720° Coaching:
The Dynamic Interplay of Inside-Out and
Outside-In Approaches
2009 ASTD-TCC
Regional Conference
November 12, 2009
What to expect from today’s session
We will demonstrate the impact and relevance of the 720°
model and review the essentials of each model component
Group exercises will stimulate thought and discussion on
coaching methodologies and broaden awareness of
developmental options
You will leave with an expanded awareness of integrated
coaching methodology and enhanced insight into the
dynamic interplay of the coaching process
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© 2009 Korn/Ferry International
Leadership from the Inside Out & the Outside In
“Whenever two people meet, there are really six
people present. There is each man as he sees
himself, each man as the other person sees him,
and each man as he really is.”
- William James
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© 2009 Korn/Ferry International
Leadership from the Inside Out & the Outside In
“Each man as he sees himself”
Purpose: what we say and think about what’s important, how we see ourselves and seek to be seen by others
“Each man as others see him”
Brand: the credibility, influence and respect we engender by delivering on the
emotional, rational and functional promises and commitments we make.
“Each man as he really is”
Marketplace Reality: the impact, change, results, or improvements we
actually bring about
© 2009 Korn/Ferry International
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A Four Step Process for Integrated Leadership
Step 1a:
Step 3: Revisit our commitments based
What we say is
important,
what’s ours to
contribute
on discrepancies between our intentions,
aspirations, motivations – and the results
we actually produce or are accountable
for.
Step 2a, 2b
& 2c:
Step 1b:
What we are
committed to
creating or
producing
= Outside-In
Inside-Out =
Step 4: Interactive practices for closing the gap,
integrating results with intentions - until there’s no
difference between the two: Leadership from the Inside
Out & from the Outside In.
© 2009 Korn/Ferry International
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What we
actually
produce,
what it says
about us and
how others
interpret it.
KF Transformational Coaching Approach
Art & Science
Infinitely adaptable
Individual & subjective
Reflective & experience based
Inquiry & dialogue mastery
Leverages authenticity & purpose
Difficult to copy & commoditize
Measurable & repeatable
Organizational & objective
Empirical & research based
Expertise and business acumen
Leverages strategy & marketplace forces
Scalable
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© 2009 Korn/Ferry International
Benefits for the Organization
Engages talent in pursuit of meaningful contributions,
increasing engagement and retention
Facilitates informed deployment discussions
Helps ‘get the right people in the right seats on the bus’
Links Talent to Strategy based on motivation - and not
just skills or competencies
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© 2009 Korn/Ferry International
Benefits for Executives
Facilitates more meaningful career planning, increasing
engagement and satisfaction
Aligns intentions with behaviors to more sustainably
close gaps in perception
Creates more authentic leadership style - reducing
stress and increasing resilience
Leads to greater transparency in relationships and
reduces misunderstandings and misattributions.
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© 2009 Korn/Ferry International
Reality Check
How embedded in your talent practices is your
organization’s current coaching model?
To what degree does your current model favor
either an inside-out or outside-in approach?
What percentage of coaching engagements
currently do not achieve expected outcomes?
How satisfied are line leaders with the business
impact associated with coaching?
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© 2009 Korn/Ferry International
The origins of inside-out and outside-in coaching
Several diverse streams of research support different elements of the
720° approach
Foundations for the inside-out elements include the study of humanistic
psychology, cognitive-behavioral psychology and adult learning
Foundations for the outside-in elements include the study of
organizational culture, 360° assessment and self-awareness
Our model is reflective of where coaching is headed – integrative, multidisciplinary and collaborative
Applying the model allows you to build on skills you have already
developed and provides the opportunity to add to your portfolio of
coaching capabilities
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© 2009 Korn/Ferry International
Good to Great*
What can
you be best
in the
world at?
What are you
deeply
passionate
about?
Influence =
Brand
Proprietary
Leadership
Difference
Purpose
What drives your
economic engine?
Value Creation
*Excerpted from: Good to Great, Jim Collins
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© 2009 Korn/Ferry International
720º Development & Coaching
Inside-Out
Awareness
Core Self
Outside-In
Perceptions of
Others
Commitment
Emotional
Engagement
Motivation from
Others
Practice
On-Going SelfObservation & Self
Management
Behavior Change
and/or
Organizational
Systems Change
Accountability
Internal Feedback
Loop
External Feedback
Loop
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© 2009 Korn/Ferry International
Integrating Leadership
“We first go inside and do our work – then we go
out in the world and apply it. Then we go back in
and do our work – and go back out in the world
to apply it. We continue this process – until
there is no difference between the two.”
- Ralph Metzner, Prague, 1992
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© 2009 Korn/Ferry International
Janet Feldman, M.A., L.P., C.P.A.
Global Practice Leader, Coaching
Janet Feldman is a Principal and Global Service Offering Lead for Executive Coaching in Korn/Ferry
International’s Leadership and Talent Consulting group, based in the Firm’s Minneapolis office.
As an executive coach, licensed psychologist, and former certified public accountant, Ms. Feldman
brings over 25 years of experience advising C-suite and other senior executives. Her broad business
knowledge and acumen bring insight and clarity to complex leadership issues.
As an executive coach, Ms. Feldman specializes in the areas of senior leadership development and
team effectiveness, key talent strategy and executive succession. She has earned a reputation for
helping individuals and organizations “get to the heart of the matter” quickly and thus focus on
meaningful value creation, impact and return on investment.
Ms. Feldman has diverse coaching experience with senior executives from .more than 40 countries
worldwide. Her clients span the Fortune 50 to Fortune 500, mid-sized companies and private colleges
in a wide array of industries such as pharmaceuticals, health care,
biotechnology, consumer goods, financial services and professional services.
Principal
Korn/Ferry Leadership and
Talent Consulting
Additionally, Ms. Feldman has served on boards of directors for professional and community
organizations, and as a partner in an entrepreneurial philanthropic venture aimed at improving the
educational impact for at-risk youth.
With two decades of expertise and a solid track record in thought leadership and the creation of
leadership and talent development solutions, Ms. Feldman is a key contributor to the development
of several firm-wide solutions. She has created programs for the leadership pipeline, succession
planning, talent review, mentoring, career management and leadership development.
Ms. Feldman holds a master’s degree in human development from Saint Mary’s University of
Minnesota, and a bachelor’s degree in accounting from the University of Minnesota. She also
received formal Coaches’ Training through the New Ventures West “Coaching to Excellence”
program and is a Minnesota State Licensed Psychologist.
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© 2009 Korn/Ferry International
Ken DeMeuse Ph.D.
Kenneth P. De Meuse (Ph.D.) is Associate Vice President of Research at Korn/Ferry
Leadership and Talent Consulting. Previously, he was on the faculties at the University
of Wisconsin – Eau Claire, Iowa State University, and the University of Nebraska at
Omaha.
Dr. De Meuse has published numerous articles on employee attitudes and
organizational behavior in several leading professional journals. His most recent book
entitled, FYI for Talent Engagement: Drivers of Best Practice for Managers and
Business Leaders, was published in 2009. He has appeared on ABC News, CNN, AP
Radio, and National Public Radio and has been featured in national publications such
as The Wall Street Journal, BusinessWeek, Fortune, U.S. News & World Report, The
New York Times, and USA Today for his expertise on the impact organizational
change has on the workforce.
Associate Vice
President Research
Korn/Ferry Leadership and
Talent Consulting
More than 100 universities and 175 corporations have contacted him regarding his
research work in this area. Dr. De Meuse received his Ph.D. in
industrial/organizational psychology from The University of Tennessee.
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© 2009 Korn/Ferry International
George Hallenbeck, Ph.D.
George Hallenbeck is Director, Intellectual Property Development for Korn/Ferry
Leadership and Talent Consulting. He is responsible for the development of
intellectual property that supports Leadership and Talent Consulting’s service
offerings and commercial products. He is co-author of the Lominger publication
Interviewing Right: How Science Can Sharpen Your Interviewing Accuracy. He also has
expertise in the development of intellectual property in the areas of succession
planning, coaching and 360° feedback.
Prior to Joining Korn/Ferry Leadership and Talent Consulting, George spent eight
years as a consultant specializing in executive assessment and has conducted
hundreds of candidate interviews to assist clients with their hiring and promotion
decisions.
Director
Intellectual Property
Development
He also has extensive experience as an executive coach and has designed and
implemented several training courses on leadership and interpersonal skills. He
has worked with a variety of industries including manufacturing, finance, defense
and professional sports. He has an MS and Ph.D. in industrial and organizational
Korn/Ferry Leadership and
Talent Consulting
© 2009 Korn/Ferry International
psychology from Colorado State University.
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