(Date) Leadership Coaching Playbook
(Date)Leadership CoachingPlaybook For (NAME), sionofPriorConsultingLLC.Thankyou.
(Example) Leadership Coaching Goals1. After being promoted to group executive, the leader will re-frame relationships with peers.Measurement: Roles and responsibilities will be clearly defined and executed. A set of team goals will be established. The leader will provide clear direction and expectations for former peers.2. Shift Producer/Manager/Leader mindset and workload to meet the challenges of theorganization: spend more time leading, less time producing.Measurement: An analysis of the activities in the Coachees’ calendar will take place atthe beginning and end of the coaching relationship to determine thepercentage of time allocated between the activities of producing,managing and leading. The delta will be measured.3. Develop confidence and presence as a leader. Envision and implement this leadership“brand.”Measurement: 2 of 7 lisa@priorconsulting.comThe delta in perceptions of the leader’s confidence and “presence” will bemeasured through interview/on-line assessment at the beginning andend of the coaching relationship.
Coaching Confidentiality GuidelinesCoaching is a learning process. Trust and confidentiality are at the heart of an effective coachingrelationship. Coachees, their managers, and other key stakeholders need to be able to shareobservations and insights freely with the coach and one another without fear of repercussion.This set of confidentiality guidelines is intended to help all participants of the 360 feedbackprocess be sensitive to the confidentiality issues from each other’s point of view. All data gathered about a Coachee (stakeholder interviews, assessmentresults etc.) are confidential and “belong” to the Coachee. The coach and theCoachee will review this data and determine what level of detail is shared with theirmanager. Coachees are expected to share the following with their managers: headlinesabout their learning from the assessments, their coaching goals, and eventually theirdevelopment plans. All conversations with a coach are confidential. This includes stakeholderinterviews, conversations with partners, peers, direct reports, managers and others. Theonly exception is that a coach may be required to reveal to appropriate members of theorganization or legal authority, any information regarding illegal or unethicalimproprieties or circumstances that pose physical or emotional threat to any individual,group or organization. The coach will work within the organization’s proprietary andconfidentiality guidelines and adhere to the company values. Organizational information is kept confidential unless it is otherwise publicinformation. The coach will have access to Coachees’ performance, development, andfeedback-related information with the employee's knowledge.3 of 7 lisa@priorconsulting.com
Norms and Principles for 360 Feedback All assessment results belongs to the Coachee unless other arrangements are made at thestart of the coaching relationship. Coachees will be encouraged to share highlights withmanagers and stakeholders. We will assume that we all agree to these guidelinesas we proceed forward. The purpose of the 360 is to hear feedback on leadership style and effectiveness. Thefollowing are example questions that can be answered through a 360 assessment:oWhat would enhance my leadership capabilities?oIs this the right role for me or should I consider a non-management role?oWhat would it take for me to be the kind of leader people would choose towork for?oWhat do I do right that I should keep doing or build upon?oWhat do I do wrong that I should stop doing?oWhat do I not currently do that I should start doing?oWhat do people need from me as a leader?oHow do others perceive I am allocating my time between the activities ofproducing, managing and leading?Before briefing clients on feedback results, remember these principles of hearing 360feedback: Remember that the goal of this exercise is to listen to your raters. Resist the temptation to ask, "Who said that?" Resist the temptation to say, "I know who said that." Protect the integrity of this process when you leave here today.4 of 7 lisa@priorconsulting.com
Executive Coaching Process: ApproachStepsTimeframeI. Preparing for the Coaching ProcessTBD1. Clarify purpose of coaching2. Create a common picture of success3. Prepare for first meeting with new staff (identify key messages;approach, etc.)II. Assessing Development NeedsTBD1. Conduct needs assessment (2.5 days)2. Meet with supervisor/other stakeholders3. Assessment Toolsa. Myers-Briggs Type Inventory (MBTI)b. Hogan Assessment Suitec. Leadership Versatility Index (LVI)4. Stakeholder Interviews (10-15)a. Direct supervisorb. Peersc. Direct reportsd. Customerse. Other stakeholders5. Review key documentsa. Goals and objectives for the job/roleb. Other needed documents6. Write the report (up to a day)Executive Coaching Process: Approach, continues on next page5 of 7 lisa@priorconsulting.com
Executive Coaching Process: Approach,continuedStepsIII. Establishing Goals and Development PlansTimeframeTBD1. Deliver the report2. Develop action steps/coaching planIV. Implementing and Coaching to the PlanTBD1. Implement coaching planV Measuring Success1. Finalize the coaching process; evaluate outcomes2. Administer follow-up survey to3. Meet with Coachee to deliver final, follow-up survey results andprepare for final meeting with the manager and coach.4. Meet with Coachee and manager to finalize IndividualDevelopment Plan and help prepare the manager to support theCoachee.6 of 7 lisa@priorconsulting.comTBD
Worksheet: Insights and ActionsMeeting Date:1. Before the meeting: preparing for the conversation nversation? Whatoutcomesorinsightsareyouhopingtoachieve?2. During the meeting: insights and notes from the conversation3. After the meeting: next 2.3.7 of 7 lisa@priorconsulting.com
Executive Coaching Process: Approach, continued Steps Timeframe III. Establishing Goals and Development Plans TBD 1. Deliver the report 2. Develop action steps/coaching plan IV. Implementing and Coaching to the Plan
playbook, Offensive Formation playbook, Defensive Formation playbook and Drills click the Database Selector pull down list. Creating a New Playbook File There are two ways to make playbook files. 1. File New Playbook File will start you off with a blank playbook or 2. File Save Playbook
training and can present risks to their coaching business. There are specific coaching niches such as substance abuse recovery coaching or ADHD coaching where the coach has specialized training to address the client's distress and in those circumstances, it may be appropriate for them to begin coaching at this level. 2. Resilience Coaching
Coaching program flow This is a generic coaching program flow that can be tailored to organisational and individual needs. Typically coaching programs are six months (nine hours of coaching) or 12 months (15 hours of coaching). Coaching Approach Overview and outcomes In my approach, responsibilities are shared. The coachee drives responsibility
Contents. Introduction 2 Part 1: Coaching - the current position 3 Part 2: Defining and demystifying coaching 11 Part 3: The key players in the coaching relationship 18 Part 4: Making the case for coaching 23 Part 5: Preparation and setting the scene 29 Part 6: Choosing the right coach 32 Part 7: Coach selection and matching 38 Part 8: Managing the onward coaching engagement 46
P Coaching con PNL. P Los anclajes en la sesión de coaching. P 2019 Niveles lógicos. P Creencias poderosas y limitantes. P Las posiciones perceptuales en la sesión de coaching. P Integrando las técnicas básicas de PNL en la sesión de coaching. Tema 8 14 y 15 de junio de 2019 Coaching en las organizaciones educativas y coaching de grupos y .
P Coaching con PNL. P Los anclajes en la sesión de coaching. P 16 Niveles lógicos. P Creencias poderosas y limitantes. P Las posiciones perceptuales en la sesión de coaching. P Integrando las técnicas básicas de PNL en la sesión de coaching. Tema 8 29 Y 30 DE MARZO DE 2019 Coaching en las organizaciones educativas y coaching de grupos y .
sional one-to-one business coaching. This was deliberately chosen as it is the most visible and well-known coaching form so far in the corporate world and thus was a valid starting point. However, it is only the starting point. Next time, there will be much more coverage of other coaching forms (e.g. coaching leadership style, coaching culture,
randomized controlled trial. The coaching program was part of a coaching club established for the purposes of this study. The coaching group took part in a 24-session evidence-based coaching program (teacher-facilitated) that included topics such as goal setting, leadership skills, coaching, and personality types. Pre- and post-measures were .
