| Coaching Context |
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An organization should view coaching as a
differentiated investment in key talent. Coaching participants should be
accountable for business initiatives critical to the organization’s
success. |
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Coaching is a process that involves assessment, creating a development
plan, including actions, and working collaboratively to achieve the
plan. |
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The coach must establish the linkage between leadership behaviors and
business results.
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Gathering 360-degree feedback from the
coaching participant’s manager, peers, and subordinates is a crucial
step in identifying the types of behaviors that will generate desired
business results. |
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Coaching engagement success increases
proportionately by the extent to which the engagement is targeted to an
executive’s specific needs. |
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It is critical to have line manager
involvement and senior manager advocacy. |
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It is imperative to develop a coaching
agreement that is reviewed and agreed to by the individual being
coached, their manager, and a designated HR representative. |
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The agreement should include: clarification
of roles and responsibilities, expected time frame for achieving goals
and objectives, metrics to assess success, clarification of boundaries
of confidentiality, timing and form of progress reviews, fee structure
and other expenses, and documentation of who is responsible for fee
payment.
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Coaching participants should have the
potential to advance one or two levels and have a track record of fully
utilizing development opportunities.
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A coach must model leadership behaviors such
as active listening, openness, effective relationship building, and
trust. |
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Coaching is better accepted if it is
communicated that the coaching participant has been selected to
participate in an important development opportunity and that the CEO and
senior management are supportive of the coaching process.
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Offering coaching to leaders in an
organization can be leveraged as an incentive and retention tool for
high potential employees.
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Coaching must relate to the individual’s
daily activities in order to prevent coachee derailment. |
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There should be scheduled follow-up sessions
between the coach, the coachee, and the coachee’s manager. |