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Executive Coaching for Leaders

Executive Coaching for Leaders. Case Study. Carollyne Conlinn, MCC. Catherine Clement City of Vancouver. City of Vancouver challenges. Diverse porfolio/multiple priorities Minimal resources and heavy workloads Many major initiatives 2010 Winter Games Significant growth/development in city

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Executive Coaching for Leaders

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  1. Executive Coaching for Leaders

  2. Case Study Carollyne Conlinn, MCC Catherine ClementCity of Vancouver

  3. City of Vancouver challenges • Diverse porfolio/multiple priorities • Minimal resources and heavy workloads • Many major initiatives • 2010 Winter Games • Significant growth/development in city • New political directions • Competition from other employers

  4. Why executive coaching? • Develop leadership capacity • Retain talent • Become employer of choice

  5. Distinctions of executive coaching • Experiential “just-in-time” • Individualized leader development • Provides conceptual frameworks • Encourages rigorous thinking • Challenges “learning edge” • Builds leadership capacity Sarah Evans, Malt Thesis, RRU 2007

  6. Participants selected • 15 middle level managers • Top contributors • Ready for next level of seniority • Nominated by their senior managers

  7. Control Group • 15 managers were assigned a coach • 10 managers (control group)

  8. City’s leadership competencies • Personal values • Adaptability • Innovation & initiative • Understanding others • Collaborating • Coaching & developing others • Communication • Service orientation • Planning & organization • Decision Making & accountability

  9. Process – the beginning • Managers in both groups self assess on 15 leadership attributes

  10. Self-rated on… Personal Excellence Innovation and Initiative • Contribute useful ideas • Initiate organization change to incorporate innovations

  11. Self-rated on … Working Together Coaching and Developing Others • Identify talent and recognize performance Collaborating • Demonstrate understanding of own role in relation to others Communication • Communicate clearly • Communicate with intent • Communicate to ensure understanding by others • Communicate to achieve goals • Communicate to meet the complex demands of the situation

  12. Self-rated on … Getting Things Done Service Orientation • Demonstrate accountability Decision Making and Accountability • Use personal experience and facts to make sound decisions • Use broader/additional information as input to decision making • Probe beyond stated situation to identify underlying issues • Hold self and others accountable for decisions and actions • Apply judgment and make decisions in complex situations

  13. Desirable qualities in a coach • Professional background & experience • Communication skills • Presence & belief system • Process & commitment to action • Big picture thinking • Collaborative learning Sarah Evans, Malt Thesis, RRU 2007

  14. Model of coaching The Excelerator Coaching™ Framework

  15. Process – the middle • Coachees given: • Orientation session • Communications style self assessment • 2 coach bios from which to select • 10 hours of coaching, via phone, over 6 months • Early 3-way interview with coachees, their bosses and the coach

  16. Process - the end • Managers in both groups once again self assess • Followed by in-depth interviews with: • Coached participants • Bosses • Coaches

  17. General Findings • Positive experience • Participants spoke highly of their coaches • Process not considered a burden • Coachees and managers valued an external person • Both recommend continuing program • Improvements suggested only to process

  18. Coachees – Pre and Post • Coachees rate themselves higher on 13 items after coaching. • Biggest gains: • Understanding Others • Decision Making and Accountability • Communication and Service Orientation also had multiple increases.

  19. A a A a A Coachees – Pre and Post

  20. Comparison to control group • Managers with coaches rate themselves higher than the control group on all 15 items after coaching.

  21. Comparison to control group

  22. Participant’s impressions “This is a great program. I commend the City. It is more valuable than any other course I have taken”

  23. Managers’ impressions “This is a valuable tool. It is pretty darn important to provide armature to people being promoted into leadership.”

  24. Benefits to the City • Productivity improvements • Retention • Succession • Supplement to City training programs • Other unexpected impacts • Felt more pragmatic • See the whole not just the parts • Helped with specific situations

  25. Lessons learned? • Simplify competency profile • Simplify information package • Include bosses in orientation • Offer flexible coaching opportunities • frequency, amount of time, etc. • Allow participants to either self select or be sponsored.

  26. City to integrate coaching • City has scheduled leaders feedback session • New group already identified for coaching • Coaching to be embraced by the City in a number of ways (e.g., “Great Question Game™”)

  27. Questions

  28. Thank you Contact us at: • Carollyne Conlinn • 604-882-9986 • cconlinn@exceleratorcoaching.com • Catherine Clement • 604-873-7270 • catherine.clement@vancouver.ca

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