The Coaching Organization; A Strategy for Developing Leaders

by James M. Hunt

• ISBN13: 9781412905763
• ISBN10: 1412905761
• Format: Paperback
• Copyright: 2006-08-03
• Publisher: SAGE Publications, Inc

Summary

The Coaching Organization provides an organizational perspective on how coaching can become part of an organization's culture. The book offers "best practices" that will help organizations deploy developmental coaching on a large scale to drive leadership and employee effectiveness. The popularity of coaching in organizations is enormous. However, coaching initiatives are often deployed on an ad hoc and unmanaged basis and as such often yield disappointing results. The Coaching Organization provides a guide for the strategic management of coaching initiatives, including executive coaching, internal coaching, coaching by managers and peer coaching, so as to maximize their impact and value. Using case studies from organizations such as Whirlpool, Wachovia, Children's Hospital Boston and Citizens Financial Group, as well as entrepreneurial ventures the authors, respected academics in the fields of employee and leadership development, describe how both large and small organizations leverage relationship based, on the job learning and offer insights that executives, line managers, human resource and organizational effectiveness professionals as well students will find actionable.

Table of Contents

Preface	xi
Acknowledgments	xv
1. The Coaching Organization?	1	(26)
Should Leaders Develop an Internal Coaching Capability in Their Organizations?	3	(3)
An Organizational-Level View of Coaching	6	(5)
Case 1.1 Learning From an Executive Coaching Intervention	10	(1)
The Coaching Organization	11	(4)
Box 1.1 The Zone of Execution	11	(4)
An Organizational Coaching Capability	15	(7)
Coaching Managers	16	(1)
External Expert or Executive Coaches	17	(3)
Internal Expert Coaches	20	(1)
Peer Coaching	21	(1)
A Coaching Capability "Infrastructure"	22	(5)
Organizational Assessment 1.1 The Coaching Value Proposition	23	(34)
Box 1.2 The Coaching Value Chain in Your Organization—Sample	24	(3)
2. An Overview of Developmental Coaching	27	(22)
The Goals of Developmental Coaching	28	(5)
Case 2.1 The "Anti-Coach"	30	(1)
Case 2.2 Everything Is Changing	31	(1)
Case 2.3 One Too Many Résumés	32	(1)
Developmental Coaching and Other Forms of Coaching and Counseling	33	(2)
Formal and Informal Coaching	35	(2)
The Core Elements of Developmental Coaching	37	(2)
Box 2.1 Core Elements of Developmental Coaching	38	(1)
A Goal-Directed, Willing, Effective Coachee	39	(1)
A Developmental Coach	39	(3)
Box 2.2 The Dreyfus Model of Skill Acquisition	40	(2)
A Coaching-Friendly Context	42	(1)
A Learning Opportunity	43	(1)
A Coaching Relationship	44	(1)
The Coaching Dialogue	44	(1)
Feedback	45	(1)
An Opportunity to Keep Learning	46	(1)
Summary	47	(2)
3. The Coaching Organization Assessment	49	(36)
Organizational Assessment 3.1 The Coaching Organization Assessment	51	(6)
Box 3.1 The Coaching Organization Assessment Exercise	51	(6)
The Cultural Context	57	(7)
There Is an Adequate Level of Trust	57	(1)
Employees Are Viewed as Ends Rather Than as Means to an End	58	(1)
Relationships Are Valued	59	(1)
Learning Is Valued	59	(1)
Those Facing Challenges Should Seek Out Guidance	60	(1)
Organization-Specific Knowledge Is Valued	61	(1)
Management Is Valued	62	(1)
Performance and Performance Management Are Valued	62	(1)
Diversity Is Valued	63	(1)
Innovation Is Valued	64	(1)
Total Quality Management and Continuous Improvement Are Valued	64	(1)
The Business Context	64	(3)
The Business Strategy Requires Learning	65	(2)
The Human Resource Management Context	67	(6)
Talent Is Critical to the Organization's Success	67	(1)
Human Resource Management Practices	68	(3)
Supporting Strategic Human Resource Development Practices	71	(2)
Organizational Experiences With Coaching	73	(4)
The Coaching-Friendly Organization	77	(1)
Overview of Biotech	78	(3)
Box 3.2 The Coaching Organization Assessment at BioTech	80	(1)
A Coaching Initiative At BioTech?	81	(4)
4. A Strategic Approach to Coaching	85	(14)
The Need for a Coaching Strategy	86	(2)
Box 4.1 Coaching Initiative Outcomes That Promote a Sustainable Organizational Capability	88	(1)
Outcomes That Support a Growing Coaching Capability	88	(7)
Case 4.1 Was That Really Coaching?	89	(1)
Case 4.2 I Couldn't Believe What I Was Able to Accomplish!	90	(5)
A Comprehensive Assessment of a Coaching Initiative	95	(4)
Box 4.2 Alternative Coaching Initiative Outcomes	95	(4)
5. Driving Strategic Transformation Through Executive Coaching at Whirlpool	99	(20)
Coaching and Leadership Development Challenges	101	(1)
Leading the Whirlpool Enterprise: The Leadership Model	102	(5)
Box 5.1 The Whirlpool Leadership Model	103	(4)
Box 5.2 LWE External Coaching Support Program Flow	107	(1)
The Context for Coaching at Whirlpool	107	(1)
The Management of Coaching in LWE	108	(2)
Coaching Practices in LWE	110	(1)
The Experience of Coaching in LWE	111	(5)
Lessons Learned at Whirlpool	116	(3)
6. Building and Leading a Coaching Capacity	119	(26)
The Need for Leadership	120	(1)
The Organizational Evolution of a Coaching Capability	120	(6)
Why on Faith Alone?	126	(4)
Box 6.1 Athletic Coaching Versus Psychotherapy	128	(2)
The Rise and Role of the Coaching Practice Manager	130	(7)
Box 6.2 The Tasks of the Coaching Practice Manager	130	(2)
Case 6.1 The Management of Executive Coaching at Omgeo	132	(5)
Managing the Coaching Capability	137	(7)
Before Coaching	137	(1)
Educating and Aligning Key Stakeholders	138	(1)
Qualifying Coaches	139	(2)
Orienting Coaches	141	(1)
Assessing the Need for Expert Coaches in Individual Cases	141	(1)
Matching Coaches and Coachees	142	(1)
Supporting Ongoing Coaching	143	(1)
Coordinating Coaching and Related Employee or Leadership Development Activities	143	(1)
Measuring Results	144	(1)
Closing Thoughts on the Management of the Coaching Capability	144	(1)
7. The Internal Coaching Capability	145	(20)
What We Mean by "Expert" Internal Coaches	146	(1)
Why Expert Internal Coaching?	147	(7)
Case 7.1 Sam the Coach	150	(1)
Case 7.2 The Management Effectiveness Business Partner	151	(3)
Critical Issues in Building an Effective Internal Coaching Capability	154	(9)
The Purpose of the Internal Coaching Program	154	(2)
Selection of Internal Coaches	156	(4)
Box 7.1 International Coach Federation Competencies	158	(1)
Box 7.2 NASA Competencies for Internal Coaches	159	(1)
Guidelines for an Internal Coaching Practice	160	(1)
The Ongoing Development of Internal Coaches	161	(2)
The Results: Do Well-Run Internal Coaching Programs Yield Different Outcomes?	163	(2)
8. The ELP Internal Coaching Program at Wachovia Corporation	165	(14)
The Wachovia Executive Leadership Program	166	(1)
The Decision to Build an Internal Coaching Capability	167	(1)
Program Design Elements	168	(2)
Box 8.1 The Wachovia Executive Leadership Model	168	(2)
The Internal Coaches	170	(2)
Training and Support for the Internal Coaching Cadre	172	(2)
Box 8.2 ELP Coach Development Process	172	(2)
Box 8.3 Phases of the 360-Degree Debrief Coaching at Wachovia	174	(1)
Ongoing Support and Development of ELP Coaches	174	(1)
Comments on Being an Internal Coach From HR	175	(1)
Evaluation of the Program	176	(3)
9. Building a Coaching Manager Capability	179	(10)
Can Managers Coach Developmentally?	180	(1)
The Major Differences	181	(4)
The Coaching Contract	181	(1)
The Coaching-Friendly Context	182	(1)
Assessment	182	(1)
The Ongoing Coaching Process	183	(1)
Accountability for Results	184	(1)
Expert Coaching Versus the Coaching Manager: An Assessment	184	(1)
The Competencies of the Coaching Manager	185	(1)
Self-Awareness	185	(1)
Promotes Learning	185	(1)
Communications	185	(1)
Accessibility	185	(1)
Listening	186	(1)
Creates a Trusting Environment	186	(1)
The Perfect Manager?	186	(1)
The Organizational Context and the Management of Role Conflicts	186	(2)
Organizational Readiness	188	(1)
10. The Coaching Manager in Nursing	189	(16)
Children's Hospital Boston and the Department of Nursing	189	(1)
A More Realistic View of Nursing Leadership	190	(2)
Building Leadership Through Coaching: The Coaching Initiative	192	(2)
Box 10.1 Coaching-Skills-Building Curriculum	193	(1)
Nurses' Evaluation of the Coaching-Skills-Training Components	194	(1)
Customizing the Coaching-Skills Training	195	(5)
Hiring the Right People	195	(1)
Defining Success	196	(1)
Establishing a Coaching-Friendly Context	196	(1)
Working With a Coachable Coachee	197	(1)
Maintaining a Coaching Mind-Set	197	(1)
Stopping the Action and Starting a Coaching Dialogue	197	(2)
Observing Effectively and Providing Balanced Feedback	199	(1)
Defining Next Steps and Following Up	199	(1)
Follow-Up, Post–Skills Training	199	(1)
Some Additional Lessons	200	(3)
Developmental Coaching Must Leverage the Work	201	(1)
Developmental Coaching Shouldn't Create More Work	201	(1)
Developmental Coaching Ultimately Involves a New Way of Relating to Old Problems	201	(1)
Developmental Coaching Can Represent a Means of Reaching Groups of Previously Ignored but Talented Individuals	202	(1)
Developmental Coaching Skills Can Be Useful in Dealing With a Variety of Relationship Challenges	202	(1)
Conclusion	203	(2)
11. Peer Coaching at Citizen's Financial Group (CFG)	205	(10)
The Advanced Leadership Development Program at Citizens	206	(4)
The Value Proposition for a Successful Peer Feedback System	210	(2)
Box 11.1 Peer Coaching at Millennium Pharmaceuticals	210	(2)
The Formula for a Successful Peer Coaching Program	212	(1)
Peer Coaching as a Follow-Up Strategy to Executive Education	213	(1)
Box 11.2 Phases of Peer Coaching in Executive Education Programs	214	(1)
Feedback Is Not Always Easy, Even From a Peer	214	(1)
Concluding Remarks: The Frontiers of the Coaching Organization	215	(2)
References	217	(6)
Appendix A: The Competencies of the Expert Executive Coach	223	(10)
Appendix B: The Coaching Manager Self-Assessment	233	(6)
Index	239	(8)
About the Authors	247	(2)
About the Contributors	249