Coaching as Strategic OD Tool
For
OD Network
Building Business Acumen
Shirzad Chamine
CEO
The Coaches Training Institute
Agenda

What coaching is AND what it is not

Alternative ways for deploying coaching

Research on organizational payoff of
coaching

Co-Active Coaching model

Developing high performance culture through
coaching

Q&A
The Coaches Training Institute

Founded 1992; San Francisco, CA

First ICF accredited coach training school

Largest coach training organization in the world

Largest number of certified coaches world-wide

Operations in 15 countries

Organizational clients include:
IBM
Accenture
Boeing
US Federal Reserve Bank
ING Group
Rogers Communications
SEI Investments
GSK Consumer Healthcare
Genentech
Google
Microsoft
ING Bank
Pfizer
Wells Fargo Bank
Microsoft
Prudential
Emirates Bank Group
Yale School of Management
Stanford Graduate School of Business
Focus of executive coaching:
An explicitly-designed
relationship focused on
enhancing work
performance and/or
satisfaction.

Co-Active Coach’s Focus of Attention
Person/
Coachee
Topic/
Problem
More of this
Less of this
Co-Active
Coach/
Manager/
Leader
Coach the person, who
has a topic, rather than
focus on solving or
fixing the topic/
problem for the person.
The Balancing Act of Leadership
Being
Doing
Relationships
Tasks
Being Curious
Being Right
Ask
Tell
Sense
Act
Reflect
Request
Acknowledge
the Person
Co-Active Coaching
Know
Command
Compliment
the Task
The Coach and the Fish

Consultant: Here’s a fish.

Mentor/Trainer: Here’s how you catch a fish.

Coach: ……..?
Organizational Coaching Modalities

External Executive Coaching

Internal Executive Coaching

Leader-Lead Coaching and Development
Learning and Development Roundtable



The Survey

Large scale survey to determine most powerful activities that senior leaders
can undertake to develop rising leaders

The survey was conducted on a random sample of senior leaders and rising
leaders who report to them
The Data

Response database of more than 1,600 senior and rising leaders from 14
organizations

The Rising Leader and Senior Leader responses were linked

Partial participant list: Aramark, Nokia, Alstom, Bank of Ireland Group, RBC,
Motorola, FedEx, ING, McKesson, Starbucks and others
The Analysis

Impact Analysis – Calculate the impact of senior LLD activities on rising
leader performance.
© 2006 Corporate Executive Board
Real Leader Performance Impact
LLD is one of the most powerful tools at learning executives
disposal for developing future senior leaders.
Impact of Effective LLD on Rising Leader Performance
127
100
Rising Leader Reporting to
Senior Leader Ineffective at LLD
27%
Performance
Improvement
Effective LLD can
boost the performance
of rising leaders by as
much as 27%.
Rising Leader Reporting to
Senior Leader Effective at LLD
The Cascade Effect
The positive influence of effective LLD goes beyond rising
leaders themselves and cascades down to the direct reports
of those rising leaders.
Rising Leaders Direct Reports
Discretionary Effort
“Promotability”
116
111
∆ = 16%
100
∆ = 11%
100
Key
Direct Reports of a
Rising Leader reporting
to a Senior Leader
Ineffective at LLD
Direct Reports of a
Rising Leader reporting
to a Senior Leader
Effective at LLD
Quality Development Matters

Quantity is not a substitute for quality.

Driving LLD effort without boosting LLD quality can do
more harm than good.
Performance of Rising Leaders
100
∆ = 2%
98
Average time spent
on LLD = 0%
Average time spent
on LLD = 6%
Senior Leaders Devoting No time
to Developing Rising Leaders
Senior Leaders Ineffective
at Developing Rising Leaders
Impact of Coaching on Sales Professionals
Good coaching has a 19%
impact on performance against
sales targets


102% versus 83%
Performance Against Sales Targets (%)

Accenture’s Experience
120
100
80
60
40
20
0
Source: Corporate Executive Board, Sales Executive Council Research
involving 3000+ sales reps and managers, 2005-2007
Low Coaching
Effectiveness
High Coaching
Effectiveness
Coaching, Leadership, and Emotional Intelligence

67% of competencies differentiating extraordinary leaders are
“Emotional Intelligence” competencies. *

17 of 25 emotional intelligence competencies are highly or
moderately improved through co-active coach training.
* Daniel
Goleman, Emotional Intelligence
The Co-Active Coaching Model
Co-Active
Coaching
addresses
the whole
person
Building a culture of high performance
Putting clients first
Co-Active Coaching Impact
Collaborate as partners
Prioritize for greatest impact
Co-Active Coaching Impact
Co-Active Coaching Impact
Levels of listening
The core of the Co-Active model
Focus on “client’s agenda”
Articulate what’s going on
Big “A” vs little “a”
Powerful questions and listening
Building awareness of impact
Ability to shift perspectives
Act on our accountabilities
Make decisions faster
Co-Active Coaching Impact
Co-Active Coaching Impact
Naturally creative, resourceful
Focus on “clients agenda”
Holding high bar - challenging
Big “A” vs. little “a”
Structures for accountability
Awareness of impact
Choosing what to say “YES”
and “NO” to
Help others gain clarity
Empower leadership
Develop people
Co-Active Coaching Impact
Q&A
Shirzad Chamine:
Shirzad@thecoaches.com
The Coaches Training Institute: www.thecoaches.com