Executive Coaching Melbourne

Most Executive coaching programs actually fail. They also usually cost a lot of money. There are a lot of ‘practitioners’ of executive mentoring and coaching who don’t really have the credentials they claim, or haven’t really been great people leaders themselves. Or, they are simply are poor teachers and guides.  Sometimes, there may just not be the chemistry between the mentor and ‘mentee’.

Our executive coaches and mentors have held senior positions – successfully – over many years in many different organisations – large and small, business and government.  They say that a path is formed by walking.  Our executive coaches and mentors have walked the path you are probably on right now – or have reached the crossroad you may be now at.

Use our experience, knowledge and perspective – do not ever feel as though you’re going through something that has not been experienced and overcome before.

At Stride Group our executive coaches and mentors are dedicated to improving your current performance as much as possible – through clarifying your ‘non negotiable’ objectives and setting you on a course of achievement and accountability.  We will also focus on longer and medium term options for your career – beyond what you may see right now.

We’re also your private, confidential sounding-board in times of change, stress, conflict – plus the inevitable ‘down times’.  We’re a professional friend, friendly ear and devil’s advocate – all in one…

 

The Stride Group 7-Step Executive Coaching Model

A Structured Methodology and Approach 

Developing ‘stars’ and capability at all levels are important components of business success. What should you look for when you want to grow your ‘stars’? Stride Group’s coaching succeeds because it is a customised, personal experience for the executive who is being coached. Objectives are realistic, implementation is immediate, and feedback is continuous.

Stride Group works one-on-one with each coaching participant to help them achieve the highest possible level of performance in the workplace. The primary focus of the coaching engagement is to achieve the goals and objectives for the participant. The secondary (yet still important) priority is to ensure that the needs of the organisation.

 

Performance Coaching & Talent Development in Business

Stride Group’s executive coaching process involves seven steps. This systematic methodology provides a structured model to measure and evaluate performance coaching results. Besides the structured model, we spend an extensive amount of dedicated time with the coaching participant. This provides the flexibility to adjust and customise the program to meet the specific needs of each participant.

Step 1: Establish coaching agreement. 
Coaching for talent development in business involves active communication between the coach, the coaching participant and other stakeholders. Therefore, the terms of the coaching contract, agreement and guidelines are agreed upon at the very beginning. Two things happen at this point:

1. We establish commitment from the organisation and from the person who will be coached so that clear guidelines are understood by all partners.
2. We discuss the importance of confidentiality in the coaching relationship. The information shared between coach and coaching participant is to remain private.

Step 2: Determine key stakeholders.
The stakeholders are identified and ongoing support for the coaching program is clearly agreed upon. The key stakeholders can come from the Human Resources Department, senior management, the participant’s immediate manager or sponsor. These stakeholders will:

• Show public support for the coaching program.
• Understand their specific roles in the coaching engagement.
• Be extra attentive to the coaching participant’s growth and talent development.
• Be actively involved and demonstrate commitment to the coaching program, the coach and the participant.

Step 3: Collect Assessment Data & Feedback 
Information gathering involves collecting feedback from the coaching participant, sponsors, 360-degree data and performance reviews. This comprehensive process will help design a developmental plan that is customized for that particular executive. Information is gathered from:

• Existing and past performance reviews.
• Interviews with key stakeholders, direct reports, supervisors, immediate boss, peers and Human Resource Department
• Customized 360-degree feedback interviews (with coaching participant’s manager, senior management, direct reports, and/or peers).
• Shadowing and observing the leader in his/her work environment.
• Coach’s welcome packet filled out by the participant. This includes questions designed to understand him/her better, including goals, objectives, expectations, career history.

Step 4: Identify coaching objectives. 
We identify the most important objectives and specific performance goals for the coaching relationship. A measurable action plan is developed identifying the key behaviours to be changed and outlining specific metrics to be achieved. Designing objectives and metrics at this stage assures that the benefits are clearly achieved and the return on investment is known. We do this by:

• Identifying the three highest priority objectives.
• Developing a concrete, measurable, outcome-based action plan.
• Agreeing on expectations, commitments, timelines, ground rules and alignment of objectives.

Step 5: Implement Action Plan.
At this stage we implement the required actions and behaviour changes so the desired results will be achieved.

• The coach provides the necessary support through formal coaching sessions and daily e-mail check-ins between the scheduled telephone sessions.
• The coaching participant commits time to the agreed-upon assignments and action items.
• Bosses and/or key stakeholders are involved when appropriate and are kept informed of the progress.
• The coaching participant fills out a post coaching form after every session in order to facilitate direction, clarity of action, and next steps. These post coaching forms provide an excellent method of tracking the value and benefits gained from the coaching program.

Step 6: Provide progressive review and feedback 
A monthly informal review of the coaching process is conducted. The coaching participant meets with his/her manager to:

• Share progress, outline areas still in need of improvement and ask for support.
• Gain feedback from the manager and discuss solutions to meet the coaching objectives.
• Provide feedback on the coaching program and success with the coach.

Complete informal reviews are conducted during the third and sixth months. During these informal reviews feedback is collected from follow-up conversations with the key stakeholders to identify what changes have taken place and what still needs improvement.

Step 7: Deliver post-coaching follow-up. 

At the end of the coaching engagement, a review of the entire engagement takes place.

• During the last formal coaching session, the coaching participant will prepare and discuss a one-page overview of what has been learned and key action steps to continue the progress achieved.
• After the last session, the key stakeholders, immediate boss and human resources will participate in a close-out meeting. They will review the success achieved, create a future action plan, and identify the type of support and resources necessary to continue the executive’s development.
• After the formal coaching sessions have ended, continued and less frequent sessions may be scheduled.
• One free post coaching follow-up meeting will be scheduled to check in with the progress of the participant. This follow-up occurs 6-8 weeks after the completion of the coaching engagement.

 

The Business Case for Executive Performance Coaching: Investing in Talent

Many of the world’s most admired corporations, from GE to Goldman Sachs, invest in coaching. Annual spending on coaching in the US alone is estimated at roughly $2 Billion Dollars.

The Seven-Step Talent Development process is a structured, clearly defined and methodical program. The financial value of the program can be easily documented. Funding for an executive coaching engagement comes from either the participant’s department budget or from Human Resources. These stakeholders expect to see specific, visible outcomes that produce business results for the company.

The process starts with an analysis of the current state of performance for the coaching participant. After this information is gathered, the objectives and action plan are created. Next, we determine the key stakeholders who will show support and be actively involved in the employee’s talent development. This creates an accountable and dedicated community around the participant which will accelerate reaching the stated objectives.

To achieve the maximum amount of impact and value from your the executive coaching program, the objectives must be linked with senior management and the company’s overall organisational needs. The most successfully executed coaching engagements work in partnership with the organisation, its stakeholders, and the coaching participant.

Tangible results occur and the outcomes impact the bottom line of the organisation.