Powerful executive coaching

55 Pages·2013·0.922 MB·English

by  John Mattone

POWERFUL
EXECUTIVE
COACHING
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POWERFUL
EXECUTIVE
COACHING
John Mattone
American Management Association
New York • Atlanta • Brussels • Chicago • Mexico City • San Francisco
Shanghai • Tokyo • Toronto • Washington, D. C.
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Library of Congress Cataloging-in-Publication Data
Mattone, John.
Powerful executive coaching/John Mattone.
p. cm. — (HR briefs)
Includes bibliographical references.
ISBN 978-0-8144-3268-6
1. Executive coaching. I. Title.
HD30.4.M375 2013
658.4’07124—dc23
2012022135
© 2013 John Mattone.
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CONTENTS
Introduction vii
Typical Executive Coaching Applications and Examples 1
Competitive-Advantage Consulting and Coaching 2
Stretch-Assignment Coaching 2
High-Potential Coaching 3
Development of Leadership Skills 3
Executive Coaching: Scope and Steps 5
Awareness 5
Analysis 7
Action 9
Achievement 10
How to Deliver 360-Degree Results 11
Analyses of Rater Responses 12
Th e Importance of Feedback 15
Dealing with Resistance 15
Best Practices in Dealing with Multi-Rater Feedback 17
v
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vi Contents
Th e Six-Step Individual Development Plan 19
Transitioning to Individual Development Planning 19
Th e Six-Step IDP Process 21
Th e 9-Box Performance and Potential Matrix 32
Defi ning the Action Steps for Coaching 35
Th e Role of Stakeholders and Mentors in Creating Lasting
Positive Change 37
Sample Stakeholder/Mentor Letter 38
Typical Agenda for a Stakeholder Meeting 39
LeaderWatch Abbreviated 360-Degree Surveys and Follow-Up 40
About the Author 41
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INTRODUCTION
Th ere is nowhere to hide. Not even the executive suite is safe from the changes
sweeping the business world today. In fact, the impact of those changes is felt most
keenly at the executive level. Like everyone else, CEOs, COOs, CFOs, and sen-
ior VPs have to hit the ground running and keep running—fast. Stockholders and
stakeholders demand rapid results. Teams must work more effi ciently and under
greater pressure. High-potentials and emerging leaders need to be identifi ed earlier
and developed sooner—and more eff ectively. Business savvy—always important—
has to be taken to new heights. Add to this the quest for job satisfaction and life
balance, and you have the dynamic tension that creates the vital need for executive
coaching.
Executive coaching is a professional process that links individual eff ectiveness
to organizational performance. It is a strategic process that helps organizations at-
tract and retain great leaders, enables executive teams to improve leadership and
team performance, and supports senior executives responsible for making crucial
business decisions and achieving outcomes. It truly is the “shock absorber” for the
ride on an oft en bumpy road toward organizational change.
vii
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viii Introduction
Th e powerful advantages inherent in the leadership development process, par-
ticularly in areas where performance goals are at risk, has moved executive coach-
ing to the top of the mind for executives and HR leaders alike. Today, there is still
a tremendous gap between what is expected of executives and what is available
to help them acquire both the inner-core attributes and the outer-core skills and
competencies for achieving those expectations. Executive coaching closes that gap.
Th e reality is that, while executive coaching is top-of-the-mind for executives
and HR, only 35 percent of the organizations we surveyed in our Trends in Execu-
tive Development Research Study (Pearson, 2011) utilize executive coaching as part
of their high-potential development programs. By comparison, 48 percent of the
organizations utilize executive coaching for their executives at VP level and above.
For high-potentials, organizations continue to emphasize developmental job as-
signments (70%) and custom training programs (51%) as their primary leadership-
development strategies.
We were surprised to learn that 65 percent of the organizations we surveyed
do not cite executive coaching as an important developmental strategy for their
high-potential and emerging-leader talent pools. I see this as a signifi cant issue, as
well as an opportunity, for organizations today—especially in light of what diff er-
ent generations expect from their employers (i.e., Gen-X employees want a casual,
independent, fl exible environment and a place to learn; Gen-Y employees want a
structured, supportive, and interactive environment). More than anything else, it
is critical to understand that both generations make up nearly 100 percent of any
organization’s future-leader pool, and both generations crave continuous growth
and “connectedness” with people.
Executive coaching represents a powerful strategy for meeting those needs for
continuous growth and “connectedness.” Th at said, just like anything else, there is
a lot of variability in the world of executive coaching. For instance, there are eff ec-
tive and ineff ective executive coaches. Also, it is important to never underestimate
the importance of hiring external coaches who have a solid “operations” mindset
and experience on the fi ring line as operations leaders. Building trust and empathy
with high-potentials is critical, and I have found that having operations experience
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Introduction ix
goes a long way toward helping build that rapport, trust, and credibility. Lastly, it is
important to understand the philosophy guiding any executive coach you consider
partnering with. Th e coach should be able to express his or her philosophy con-
cretely, without hesitation. For example, here’s my philosophy:
My coaching approach blends in-depth diagnostic assessments that identify a leader’s
inner-core values, character, beliefs, emotional makeup, and behavioral tendencies
(both mature and derailer traits) with outer-core assessments such as 360-degree sur-
veys and leadership interviews that reveal how eff ectively the executive uses those out-
er-core skills and competencies required for success. I work closely with the executive
coachee and sponsoring team to create an individual development plan that leverages
the coachee’s enduring strengths and addresses his or her development needs with a
passionate focus on achieving measurable behavioral change and improvement.
Th is ebook details how I go about my coaching work with senior executives and
high-potentials. You will note that I believe in leveraging the coachee’s stakeholders
and mentors throughout the coaching process. Th e strength and success of any coach-
ing intervention is in direct proportion to how well the coach has created and facilitated
a “coaching process,” whereby the coachee actually learns more from his or her stake-
holder and mentor interactions than from the coach. Th e goal of any great coach is
to lay a foundation for continuous self-discovery and “connectedness” learning that
endures well beyond the coaching assignment.
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