Huddling With The Coach

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1. One-On-One Coaching

2. Peer-coaching Helps WFS Financial Curb Turnover
Executives hoped that employees take more responsibility for their own satisfaction and find ways to achieve their career goals within the company. The result: Turnover fell from about 33 percent to 21 percent.

3. Setting Standards For a Growing Field
Associations of coaches are setting standards for their members.

4. Traits of Spectacularly Unsuccessful People
Some senior managers ruthlessly eliminate anyone who might undermine them.

One-On-One Coaching

An outline of eight steps in the coaching process.
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One-on-one coaching: Flow of activities
One-to-one executive coaching works through a continuous cycle of assessing a client’s goal, customizing a program, coaching sessions, an analysis of outcomes and making corrections for a successful program.
Steps	Activities	Outcomes
1. Defining the context	Coach meets with leader and sponsor to identify program outcomes and benchmarks.	Understand context.
2. Interview with leader	Coach conducts extensive interview with leader, listening for commitments, immediate concerns, common breakdowns, behaviors, communication style and pattern of fulfilling promises.	Understand leader and the world in which she works and lives—an important part of the assessment process.
3. 360-degree interviews	Coach speaks with leader’s team, boss, peers and others who know the leader well.	Develop a broad view of the leader that is grounded in multiple perspectives.
4. Assessment and design	Coach makes assessment and designs customized program.	Design customized program of practices, exercises and reading.
5. Leader and sponsor review	Coach presents themes and program design to leader and sponsors, answers questions and revises as necessary.	Leader and sponsor both commit to program.
6. Individual coaching meetings (typically 3 hours of coaching per month for 6-12 months)	Leader and coach discuss pressing issues and the leader’s progress in developing competencies for the long term. They meet in person when possible and by telephone when needed.	Leader becomes more competent, more fulfilled and able to self-correct.
7. Mid-program review	Coach meets with leader and sponsor (individually or together) to compare actual outcomes with intended outcomes.	Coach makes changes, additions and corrections to program.
8. End-of-program review	Coach meets with leader and sponsor (individually or together) to compare actual outcomes with intended outcomes. Celebrate progress.	Leader continues to improve without coach and/or commits to continuing relationship with new set of outcomes.
Source: Integral Leadership (a New Ventures West company)

Next Article: 3. Setting Standards For a Growing Field
Associations of coaches are setting standards for their members.

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