active Listening • Empathic listening

• “EARS” technique of listening

Effective Feedback • Direct communication

• “CAIRN” process

Appreciative Inquiry • Powerful questioning

But competencies to be effective at these roles are the same.

* Adapted from International Coaching Federation coaching competencies

WHEN IS COACHING CALLED FOR?

Source: DBM/ Human Capital Institute 2011 Research

I990’s : “There’s nothing wrong with me. I don’t need a coach.”

Today : “I’m a star player. I can go even higher with a coach.”

TOP COACHING SUCCESS FACTORS

“Making the Match” Select a coach with:

• EQ: empathy, listens with his entire being

• Strong business/ leadership experience

• Proven methodology, eg, BW 3C’s/ SOAR©

• Chemistry with coachee and corporate culture

• Code of professional competency and ethical standards, eg, ICF

“Time & Touch”• Allow 4-6 months to develop new behavior

• Emphasize primarily face-to-face coaching blended with phone calls

“Measure, Measure, Measure”• Assess progress versus up-front objectives

• Seek out anecdotal evidence of change and impact

Source: DMB/ Human Capital Institute 2011 Research

THE COACH’S COUCH

Today’s Coaching/ Mentoring Issue: Raising a Terror Teen

Guest Coaches/ Mentors:• The Psychologist (MD, PhD in Aberrant Child Behavior, Harvard)

• The Author (“Dealing with Difficult Kids”, #1 International Best Seller)

• The Academic (PhD Education, Principal, American International School)

• The Successful Parent (Parent of a lawyer, doctor, and astronaut )

On the Couch: Guest Coachee (Has a 16 year-old “terror” son)

7 in 10 execs claim to do OJT through “coaching”

Top 5 coaching mistakes:

1. They do not coach• “Sink or swim” mentality (laissez faire)

2.They tell more and listen less

• Remember, it is the coachee’s journey not yours

• You’re there just to drive the carriage

3. They do not have a process• Hazy goal, stop-start, unclear next steps

4. They are unprepared• Coaching not on top of to-do list

5. They draw blood

• Delivering negative feedback in a harsh manner

TOP 5 COACHING MISTAKES BY EXECUTIVES

3 C’S: THE BANYAN WAY COACHING METHODOLOGY

Objective

• Set clearly-defined,

measurable goals

• Pre-agree “rules of

engagement”

• Engage coachee using

SOAR© process

• Regularly measure

progress/ course-correct

• Do final assessment

• Agree next steps

Activities

• 360 Interviews

• Baseline metrics

translation

• Agreement on

confidentiality rules

SOAR© Process:

• Establish Situation now

• Agree desired Outcome

• Determine Alternative

courses of action

• Move to Resolution

(action steps, timelines,

etc); measure progress

regularly

• Measure change and

compare vs baseline and

desired outcome

• Next steps planning:

sustaining the change

Contracting Coaching Proper Closing

Measuring Business Impact of Coaching:

1. Pre-Post 360° of Coachee

2. Cost of Turnover/ Hiring/ Retention

3. Pre-Post Unit Performance vs Control

COACHING ROI

“Of those who measured financial impact (of executive coaching),

77% estimate ROI to be at least equal to investment and as high

as 500%.” DBM/ Human Capital Institute 2011 Research

ABOUT BANYAN WAY

• Chicago-based executive coaching and leadership development company

• Founder & Principal Coach: Tristan de la Rosa

• Corporate Leadership: Managing Director -- J&J HK, J&J Indo-China; Managing

Director – Wrigley Phils; Managing Director – URC Vietnam; International Business

Development Director – Kraft General Foods, Singapore/ New York

• Executive Coaching: Certified by Center for Executive Coaching (Florida);

Credentialed by the International Coach Federation (ICF); US clients include

executives from Fortune 500 companies; Philippine clients include executives from

subsidiary of global pharmaceutical company, and a global F&B company

• Academic Experience: Adjunct Faculty, Northwestern University (School of

Continuing Studies); Coaching Resource & Facilitator, Asian Institute of Management

(EXCELL); MBA Coach, Capella University

BANYAN-WAY COACHING PROGRAMS

• One-on-One Executive Coaching• High Potentials

•Transitions (New Hires, Newly Promoted, M&As)

• Individual-Specific (Behavior, Business)

• Group Coaching• Team: Interdependent individuals with common goal

• Group Learning: Not necessarily interdependent, each with his own

learning goal but harnessing the power of the group

• Executive Coaching Workshop• 2-3 days workshop on core coaching/mentoring competencies

OTHER BANYAN-WAY PROGRAMS

• Advanced Leadership• 4E’s: Envisioning, Enabling, Energizing, Empowering

• Organizational Strategy

• Priority Setting & Productivity

• Innovation & High Performance• Culture & Leadership

• Corporate Innovation

• Individual Innovation

• Sales & Marketing

• S.P.A.C.E.© Program: The Sales Funnel

Coaching Programs

Other Leadership Programs

• Contact me at tristan@thebanyanway.com

• Ask for your FREE e-copy of Banyan Way’s executive

brief, “What Is Executive Coaching?”

TO LEARN MORE

THANK YOU!