executive coaching program€¦ · uilding your organization’s executive coaching program webinar...

Building your Organization’s Executive Coaching Program

Webinar – September 12, 2013, 11:00 am – 12:30 pm EDT

• Tech Support +1.888.259.8414

• Pending approval for HR Certification Institute Credits

• Asking Questions

• Recording & Slides Sharing

• Polls

Welcome

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© Copyright 2012- Career Partners International

Moderator:

• Mr. Robert Newland, CEO of Career Partners International (CPI), Florida Caribbean Region

Speakers:

• Dr. Ivonne Moreno, Sr. Executive Consultant CPI Florida Caribbean

• Ms. Trish Kellett, Director Hogan Coaching Network

• Mr. Syd Snyder, Sr. Executive Consultant CPI Florida Caribbean

Speakers

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Introduction by Moderator

• Degree in Management, Continuing Education Programs at Harvard Business School

• Has been Region Leader for Latin America and Member Board of Directors at CPI Global

• Entrepreneur; Business, Executive and Career Coach, Talent Management Strategist

• Certifications: Hogan Assessments, Manager as Coach Learning Series, Mergers & Acquisitions Advisor, Career & Retirement Coach

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Robert Newland President& CEO at CPI, Florida Caribbean Region

Building your Organization’s Executive Coaching Program

• Introduction

• Building a Coaching Culture for Organization Performance

• Understanding the Hogan Assessment Tools for Executive Coaching

• The Art and Science of Managing Executive Coaching Resources

• Q&A

• Closing

Today’s Agenda

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• To hear from industry experts

• We are starting an executive coaching program

• Tips to help my COO see why this is needed

• Building a business case for management/developing a coaching culture

• Consider coaching for key individual development plans

• Learn about Hogan and how to bring it to my organization

• Learn more about embedding coaching into how we evaluate our front line supervisors

• Our organization is always looking to improve the coaching and management abilities of senior staff

• Learning about CPI Florida Caribbean

• Teaching Managers to be coaches, not dictators

What brings you here?

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• We help clients drive performance…through people

• Executive search, leadership development, and outplacement services

• Florida Caribbean staff/offices in Miami, Ft. Lauderdale, Palm Beach, Tampa, Orlando, Jacksonville, and San Juan, Puerto Rico

• CPI global presence…200 offices in Americas, EMEA & APAC…25 years in existence

• Affiliate organizations: Newland Associates,

Affirmative Action Planners

About the CPI Florida Caribbean

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© Copyright 2012 - Career Partners International

http://www.hess.com/default.aspx

Results of the Registration Poll

• Should coaching and leadership development be part of the business strategy in your organization?

Over 99% said Yes - Less than 1% said No

• Which levels need the most coaching in your organization?

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Middle Management 45%

Senior Leadership 31%

Supervisors 24%

Building a Coaching Culture for Organization Performance

• PhD I/O Psychology

• Professor, Researcher, Consultant

• Worked in Mexico, US & Puerto Rico

• Published Researcher

• SPHR, Certified Mediator & CPC

• Worked in pharmaceutical, healthcare, banking & education sectors

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Dr. Ivonne Moreno-Velázquez Senior Executive Consultant at CPI, Florida Caribbean

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

creative process that inspires them to maximize their personal and

professional potential.” (International Coaching Federation)

• “Coaching is a powerful alliance designed to forward and enhance

the lifelong process of human learning, effectiveness and

fulfillment.” (The Coaches Training Institute)

What is Coaching

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In which areas will organizations get the greater benefit from

Coaching?

A. Leadership Development

B. Performance Improvement / Optimization

C. Talent Readiness - Succession Planning

D. Employee Engagement / Retention

E. Critical Skills Development

Poll

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Opportunities for Coaching in Organizations

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Professional coaching maximized potential and therefore unlocks latent sources of productivity

Benefits of Coaching

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ICF Global Coaching Client Study was commissioned

by the ICF but conducted independently by PricewaterhouseCoopers.


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Building self-confidence of employees to face challenges is critical in meeting organizational demands

International Coaching Federation


• Coaching generates learning and clarity to forward action with a commitment to measurable outcomes.

• The vast majority of companies (86%) say they at least made their investment back

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Virtually all companies and individuals who hire a coach are satisfied


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International Coaching Federation

One-on-One vs. Teams

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The Business Case for Creating a Coaching Culture: What is a Coaching Culture?

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Benefits of Building a Coaching Culture

• Maximizes potential and performance

• Hones coaching skills

• Demonstrates support for newer leaders

• Supports the organizational pursuit of excellence in leadership competencies

• Creates a safe haven to receive feedback and reflect on ways to make positive changes

• Builds stronger trust in management

• Enhances team development

The Business Case for Creating a Coaching Culture

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• Organizations whose senior leaders “very frequently” make an effort to coach others have 21% higher business results.

• Organizations that effectively prepare managers to coach are 130% more likely to realize stronger business results

• They both get at least 30% higher results in employee engagement.

The Business Case for Creating a Coaching Culture

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• Organization in transition… facing the biggest change in almost a century… everything was new

Management and Senior Team

Guidelines and accountabilities

Model of patient care

Way of doing business (union and management relations)

Policies, procedures, systems and technology

• Employees survey

More support and skills

More trusting team and work environment

Case Study

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Actions Taken

• Built upon prior one-on-one coaching experiences

• Identified need to grow internal coaching capabilities

• Engaged key stakeholders

• Partnered with Career Partners International

Case Study

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• Workshops – Coaching Skills development and consistent coaching model implemented

• Establish internal coaching partners

• Match each leader with an external Coach to work with one on one

• Complete 360 feedback for all leaders in the program

Case Study - Manager as a Coach

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Case Study - Results

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Case Study

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Case Study

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Case Study

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2009 vs. 2011 Employee Opinion Survey Supervisor Rating

Case Study Coaching Program Evaluation - Quantitative

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33%

43% 48%

71% 76%

89% 92%

100%

Interpersonalskills

Conflict resolutionskills

Communicationskills

Closer towardgoals

Increased sense ofself

Value of 360feedback

New insights andskills

Moving forward

“It provided me with a safe environment that allowed me to

explore how I was feeling, to be able to peel the onion in layers,

identify the contributing factors, and to have the confidence to

develop strategies to dramatically change the outcome.”

“Knowing you have this person (the coach) who you can confide in

where you feel safe to discuss issues and problems, therefore,

providing support to move forward and make a difference in what

you do as a manager. Extremely worthwhile.”

“I personally found it to be extremely beneficial as we were able to

meet several times and got along very well...we saw eye to eye on

many issues. My coach was very empathetic and understanding.”

“My coach’s level of experience in this field was highly valued by

myself. Thanks so much for bringing this opportunity to the

managers.”

Case Study - Managers Verbatim

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Understanding the Hogan Assessment Tools for Executive Coaching

• Program for Management Development at Harvard Business School

• MBA from University of Miami

• BA in Math from Duke University

• Executive Positions in Marketing, Market & Product Management, Operations and Human Resources

• Multi-sector work experience

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Trish Kellett Director of the Coaching Network at Hogan Assessments

When conducting coaching, do you use:

• Personality assessments

• 360 Feedback

• Both

• Neither

Poll

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The Compelling Case for High-Quality Leadership

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• The difference between the impact of a top-performing leader and

an average leader is at least 50%

• Organizations with the highest quality leaders were

13 times more likely to out-perform their competition.

• More than 3 times more likely to retain employees.

• And more than 5 times more likely to have highly engaged leaders

From DDI ‘s Global Leadership Forecast 2011

“When seventy-five members of the Stanford Graduate

School of Business Advisory Council were asked to

recommend the most important capability for leaders to

develop, their answer was nearly unanimous: self-

awareness.”

True North by Bill George

The Value of Self-Awareness

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Strategic Self-Awareness represents the degree to which one understands their performance capabilities in any competitive endeavor It has two Components:

1. Understanding one’s limitations and strengths

2. Understanding how they compare with those of others

Strategic Self-Awareness and Development

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Research: Self-Awareness and Feedback

• miss feedback messages (blind spots)

• ignore feedback they do receive (denial)

• are slow to change over time (obsolete)

• eventually top-out or derail (fail)

• seek feedback in multiple forms

• accept feedback they receive and take action on it

• are more adaptive and grow over time

• are more successful than those who don’t

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Leaders who lack awareness: Leaders who know themselves:

Line of Sight

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The Hogan Assessments Tools for Facilitating Strategic

Self-Awareness

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Assessments and Performance

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HOGAN PERSONALITY INVENTORY (The “Bright Side”) • The HPI describes workplace performance, including how an individual manages

stress, interacts with others, approaches work tasks, and solves problems. The Potential Report HOGAN DEVELOPMENT SURVEY (The “Dark Side”) • The HDS describes qualities that emerge in times of increased strain and can

disrupt relationships, damage reputations, and derail people’s chances of success. The Challenge Report

MOTIVES, VALUES, PREFERENCES INVENTORY (The “Inside”) • The MVPI describes people’s core values that are part of an individual’s identity -

the goals and interests that determine satisfaction and drive careers. The Values Report

The HoganLEAD Reports

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How the Reports Work Together

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The work environment you will strive

to create

Values

Performance risks that

could get in the way

Risks

Characteristics you possess to

create it

Strengths

Hogan Personality Inventory (HPI)

Provides insight regarding:

• Approach to work & others

• Leadership Style

Interpretation is job-specific

There are positive and negative implications associated with both low and high scale scores

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Leadership Approach

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Adjustment Responsive, easy to coach; susceptible to stress

Stress tolerant, resilient; feedback resistant

Ambition Team-player; stays within comfort zone

Assertive, self-initiating; overly competitive

Sociability Good listener; Socially reactive rather than proactive

Outgoing; can be perceived as attention-seeking

Interpersonal Sensitivity

Direct & objective; can be overly critical, harsh

Warm, agreeable and friendly; averse to conflict

Prudence Adapts to ambiguity well, impulsive

Detail oriented, follows rules, executes plans; inflexible

Inquisitiveness Grounded in practicality; but ‘short-sighted’

Open, curious, seen as strategic; lacks pragmatism

Learning Approach

Hands-on learner; endures training

Traditional ‘book-learner’; can be perceived as know-it-all

HOGAN PERSONALITY INVENTORY

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Hogan Development Survey (HDS)


• Negative tendencies that emerge during times of stress, pressure, complacency, or boredom

• Tendencies = derailers

• Can adversely influence work-related performance, relationships, one’s reputation and leadership effectiveness

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Leadership Derailment 48


Everyday Strengths Derailers

Excitable Intense & energetic Moody, inconsistent & unpredictable

Skeptical Perceptive & insightful Cynical, distrustful & fault-finding

Cautious Careful & thorough Risk-averse & fearful of failure

Reserved Independent & businesslike Socially withdrawn & unapproachable

Leisurely Cooperative & agreeable Privately irritable & resistant

Bold Confident & assertive Exceptionally self-promoting & smug

Mischievous Charming & excitement-seeking Risk-taking & untrustworthy

Colorful Outgoing & socially-skilled Attention-seeking & dramatic

Imaginative Innovative & creative Eccentric, flighty, & impractical

Diligent Detail oriented & conscientious Perfectionistic & micromanaging

Dutiful Supportive & loyal Eager to please & ingratiating

HOGAN DEVELOPMENT SURVEY

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Motives, Values, Preferences Inventory (MVPI)

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• How one gains satisfaction & stays motivated

• Environment one will create for his/her direct reports

• Values that drive one’s career direction

Leadership Environment

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Recognition Public acknowledgement and “pats on back”

Power Being in charge and being perceived as influential

Hedonism Fun, lighthearted and open-minded work environments

Altruistic Helping others and providing excellent customer service

Affiliation Networking, building relationships, social belonging

Tradition Conservative cultures and strength of convictions

Security Secure, predictable and risk-free work environments

Commerce Managing finances, profitability, bottom-line focused

Aesthetics Focusing on quality and product “look and feel”

Science Analytic problem solving and working with technology

Motives, Values and Preferences Inventory

Take Leadership to the Next Level

HoganLead gives leaders a clear understanding of their performance capabilities, challenges, and core drivers, and provides them the strategic self-awareness that makes good leaders great.

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The Art and Science of Managing

Executive Coaching Resources

• MS in Psychology from California State University

• Firm Director at Deloitte

• Director, Office of Executive Coaching for Partners

• Director, Assisting Partners with Special Needs

• Speaker at Conference Board Conferences

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Syd Snyder Senior Executive Consultant at CPI, Florida Caribbean

POLL

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Mark one of the following which most accurately describes your organization’s use of coaching:

A. We only use internal coaches

B. We only use external coaches

C. We use both internal and external coaches

D. We don’t use coaches presently, but we hope to in the future

• Improved performance on the job

• Improved people management skills

• Greater job satisfaction

• Greater followership

• Improved communications in all directions

• Most importantly, improved business results!

The Benefits of Coaching

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Best practices include:

• Positioning of the coaching director within the organization

- Is coaching the best answer?

- Avoiding the use of unqualified coaches

There are numerous ways to optimize the effectiveness and success of Coaching

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• External coaches

• Internal coaches

• Deploying both external and internal coaches

Three approaches to deploying Coaches:

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• Education and training • Experience • Industry and Functional familiarity • The coach’s methodology • Assessment tools • Intellectual capability/Articulation • Life coach v. business setting • Coaching with a competitor • Fees earned/Travel time • Work outside of providing

coaching services

Qualifying the Coaches

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Presenting Coaches, Selecting a Coach • One or two? • New or tried and true?

Managing the expectations of the Coachee The coaching director’s role while coaching is underway

• Who Initiates?

• Start date/concluding date

• 360 feedback process/Self-assessment tool

• Proof of Insurance

• Fee Schedule

• Expected pace/frequency of coaching sessions

• Status reports—when and to whom?

• Confidentiality requirements

• Reporting

Contracting

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• For the Organization

• For the Coachee

• For the individual charged with managing the coaching resources

What’s the Payoff?

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Questions

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Robert Newland Ivonne Moreno Trish Kellett Syd Snyder

Which statement best applies to your organization regarding coaching and leadership development?

Registration Poll

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It is essential to our organization's success but management is not supportive of it.

30%

It is not essential to our organization's success. 4%

Management supports it and I have all the resources I need to implement our programs.

13%

Management supports it but I need help/resources developing a program. 53%

How Can We Help You?

• Executive Coaching

• Leadership Development Programs (i.e.) • Manager as Coach

• Learn to Lead

• Career GPS

• Leadership Assessments

• Senior Leader Crisis Triage/Intervention

• Program Design/Evaluation

• Conflict Resolution

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• More information

• Arianne Parra

• Web: www.CPI-Florida.com

• Phone: (888) 739-8504 X 240

• Email: [email protected]

Thank You

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