Executive Coaching Process begins by identifying critical organizational issues, including company culture, business strategy, and short and long-term objectives. This information is combined with the executive’s role, personal style, existing strengths, and leadership capabilities to create a customized program. Read more about the process below:
1. Develop Case for Action
- Input from supervisors, HR and other impacted individuals
- Define issues and values
- Define desired outcomes
- The individual’s direct manager, a human resource representative, and the coach; (the change team); will discuss the candidate’s history and options. The coaching process is agreed upon with specific baseline measurements and agreed upon outcome targets.
- The coach; consults the manager/sponsor on techniques for presenting the coaching engagement to the candidate.
- The manager and individual discuss the situation, clearly outlining the process and expectations.
- Behavioral assessment inventory administered and processed
- Interviews with supervisor(s), peers, and direct reports as appropriate
- Introductions and relationship building in which the coach explains the process, checking for the candidate’s understanding and perceptions about the current situation.
- The coach conducts a life/career review and assigns assessment instruments (Benchmarks, Birkman, MBTI, 16PF, Career Architect, DiSC, and others as appropriate) to identify skills, interests, values, style, and organization perceptions.
- Agree on expectations
- Schedule meeting times and coach for results
- Individual sessions with coach—interpret all assessments
- Determine development assets and liabilities—as shown through the interviews and assessments
- Identify career success issues, and potential career “stallers and stoppers”
5. Create Developmental Programs
- Determine desired behavioral outcomes through individual coaching sessions
- Interface with supervisor and HR as appropriate
- Analyze what is at stake if the individual’s changes are not successful
- Identify perceived barriers and reactions that would help or hinder effective changes
- Select resources, curriculum, and developmental activities
- Define time frames
- Select and enroll support team, coaching candidate on how to handle particular changes with dignity, communicating the process to all affected parties
- Take action steps based on resources, curriculum and time
- It is assumed at this point that the candidate has accepted the coaching and is working on the new behavior(s)/results
- Regular sessions with individual—on-going coaching and consultations are provided by the consultant to help the candidate continue to integrate the acquired knowledge and skills
- Periodic sessions with supervisor and HR—updates provided to management
- Possible training of a peer as coach
- Reassess to evaluate growth
- Feedback from supervisor, organization and support group
- Review of results achieved
- Design new developmental objectives
- Extend process vertically and horizontally if necessary