The Center for Executive Performance Coaching Process

The Center for Executive Performance Coaching Process consists of the following of the following 9 steps that are typically carried out over a six month period:

1. Understand the leader and establish buy-in
Acquiring the right frame of mind and perspective for change. Leaders are more responsive when they feel ownership of the program design.

2. Learning a new way the first day!
“The rules for work are changing. We are being judged by a new yardstick: not just by how smart we are, or by our training or expertise, but also by how well we handle ourselves and each other.” (Daniel Goleman, Working With Emotional Intelligence) We introduce new leadership perspectives by involving the executive with three different but proven leadership methodologies . The methodologies make the feedback we provide much more robust by allowing us to label desired behaviors as well as those not working for the executive.

3. Assessments (completed over the first 45 days).
The Center for Executive Performance will typically utilizes two or more different assessment tools in each assignment. We strive to identify leadership communications styles and the impact of stress upon the executive and the organization. It has been our experience that ineffective communication styles and stress are the two main contributors to organization dysfunction. Our assessment process has been called life changing by many who have received valuable insights into their behaviors.

It is impossible to coach an executive in a vacuum.
Organizational cultures and dynamics play an important role in an executive’s ultimate success. We typically will ask the entire team to participate in the assessment process. Valuable insights for effective team communications are developed.

A 360° feedback loop is established.

Our feedback process is highly customized and focuses on executive strengths and weaknesses. There are two keys to the success of our 360° process. The first key to the success of our 360° process is that we ask the executive to participate in developing the questions for the 360°. Therefore s/he has ownership in the process. The second key is that we absolutely guarantee responder confidentiality. With this degree of safety we are able to obtain very objective information.

4. Review Assessment
This step involves conducting the assessments in a timely manner, and compiling reports of the data collected. We share the reports in person, individually with the executive and with each team member. If necessary, we also conduct interviews with selected individuals to provide additional input.

5. Determine Key Behavior(s) and Focus Points
Using the assessments and reports we work with the executive to determine the one or two behavior(s) to be the focus of the coaching engagement. We work to identify individuals (objectifiers) who are committed to the executive’s development and who are willing to objectify and provide immediate feedback to the leader.

6. The executive establishes goals for the assignment;
This step involves two types of activities. The first activity is enrolling the key participants to help the executive, and hold the executive accountable for derailing. The second activity is with the coach observing the executive in action with team members and engaging in individual “safe” conversations with the team members on whether the agreed upon changes are being effected. It is at this point the executive will begin to understand the power of effective listening, and accepting and validating other’s ideas.

7. Develop Action Plan
Once the objectifiers begin to provide feedback to the coach and hopefully directly to the executive, they become integral to the success of the assignment. This step involves the coach and the executive developing short term action plans with specific and measurable behaviors based on the suggestions of the objectifiers. On a bi-weekly basis, depending on feedback, the action plan will be revisited and revised according to the executive’s progress.

8. Facilitate Follow-up
This step occurs simultaneously with the prior steps. In the executive’s conversations with team members and peers, he/she will ask for feedback on performance over the last month and then ask for suggestions. Depending on the suggestions, the coach works with the executive to adjust the action plan regularly.

9. Formal Review of the Results of the Assignment
In addition to the informal follow-up conversations (executive team, executive-coach, executive’s manager), more formal methods of assessing progress are utilized. Mini-surveys, are also used in the assignment at the mid and endpoints of the coaching engagement. These mini-surveys are designed to assess the direct reports and peers perceptions of the leader’s improvement in selected behavior(s) during the coaching period.