Executive Coaching
A Case Study
Chicago
Industrial/Organizational
Psychologists
October 31, 2003
John F. Blattner, Ph. D.
Coaching Model
Connect
Clarify
Commit
Coaching Model
Highest
Function
Connect
Clarify
Commit
Effective Coaching Outcomes
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Awareness
Purpose
Competence
Well-Being
These outcomes are critical to creating higher
functioning people that have adaptability, vitality,
passion and the willingness to go the extra mile.
Mike Jay
Identify
Situations
Take
Action
Review
Plan
Generate
Alternative
Ideas
Make
a Plan
Skills and Abilities
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•
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Listening
Observing
Discerning
Modeling
Delivering
Process of Coaching
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Feedback
Questions
Statements
Challenges
Ideas
Case Study
Background
Terry was President of a business unit for a
global organization headquartered in Asia a
colleague referred him. Terry at that time was
experiencing considerable anxiety and
tension. Our initial session was spent in
establishing contact and discussing the
parameters of coaching. He indicated he had
an interest in pursuing a career change and
improving his personal life.
Goals
What brings you to coaching?
• Lack of fulfillment in current position
• High anxiety - mild depression
• Unable to enjoy time away from work.
What do you want?
• Improved level of gratification
• More freedom
• Product, Service, A company, I can be
excited about.
Goals
Three-Month Goals
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Clarify work possibilities
Increase my courage and confidence
Explore “balance”
Examine my financial tendencies
To feel better - mentally, physically.
Goals
Six to Twelve Months Goals
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New job
Increased energy level
Ability to sleep
Have more fun.
Skills to Work On
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Leading others
Delegating
“Balance”
Celebrating
Discovering my purpose
Having courage.
Assessment
Disc Scores
Natural
Adapted
Dominance
(D)
21
34
Influencing
( I )
84
71
Steadiness
(S )
84
65
Compliance
(C )
52
65
Descriptors
Extraverted
Dominance
Demanding
Egocentric
Influencing
Effusive
Inspiring
Driving
Ambitious
Pioneering
Strong-willed
Forceful
Determined
Aggressive
Competitive
Decisive
Venturesome
Magnetic
Political
Enthusiastic
Demonstrative
Persuasive
Warm
Convincing
Polished
Poised
Optimistic
Inquisitive
Responsible
Trusting
Sociable
Conservative
Calculating
Cooperative
Hesitant
Low-Keyed
Unsure
Undemanding
Cautious
Reflective
Factual
Calculating
Skeptical
Mild
Agreeable
Modest
Peaceful
Unobtrusive
Logical
Undemonstrative
Suspicious
Matter-of -Fact
Incisive
Pessimistic
Moody
Critical
Introverted
Steadiness
Phlegmatic
Relaxed
Resistant to Change
Nondemonstrative
Passive
Patient
Possessive
Predictable
Consistent
Deliberate
Steady
Stable
Compliance
Evasive
Worrisome
Careful
Dependent
Cautious
Conventional
Exacting
Neat
Systematic
Diplomatic
Accurate
Tactful
Open-Minded
Balanced Judgment
Mobile
Active
Restless
Alert
Variety-Oriented
Demonstrative
Firm
Independent
Self-Willed
Stubborn
Impatient
Pressure-Oriented
Eager
Flexible
Impulsive
Impetuous
Hypertense
Opinionated
Unsystematic
Self-Righteous
Uninhibited
Arbitrary
Unbending
Careless with Details
Obstinate
Areas for Improvement
• Be so enthusiastic that he can be seen
superficial
• Make decisions based on surface analysis
• Trust people indiscriminately if positively
reinforced by those people
• Be unrealistic in appraising people-especially if the person is a “friend”
• Be optimistic regarding possible results of
his projects or the potential of his people
• Be too verbal in expressing criticism
• Overestimate his ability to motivate people
or change others’ behavior.
Initial Phase
Terry during the Initial 1st Phase
• Completely and totally frustrated in his current
position as Business Unit President.
• He was getting virtually no satisfaction on the
job. In the past he would compensate by
expending more time and energy at work. This
was no longer working for him.
• Sunday nights were normally without sleep.
Initial Phase (continued)
Terry during the Initial 1st Phase
• If he would leave his current position, or worse,
be fired, he was worried about failing in a new
position and what others would think of him.
• He couldn’t really remember the last time he just
went out and had fun with friends. Vacations
were not fun either with much of time spent
thinking about returning to work and the dread
that accompanied it.
• He was miserable in his occupation, and although
tired and frustrated, he had a resolve to
understand why and the determination to make
changes.
Middle Phase
Terry during the Middle 2nd Phase
• Terry was re-energized as he readied to start a
new job with a new company.
• He as immediately faced with his first staff
meeting and planned to prepare a detailed
presentation for his new staff on his background,
management style, goals and objectives
Middle Phase (continued)
Terry during the Middle 2nd Phase
• The deep technical nature of the new product line
was extremely difficult for Terry to grasp. He
planned to devote evenings and weekends to
study.
• Self doubt began creeping back into Terry’s mind
as he felt overwhelmed by the new technology,
some problem staff members and fear over what
superiors, peers and subordinates were thinking
about him.
Final Phase
Terry during the Final Phases
• The highly technical nature of the product line
combined with the engineering personnel he regularly
encountered at customers continued to cause Terry
anxiety although less than 6-12 months earlier.
• It became clear he would have to fire 2 staff members
and this was causing some anxiety.
• Terry was having fun again in his personal life
spending evenings and weekends with friends and
family. He wrestled with the fact that if he devoted
more personal time to studying the products and
sales strategies that maybe he would have less
anxiety at work.
Terry’s Perspective
“Having a coach provided me with an unbiased third
party to discuss difficult career and work related
issues. Furthermore, as the trust and relationship was
built over time, I was at ease discussing my work
related fears, problems and possible resolutions that I
would otherwise been unable to explore and with
friends, colleagues or family members. Over time, I
often felt I had a private business tutor giving me a
significant edge over my contemporaries.
Terry’s Perspective
In our coaching sessions, I was given a much broader
perspective on the possibilities that are available to
me in my professional and personal life. I knew for a
long time I was miscast in my earlier career and
struggled with how to understand and change it. By
focusing on my strengths and the limitless
opportunities available, raising my courage and selfesteem to affect positive change became reality.
Terry’s Perspective
I specifically struggled with fear and anxiety in certain
aspects of my professional life. By continually visiting
this issue during the coaching sessions I am now
much more satisfied with doing my best and accepting
the outcome verses doing my best and worrying if it’s
good enough.
Terry’s Perspective
My personal life is now much more satisfying as I have
energy left over to enjoy it. I’ve learned that energy
drain is not synonymous with being responsible for a
job or task. I’ve learned how to recognize energy drain
and avoid it while getting the job done to a high
standard. And if that’s not good enough . . . Tough
Sh*t!”
Coaching Bibliography
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Vol. 53, No. 4, 240-250.
Goleman, D. (1998). What Makes a Leader? Harvard Business Review. Nov-Dec, 93-102.
Kaplan, R.E. (1999). Internalizing Strengths: An overlooked way of overcoming weaknesses in
managers. Greensboro, NC: Center for Creative Leadership.
Kampa-Kokesch, S. & Anderson, M. (2001). Executive Coaching: A Comprehensive Review of
the Literature. Consulting Psychology Journal, Vol. 53, No. 4, 205-228.
Landsberg, M. (1977). The Tao of Coaching. Santa Monica, CA: McKinsey & Company, Inc.
Lombardo, M. & Eichinger, R. (1996). For Your Improvement: A Development and Coaching
Guide. Minneapolis, MN: Lominger Limited, Inc.
Perterson, D., & Hicks, M. (1996). Leader As Coach. Minneapolis, MN: Personnel Decisions,
Intl.
Saporito, T. (1996). Business-Linked Executive Development: Coaching Senior Executives.
Consulting Psychology Journal, Vol. 48, No. 2, 96-103.
Schein, E. (1999). Process Consultation Revisited. Addison-Wesley Publishing Companuy.
Senge, P. (1990). The Leader’s New Work. Sloan Management Review, Vol. 32, No. 1, 7-21.
On-Line Course: Coaching for Results. Harvard Business Review, 2002. Contact 800-795-5200
for domestic participants or 617-783-7878 for international participants.
John F. Blattner, Ph. D.
1000 Maple Ave.
Downers Grove, IL 60515
630-968-5950
(Fax) 630-968-1933