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Strategic Perspectives on Coaching Three major types of coaching have been identified feedback, in-depth development, and content. The first two types, feedback and in-depth development coaching, focus primarily on the personal development of the executive and often require a one-on-one relationship with an executive coach. The third type, content coaching, provides leaders with the opportunity to develop knowledge and skills in specific content areas. 1 (That & Heinselman, 1999) This paper will concentrate on comparing the two types which concern the HR professional and are the primary concern of executive coaches: Developmental Based and Agenda Based coaching. Developmental coaching is described as guiding an individual to challenge and help reach new goals past perceived "limitations. " Emphasis is shifted from 'behavior' and 'competence' to developmentally grounded capability, composed of applied capability (present performance) and potential capability, which is based upon a person's current frame of reference or mindset. It can be associated with outplacement's, restructuring and reengineering in the organization. 2 Fundamental principles of evidence based developmental coaching: As people, we ARE more than we DO, since Being determines Doing. 2 One can largely determine who people are by what they do, since who they are determines what they do voluntarily and largely what they do as a response to stimulus. However, observing what people do can only show us part of the picture, and often a very small part. 'Being' is largely determined by how people interpret the world, which changes with developmental level. 2 In view of the previous statements, one can see that the key to effective coaching via the developmental model is assessment of who the person is.
How they perceive the world and where they are in the developmental process. Investigating our clients / colleagues and ourselves developmentally provides the rationale for patterns of behavior that stem from internal belief systems. When we understand the underlying belief system, we can then choose to change or coach fresh incrementally accessible beliefs and values. 2 Agenda coaching (executives agenda) generally entails working with an executive on any personal or organizational concerns he or she may have. It can focus on issues surrounding the executive, such as change and company downsizing. Personal issues are more likely to arise in this type of coaching.
X Coaching for development Developmental coaching is more concerned with focus on the future career of an executive and may include a new leadership role. This most often follow immediately upon a promotion and can benefit the organization and the executive by helping that person assume the new role. Because it is heavily concerned with how the executive will develop future skills, a self assessment is the first step. This assessment must include a review of the persons purpose, value system and how they see the world and themselves in it. Developmental coaching is an effort to develop the employee's capacity to meet his / her own goals. 3 These goals must not be in conflict with organizational goals. This type of coaching usually involves a rather set time period within which the client expects certain results.
It may or may not develop into a long term relationship. It is the coach's function to guide the client to more self awareness and help them to explore their strengths and weaknesses. This is a primary consideration in dealing with the unknown. 3 (Silsbee, Doug 2005) The coach may spend considerable time observing the client and then discussing the observations to help identify specific goals. It must also be remembered that the client must be completely involved in every step for any developmental coaching to succeed. The three steps are identified as Planning, Execution and Assessment. If the client is involved in planning then strategies which fit the clients personal life style, personality and philosophy can be used.
It is understood that one cannot coach without the client being involved in the execution process, but this should not be where it ends. The client must also be very involved in the assessment process in order to identify any further needs and to promote self confidence and a feeling of accomplishment. Planning for Developmental Coaching There are three steps to coaching: planning execution and assessment. The planning stage is the most important. It is as this stage that the decisions are made for the other two phases based upon the results. Identifying Goals Basic to planning is identifying the organizational goals of the company of the client.
If there is no company, the clients goals must be identified. Goals must be concrete, and measurable. Identifying the motivation behind the goals is also important as this also impacts the way it should be done. It is important to identify n = both the organizational goals and the personal goals of the client, as these must not be in conflict for the coaching to be successful. If they are in conflict, then this must be addressed before any plan for coaching can be made. The client must understand perfectly where the conflicts lie, what problems could arise from them and a consensus must be reached about the goals for this coaching.
If the goals of the organization are in direct conflict with the clients goals then an exploration of the clients goals will identify potential problems, current or future, and give a more solid basis for planning the strategy. Goals must be stated simply in order of priority and examined for internal conflicts. Working with the client to state a prioritized list of goals can aid in planning the time which must be allotted for each. In stating the goals, the means by which they will be measured must be included in order to make an assessment of progress during the coaching and to identify when it is good to go on to the next step or the next goal. Some goals may be interdependent, and some may be dependent upon achieving others. For this reason, the hierarchy and dependency must be clearly established.
The following are examples of some fruitful areas that developmental coaching often addresses: Developing a specific, job-related competency that will help the employee achieve his / her career objectives, whether inside or outside his / her current job. Managing time and priorities more effectively in order to achieve better life balance. Exploring alternative career paths and career development strategies. (This may be in conflict with organizational goals if the client is employed. ) Developing strategies to deal with office politics and difficult people. (This and the next may be interdependent or this ine could be considered to be dependent, at least in part, upon the next. Recognizing and managing difficult emotions in the workplace. Clarifying the employee's long- and medium-term life and career goals. 3 Silsbee, Doug 2005) Generally the goals can be identified as problem areas which need to addresses.
Usually these involve a client who has been promoted because of technical skills or brilliance, and they may have not developed sufficient people skills Executives who display any of the following may need this kind of coaching: get angry or upset with others frequently deal inappropriately with failures, such as not admitting when they are wrong, trying to cover up mistakes or always coming up with a list of excuses why something did not turn out right are unable to influence others positively harbor resentment or unexpressed anger live an unbalanced lifestyle, such as habitually working 80 hours a week refuse to show up as leaders for change are overbearing or talk too much and dominate meetings are unusually withdrawn or uninvolved. 4 (O'Brien, Michael 1997) In the above cases, these problems areas may be involved when a client is between jobs, and they need to be identified. Once the goals have been specifically identified and expressed, then measurement standards must be established. So, given the simple example of the problem of a client working an 80 hour week, the goal might be stated as establish limits to the work week by creating strategies to accomplish needed tasks within that time period. The measurement might be to work (or do work related tasks) only 50 hours per week. With this goal stated simply and the measurement established, we can then proceed to plan the steps needed to achieve it, establish a time limit for success, and plan for assessment both during the process and at the end of the sessions which address this goal and again at the end of the contract. Creating the Process Once the goals are identified and quantified, the steps necessary for achieving them must be laid out in sequence carefully and agreed upon with the client.
The coach is the expert on the various methods which can be used, while the client is the expert on what he or she understands about them and how he or she perceives them. It the client has no trust in the methods, they will not be likely to work. The process must be incremental and it is also helpful is each step can be measured and assessed. For example: in the event of the client who needs to reduce the number of hours worked, the steps might be as follows: Create a diary of the work week and identify what tasks are performed and how much time they consume. This may need someone to observe in the case of a very busy executive, or the client may make tapes notes and have the coach transcribe them for discussion. Discuss the task list: Identify which tasks in the list can be done by someone else.
Identify which tasks take the most time Identify which tasks can be modified to take less time Identify which tasks do not need to be done Identify which tasks could be completed in less time with addition of technology or assistance from someone else Identify reasons why the executive works 80 hours per week. This may involve several sessions and include making...
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Research essay sample on Hours Per Week Organizational Goals
