Coaching

COACHING FOR ORGANISATION DEVELOPMENT Coaching

a perspective to nurture growth

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COACHING FOR ORGANISATION DEVELOPMENT Conference Agenda

Day 1 – (5-Aug-2011)

Welcome Address

Santosh Babu , CEO, OD Alternatives
Keynote Address : Executive Coaching – The new Paradigm

As organization in India grows and mature, the importance of coaching is assuming greater
importance. CXO’s and middle management need to be made aware of the benefits of the same.

Pramath Raj Sinha – Founding Dean ISB, Ex – partner McKinsey, CEO , 9.9 Media
Session 1 : The Anatomy of Executive Coaching

Having a common understanding of “What is Coaching” and “What is Executive Coaching”. How it is
distinct from teaching, mentoring, managing, consulting, therapy etc. Underlying principles and
philosophies of modern day coaching.

Peter Reding , MCC, Co-founder of Coach for Life
Session 2 : Developing the Leadership Potential : How Coaches can help the organization ?

This session is focused in sharing insight on how coaching can help middle and senior leadership to
discover and fulfill their highest potential.

Dr. Karunakar, Director NMIMS Hyderabad, Mr. P Dwarkanath – Group HR Head, Max India
Panel Discussion : Coaching : Drawing a Roadmap for Self and for the Organisation

Executive Coaching needs to be a well thought, planned process. This session focused on practical
insights and applications on drawing up plans to introduce executive coaching in the organization.

N S Rajan, Partner and Global Leader – People & Organization, Ernst & Young
Arun Sehgal, Executive Vice President-HR, GlaxoSmithKline Consumer Healthcare
Session 3 : Coaching for Organization Transformation

This session focused on some insights on how coaching can create organizations to transform some of
their business processes.

Gautam Kumra – Director, McKinsey, Daljit Singh – President Stategy & OD, Fortis

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COACHING FOR ORGANISATION DEVELOPMENT Day 2 – (6-Aug-2011)

Hands On : Deeper Understanding and Experience the Power of Coaching
A true experience in real Coaching session and a live demo in doing a coaching with a two way role
play as a Coach and Coachee. Exposure to Coaching tools and techniques.
Peter Reding
Session 4 : Contracting Guidelines
Who does what ? Role delineations. Coach, Client, Sponsor. What is confidentiality and is it held to ?
Integrate with used assessments ?
Peter Reding
ODA Coaching Survey analysis – a Special Report

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COACHING FOR ORGANISATION DEVELOPMENT Executive Coaching – The new Paradigm KEY NOTE

Pramath Raj Sinha – Founding Dean ISB, Ex – partner McKinsey, CEO, 9.9 Media

There is a high need of Executive coaching in new emerging organizations to strive for next level
of growth.

The Key Challenges in getting a kick start:

 Top management’s perception of Coaching as an airy fairy tale with no specific tangibles
 Scare about losing management and Control
 A horrifying story of loosing existence
Control driven Leaders will always feel threatened by the aspect of Coaching

Primary in Owner led organizations it is very evident that there is high resistance in getting such
initiatives kick started. This pattern is not only unique to owner led organization but also to a
great extent in professionally driven set ups.
Coaching has always been a part of a Training improvement areas in many organizations,
however the whole paradigm of Coaching is very different.

It is a transformation of the whole ideology of Coaching

Performance improving

Potential enahncing

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COACHING FOR ORGANISATION DEVELOPMENT Coaching needs to be seen from a very different aspect. It is no more an intervention to only
improve areas of performance but it is significantly a larger contributor when looked from a
perspective to enhance potential.

The magnitude of its power is nearly increased multifold when seen in light of this paradigm
shift.

It is imperative thereby to find the right coach for an organization / individual.

Another interesting highlight is the ability of Coaching to get to the Third Order root cause in
the aspect of Triple Loop theory.

First
order

Second
order

Third order

Coaching

Understanding Triple Loop Theory :
 Smoke – Cough (Smoke is first order)
 Tensed – Smoke – Cough (Tensed is second order)
 Project deliverable missing out – Tensed – Smoke – Cough (Project deliverable missing is
Third order)

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COACHING FOR ORGANISATION DEVELOPMENT The Anatomy of Executive Coaching SESSION I

Peter Reding , MCC, Co-founder of Coach for Life

Coaching focuses on two important factors :
 Coachee is considered to be resourceful
 Coachee is responsible for his own creations

Coaching is :
 A sounding board
 Place for exploration
 Reflective time self

The Myth : Everybody is coachable

If the Coachee is not willing to move forward then he is not coachable.
There is no concept of Coaching called productivity coaching. It is not effective.
A coach unearths the unanchored doing of a Coachee using self exploration of the Coachee.
It is important for the Coach to connect to the core values of the Coachee for Coaching to be
effective.

Coaching paradigm

Core values

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COACHING FOR ORGANISATION DEVELOPMENT The basic questions that Coach focuses on :
 What are the Coachee’s core values
 What’s his purpose in life
 Harness the natural talent that comes with the Coachee

There is another big myth associated with the coach is that the Coach leads the direction for
the Coachee. Actually the Coach is not supposed to provide direction to the Coachee.
Master Coach posses the ability to help the Coachee see his own objectives and helps him find
a solutions to the same, instead of providing a solution.
Coaching is based on willingness of the Coachee to do than being imposed with ideas or
solutions.

Coach will involve in raising the awareness level of the Coachee, and not
involve in taking decisions for him.

It is also imperative for the Coach to learn by doing things. A Coach will enable the learning
process by increasing the awareness within the Coachee.

Some modern ways Coaches are described as :
 Executive Coach
 Life Coach

An Executive Coach will enable more into process of digging deep into professional areas
related coaching for the Coachee.
A Life Coach will be more holistic in nature and will focus on overall aspects towards the various
areas of Life for Coachee.

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COACHING FOR ORGANISATION DEVELOPMENT Few key differentiators for Coaches :

 Take Coachee to path of self exploration
 Ask the right relevant questions
 Do not give advice
 Let Coachee find their own answers
 Always draw the Coachee towards the positive
 Builds foundation on appreciation and not critics

Coaching Culture :

 Let go control
 Enhances potential
 Builds on individuals strengths

Therapy -
insight to old

issues

Consulting - Coaching - Counselling -
change trends Goal oriented follows
inspires new remedial
to map approach
organisational thinking
performance

Mentoring -
Advice towards

professional
growth

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COACHING FOR ORGANISATION DEVELOPMENT Developing the Leadership potential – SESSION II
How Coaches help organization

Dr. Karunakar, Director NMIMS Hyderabad, Mr. P Dwarkanath – Group HR
Head, Max India

This discussion focused around some of the important things that drive organizations and
individuals towards effective coaching.

Coaching connect get’s established strongly as described in this model :

Challenge

Leadership
Development

Willingness Support

There is a string need for a Challenge, followed by the Willingness to overcome and act and
there is required a support system from the organization to enable the same.

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COACHING FOR ORGANISATION DEVELOPMENT Organizations who create an effective Coaching culture :
 Create the Need
 Build Need positively

Many successful organizations has built in a pool of Coaches for the Coachee’s to choose from
and they are very focused and clear about the people to Coach.
Some indicative ways to identify Coachees in organization:

 Top performers
 Critical positions
 High Value based Roles

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COACHING FOR ORGANISATION DEVELOPMENT Drawing Roadmap for Self and PANEL
Organization DISCUSSION

N S Rajan, Partner and Global Leader – People & Organization, Ernst & Young
Arun Sehgal, Executive Vice President-HR, GlaxoSmithKline Consumer
Healthcare

This panel discussion was very innovatively done through a Questioning framework between
the members.
How to make Coaching effective in an organizational framework ?
It is important to make Coaching an integral part of the overall Learning mechanism across the
organization. It cannot sustain as a standalone activity. Create a measurement mechanism that
is directly tied to performance enhancing factors.

A common understanding is that a Manger should be playing the role of a Coach, then why do
organizations need to have external Coaches ?

 It is an important aspect to understand that Coaching has a larger impact for an
individual who is being Coached. A true Coaching process focuses on creating a larger
circle of enhancement with the Coachee there at the centre being focal point.

 The moment a Coach is in a situation as that of a Coachee the biases of an individual
judgment and decisions take the driver seat which makes this whole process of
Coaching very ineffective.

So it is very important for the Coach to be outside the situation and the
playing arena of the Coachee

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COACHING FOR ORGANISATION DEVELOPMENT When doing a Coaching intervention is it advisable to have one single Coach for all, what is
some of the practiced methodology across organizations ?
For any Coaching intervention to be effective it is very important that the chemistry between
the Coach and the Coachee has similar alignment. The foundation of any Coaching mechanism
is based on the value of Trust between the two parties. Hence it is essential that the Coachee is
able to choose his/her own Coach.
Some of the successful organizations who have been able to create a culture of Coaching do
have a pool of Coaches empanelled and the Coachee is given an opportunity to select his / her
Coach.
As Coaching as a fundamental process creates ownership within the Coachee for all his actions
he does similarly selecting a Coach enables in getting to that phase of Trust and accountability
faster.

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COACHING FOR ORGANISATION DEVELOPMENT Coaching for Organization SESSION III
Transformation

Gautam Kumra – Director, McKinsey, Daljit Singh-President Strategy & OD,
Fortis

This session brought into some statistical facts about Coaching relating it to the Health of the
organization.

The data analysis and reading of the past trends very clearly show that an organization
sustainability and future does not lie only in the interim quarter financial results or market
valuation but on the character and the strength of the Health of the organization.

A clear case differentiation across the two different scenarios:

IBM – General Motors –

The organization inspite of such a large span One of the pioneering organization which had
has been able to sustain growth significantly in been the part of bringing around the
today’s emerging markets and is keeping itself automotive revolution is struggling to keep the
as a financially strong organization due to it’s momentum going in this strong market
ability to maintain a high Health for the conditions.
organization.

Organization Health is a direct attribute to the extent of creation of a right
Coaching framework across the organization

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COACHING FOR ORGANISATION DEVELOPMENT Organization Health is attributed as :

Internal Quality of Capacity of
Alignment Execution Renewal

5 Lessons in Coaching for transformation :

Lesson 1 • Choose right people to Coach
Lesson 2 • What are we Coaching on
Lesson 3 • Strength based Coaching approach not deficit based
Lesson 4 • Breaking assumptions
Lesson 5 • Coaching happens in "moments of Truth"

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COACHING FOR ORGANISATION DEVELOPMENT Coaching an experience HANDS ON

Peter Reding, MCC, Co-Founder of Coach for Life

In this session it was demonstrated on how does an actual Coaching session works and it was a
very careful observation on the behaviors the Coach displayed as a Master Coach.
Key behaviors displayed during the Coaching session :

 The Coach was extremely calm and composed
 Created a high level of comfort environment using deep breaths with the Coachee to

establish the first connect
 Asked more of insightful questions to the Coachee
 Whenever Coachee went to past and negative he pulled him back into current and

future at ease
 Enahnced the awareness of the Coachee helping him find his solutions

The true premises of Coaching is that the Coachee has both his Problems and
also has the Solution… the job Coach does is to help him reach that solution…

 Never ever got into his own past experiences and provide solutions
 Facilitated the Coachee to think…think…think… and get his own solution
 Worked a lot on positive reinforcement by acknowledging and appreciating what the

Coachee states

Acknowledgement does not mean agreement, it is just to tell the Coachee that I
appreciate your contribution in this discussion…

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Coaching Toolkit

COACHING FOR ORGANISATION DEVELOPMENT Life Coaching Toolkit

Profession Finances

Rest & Relaxation Physical well
being

Physical Primary
Surroundings Relationship

Personal
Development Relationships

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COACHING FOR ORGANISATION DEVELOPMENT Parameter Description

Finances Relationship with money, abundance
Physical well being Body, health, sense of physical safety
Primary Relationship You being / not being in any primary relationship
Relationships Satisfaction with family, friends, associates
Personal Development Process of growth and self discovery
Physical surroundings Where you spend time, home , office, others
Rest & Relaxation Time for regeneration, enjoyment, leisure
Profession Giving and expressing your unique gifts and talents

The Process

 Clear the Coachee of why this meeting (he has accepted you as a Coach)
 Take a couple deep breaths and connect to the Coachee
 Ask him to use the Coaching Tool (mentioned above) and rate himself on his satisfaction

level on a 10 point scale (1-Low, 10-High)
 If required describe him the wheel and help him understand the same
 Clearly ask what area does he want to be Coached now
 Use these Gapping Goal series of questions –

o You say you are presently at ________________ (state a number)
o What does that consist of / look like to you today

 Clarify what he said (repeat and articulate it back)
o Where do you want to be
o What does that consist of / look like (let them make it juicy and expansive)

 Clarify what he said (repeat and articulate it back)
o What would it take to get there
o What is a step that you can take NOW to move you towards that
o Is this something you are WILLING to do now
o By when will this step be completed
o How would you like to follow up on this
 Make a powerful request
o I request that you (state the action focus that the Coachee shared in the step

above)
 Acknowledge, summarise and celebrate the Result

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COACHING FOR ORGANISATION DEVELOPMENT This was an example of using a Life Coach tool which is more holistic in nature. However
depending on what type of Coaching the coach will be getting into, the parameter within the
wheels may change.

Some example – Professional wheel (Parameters)

Relationships wheel (Parameters)  Adaptability and flexibility
 Communication
 with parents  Creativity & Innovation
 with Kids  Strategic thinking
 with Spouse/partner  Analytical thinking
 at workplace  Working in Teams
 Forging new relationships  Leading people
 Nurturing relationships with friends  Planning & Reviewing
 Ability to see other’s gifts and talents
 Ability to enrich others life

Using the Life Coach tool all the participants did a simulation of
a Coach and Coachee relationship …

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COACHING FOR ORGANISATION DEVELOPMENT Contracting Guidelines SESSION IV

Peter Reding, MCC, Co-Founder of Coach for Life

For Coaching to be done in a professional and an impacting manner it is important for a
contracting guideline to be set up between various parties :

One-One Coaching (Individual Coaching)

 Coach
 Coachee (normally refered as Client)

Executive Coaching (company appointed)

 Coach
 Coachee
 Sponsor

The contracting guidelines should have the basic elements like :
 Time period for Coaching
 Areas of Coaching for Executive Coaching
 Financial dealings while Coaching
 Disclosure terms during Coaching
 Maintain of Confidentiality in Coaching

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COACHING FOR ORGANISATION DEVELOPMENT ODA Coaching Survey Analysis SURVEY

By OD Alternatives

This survey was conducted by OD Alternatives across 100 potential Heads and Executives who
would aspire to bring in a Coaching culture in their organizations.
Organizations believe in Training Managers to Coach and
create a Coaching culture ?

Use of external Executive Coaches by Indian organizations ?

Level of employees receiving
Executive Coaching ?

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COACHING FOR ORGANISATION DEVELOPMENT Coach selection methodology by
organizations ?

Length of Coaching assignments ?

Purpose of Executive Coaching ?

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COACHING FOR ORGANISATION DEVELOPMENT Quick Summary

ORGANIZATION

 Coaching is an integrated plan
 It is not a standalone activity
 Top and Senior Leadership needs to completely enroll to build a Coaching

culture
 Look Coaching as a Potential enhancing tool than deficit building tool
 Identify right Coaches and have a pool empanelled
 Identify areas where to extend Coaching (it is not necessary for all to be

Coached)

COACHEE

 Select your Coach
 Be willing to do things
 Accountability lies with you
 Share high respect of space with the Coach
 Be authentic while having Coaching discussions

COACH

 Create a comfort space to involve Coachee
 Do not bring in your baggage of experience while you Coach
 Do not critic, always appreciate
 Do not judge, always guide
 Do not take decisions for the Coachee
 Be a great listener
 Always focus on his future and not stick with present or past
 Take commitment on actionable

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COACHING FOR ORGANISATION DEVELOPMENT References in making this compendium

It has been a great feeling while I was designing this compendium, as it had reincorporated the
learning’s and the observations I had during the conference.
Some of the resources used in building this :

 Panel Discussions & sessions Coaching Annual conference
 Hands on experience to Coaching during Annual Conference
 Coaching Handbook – published by OD Alternatives

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COACHING FOR ORGANISATION DEVELOPMENT Conclusion

I hope this compendium will provide enough insight into the aspect of Coaching and will enable
in increasing awareness towards the concept of Coaching.

Coaching is the Universal language for
Change & Learning!

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