"For over 10 years Doug helped design and deliver Gillette's leadership development programs in the US, Europe, Asia Pacific and Latin America. The response to his work around the world was always outstanding. He delivers results."
Our mission in our executive coaching practice is to help leaders achieve positive, long-term, measurable changes in behavior. We have been coaching leaders of small, mid-size and large organizations for over three decades and have coached more than two hundred leaders during that period. Leaders who have benefited from our coaching process feel more connected to their firm; more committed to their jobs, increased alignment with the company's goals and are far better leaders of their people. Our coaching practice focuses on high potential leaders who are slated for C-Suite roles and need to develop or refine a few key competencies or behaviors as well as leaders who have major behavioral challenges and need to demonstrate significant change in a short period of time. In recent years we have increasingly been called upon to coach CEOs as the demands, challenges, complexities and stress experienced by these individuals continues to increase at a relentless pace.
We have provided executive coaching for a variety of purposes including:
- Development of high potential leaders
- Mergers or restructuring
- Changes in strategy or required competencies
- Succession planning
- Cultural alignment and other organizational change initiatives
- Improvement of underperforming executives
Our straight forward and highly effective coaching process has consistently delivered successful results for many leaders in a broad spectrum of business sectors and in more than 15 countries. We have had remarkable success in applying our methodology to coaching assignments in a number of Asian companies. Doug has coached CEOs and senior leaders based in Sri Lanka, India, China, Borneo, Malaysia, Vietnam, Indonesia, and Singapore in addition to numerous coaching assignments in the US and Europe.
By identifying specific behaviors to improve and choosing concrete methods of change, our eight step coaching methodology supports leaders in making positive and measurable behavior improvements. Our coaching process differs from other coaching models in that we:
- Focus on only 2-3 key behaviors to improve
- Structure a visible process that involves key constituents or stakeholders
- Tailor the coaching process to the needs of the organization and the leader
- Systematically measure progress
- Provide a "holistic" process including journal writing, selective reading, feed forward, etc.
- Align coaching with strategic business goals, values and challenges
Specifically, our coaching process consists of the following eight steps that are typically carried out over the course of six months to a year.
- Clarify purpose, ground rules and establish leader buy-in. The first step in the coaching process is to clarify and gain agreement on the purpose of the coaching process. Leaders are more responsive when they have a voice in setting their own goals, clarifying purpose, setting ground rules and being helped to "buy in" to the process.
- Gain agreement on outcomes and goals. Gaining agreement on the outcomes that are to be achieved in the coaching process is critical. Identifying and defining the characteristics and behaviors/practices that are important for a leader in his/her position is an important early step in the process. Gaining agreement on the outcomes of the coaching process and the importance of improving is key.
- Identify & enroll assessment contributors. The leader is involved in identifying a suitable set of contributors to assess the leader. It is important that the leader be involved in this step so that he/she accepts the assessment results as valid and will not be likely to dismiss or discredit the feedback.
- Implement assessment of current performance and competencies. The primary mechanism used to assess performance and effectiveness are in-depth interviews with direct reports, colleagues, boss and other relevant stakeholders and a 360 assessment survey. Psychometric tools and other diagnostic instruments are also used as needed and tailored to the individual.
- Identify and gain agreement on the highest priority behaviors requiring development. A thorough review of the analysis and findings from Step 3 are reviewed with the leader. The coach guides the leader to determine which two or three behaviors should be the focus of the coaching engagement and development process.
- Design development action plan.Development actions including specific, measurable behaviors are identified and a timeline and schedule are set by the coach and the client.
- Monitor progress and provide on-going feedback and guidance. Throughout the coaching process the client receives feedback, developmental guidance and support on a regularly established basis. Discussions and follow-up interviews with key stakeholders including the boss are among the tools used to monitor progress and provide on-going feedback to the leader.
- Review results and provide on-going support as needed. In addition to the informal follow-up conversations (leader-stakeholder, leader-coach, and occasionally stakeholder-coach) more formal methods of assessing progress, called mini-surveys, are conducted at the mid and endpoints of the coaching engagement. At the conclusion of the final assessment, the coach and leader determine how the leader can continue applying relevant elements of the coaching process without a coach as they identify new behaviors they want to improve.