INSEAD Library

Includes bibliographical references and index

Digitized

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