Coaching and the Top 500 Fortune Companies
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How the top 500 Fortune Companies are reaping the rewards through Coaching and Mentoring Coaching and Mentoring Dr Meshack M. Khosa Chief Executive Officer Fresh Thinking Capital Pty Ltd.
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How the top 500 Fortune companies reap huge rewards from coaching programmes - Step by Step Guide
Transcript of Coaching and the Top 500 Fortune Companies
How the top 500 Fortune Companies
are reaping the rewards through
Coaching and MentoringCoaching and MentoringDr Meshack M. Khosa
Chief Executive Officer
Fresh Thinking Capital Pty Ltd.
What Fortune Magazine Says
• Coaching is “one of the hottest things in
human resources.”
What are the aims and
objectives of our presentation?
Define and clarify the
Reveal how the top 500
Fortune
Clarify the role of HR in
the
Tease out how to design,
implement, clarify the roles, and
functions of coaches and
mentors
Fortune companies are using coaching and mentors to reap the
rewards
the recruitment, engagement and firing of
coaches
implement, manage,
monitor and evaluate your
coaching programme
What is Coaching
• The International Coach Federation (ICF): “An
ongoing partnership that helps clients produce
fulfilling results in their personal and
professional lives. Through the collaborative professional lives. Through the collaborative
process of coaching, clients deepen their
learning about themselves and the
opportunities and issues in their lives, improve
their performance, and enhance their quality
of life.”
Coaching is not about
Exercising authority
Being the expert
Managing the subordinate and pushing
him towards a target
Personal counseling
Coaching Benefits
• ‘With the help of the partner coaching
company, X is further developing its high-
performance and learning culture. When
coaching is at the centre of an organisationalcoaching is at the centre of an organisational
culture, it improves morale and accelerate
talent development. It helps us continue on
our dramatic growth path.’
Different Views About Coaching
• “Coaching is not merely a technique to be
wheeled out and rigidly applied in certain
prescribed circumstances. It is a way of
managing, a way of treating people, a way of managing, a way of treating people, a way of
thinking, a way of being.” Whitmore, John.
Coaching for Performance, p18
Making the case for coaching
Build your case using the research
evidence
Frame the case in the specific needs of
your organisation –link with business
strategy
Consider stakeholders
Consider the organizational
environment/culture
Persuade senior management
Prepare for questions/scepticism
When is coaching
appropriate?
To introduce new employee to institutional culture
For career development
To introduce new tasks or procedures
For process improvementFor process improvement
To implement organizational changes
For motivational purposes
To correct an employee’s unsatisfactory performance
When to Consider Executive Coaching
Developing high potential talent
Building competencies
Supporting successors during transitions
On boarding and acclimating new hiresOn boarding and acclimating new hires
Dealing with behavior and performance issues
Supplementing leadership development programs
Adjusting to an expanded or new role
Implementing a new strategy or change
How to Select a Good Coach
Build a pool
of coaches
you can
count on
Rely on
proven
experience
and results
Trust your
gut reaction
to potential
coaches
Clarify
coaching
goals and
set realistic
expectation
sEvaluate
coach’s
learning
models and
skills
Develop a
process for
interviewin
g potential
coaches
Key Interview Questions for Potential Coaches
Where did you get your training?
What is your coaching model and process?
What kind of results did you achieve?
What types of people and issues have you worked with?
What’s your policy for keeping key stakeholders in the loop?
What’s your greatest strength as a coach?
How would you define the difference between therapy and coaching?
How do you deal with resistance?
Is there anyone you would turn down?
Where did you get your training?
The benefits of good coaching
Helps develop employee competence
Fosters productive working relationships
Provides opportunities for conveying appreciation
Fosters self-coaching behaviors
Improves employee performance and morale
Helps diagnose performance problems
Helps correct unsatisfactory or unacceptable performance
Helps diagnose a behavioral problem
Helps correct unsatisfactory or unacceptable behavior
Produces a more positive workplace environment
Why some Companies Do not Use Coaches?
• ‘We would like to have external coaches we
can trust however we are often subjected to
the hard sell and there is no current way to
verify their qualifications or their verify their qualifications or their
competency….’
Some See Results
• 'Coaching in conjunction with the process
review teams has had a positive impact on the
business in terms of cost reduction and
business growth. It has also made staff more business growth. It has also made staff more
aware of and responsible for delivering the
customer proposition ’ (cited in a Report
Prepared by Professor David A Lane)
Four Biggest Questions that Can Set you Free
• What are the biggest challenges, issues, or
concerns you are facing in your life right now?
• If you woke up tomorrow and life was perfect,
what would it be like?what would it be like?
• How would you like me to bring value to each
coaching session?
• What may stop you in getting value out of
coaching?
Ethical Considerations
• Confidentiality issues
• Conflict of interest - is the contract with the
organization or with the individual?
• Know when you are outside your area of • Know when you are outside your area of
expertise
• Guide clients to explain any limitations –
ensure referrals to appropriate experts
Examples of Local and International Coaching
Organisations
• International Associations – certification,
training & ethics
• International Association of Coaches (IAC)
• International Coach Federation (ICF)• International Coach Federation (ICF)
• Association of Coach Training Organizations
• Coaches and Mentors of South Africa
Five Stages of a Coaching Process
Contracting Initial Goal Setting Assessment
Implementation
and Action
Planning
Evaluation
The HR Professional’s Role in Coaching
Manage overall coaching programcoaching program
Support start of new
coaching assignments
Support coaching
during and at the end or at
transition
Recruit
Clear understanding
of your internal needs
Check out certification
Understand Coaching Codes of
Ethics
Check out membership in coaching associations
Look for experience in
field
Reference checks
Engage
Coaching contract & confidentiality agreements in
writing
Individual coaching – timetable;
reporting; potential conflicts identified
Organizational coaching –
minimum time required to build capacity; identify volunteer leader (accountability)
Disengage or Fire a Coach?
Identify Timelines up
front
What about fit and mutual
commitment?
How will you know when you have arrived at the coaching destination?
Referrals and confidentiality
Conditions for Effective Coaching
Buy-in of senior management
Committed and motivated managers who were rewarded for coaching
Adequate resourcesAdequate resources
Encouragement and support for learning
Understanding of employee preferences
Clear strategic intent
Why evaluate Coaching?
• Motivates people by highlighting performance improvements
• Persuade skeptics of the value of coaching
• Justifies the investment
• Identifies problems in the processes• Identifies problems in the processes
• Allows you to benchmark with other organisations
• Provides an ongoing dialogue about the success of coaching in the organisation
• Negative feedback can help to improve the design of future programmes
Evaluating Coaching
• Pragmatic approach is needed
• Organisational culture is a key factor
• Need resources, time and expertise
• HR need to be selective• HR need to be selective
• Need more than happy sheets!
• Can’t always calculate the ROI or prove impact on business performance
• Think laterally about how to prove the impact in your particular context
Great Coaches
• “Great coaches and mentors are so
unshakably convinced that we have great
things in us -- their vision of what is possible
for us is so clear and powerful -- that they for us is so clear and powerful -- that they
wind up convincing us too.” - Lou Tice
The Ultimate Outcome
• “Don’t ask yourself what the world needs. Ask
what makes you come alive. Because what the
world needs are people who have come alive.”
- Harold Whitman- Harold Whitman
Useful References
www.iog.ca
www.peer.ca
www.adler.ca
Www.coachfederation.orgWww.coachfederation.org
www.sharppencil.co.za
www.freshthinking.ws
www.freshthinking.co.za
Contact Details
• Fresh Thinking Holdings• 396 Florida Street
• Faerie Glen
• Pretoria East• Pretoria East
• Tel: 012-991-4490
• Fax: 86-610-7174
• Cell: 083-212-7840
