Executive Coaching Services Description of Program Components
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1 Executive Coaching Services Description of Program Components Coaching is essential to ensuring successful, engaged leaders with the skills necessary to meet current and future challenges. At Fenestra we have developed an easily customizable approach to match your needs, organizational realities and goals with our experienced coaches and program components to produce leadership insight and sustainable change. Below is a description of our program components. Client Internal Process o Manager identifies coaching need and discusses options with HR Business Partner or other internal liaison o Coaching requirements are determined o HR Business Partner or other internal liaison contacts Fenestra to request coaching Contracting o Fenestra Coach discusses case requirements and presents proposal for HR Business Partner or other internal liaison s review o HR Business Partner or internal liaison and/or Fenestra Coach meet with manager to review proposal and agree on scope, timing and expected outcomes o Manager meets with participant to set expectations for coaching experience o Manager, participant and coach hold joint meeting to contract on coaching expectations and process Assessment Phase o Coach reviews all relevant in house data available o Coach conducts an assessment, including tools such as the following: Online administration of a 360 Degree Questionnaire to raters (self, manager, peers, direct reports, others) 1.5 hour career interview with participant 4 11 interviews with relevant others, including manager Assessment battery including, for example SH&A Taking Stock Inventory Hogan Personality Inventories Hogan Development Survey Other assessment materials as appropriate
2 Feedback and Development Planning o A confidential feedback report is prepared that synthesizes the data from the above assessment tools o Coach and participant review feedback and prepare a customized Development Action Plan identifying 2 3 key areas of focus, including identification of on the job stretch assignments that provide scope/depth/complexity of learning Key strengths that can be used to address critical areas for development Learning activities, behavioral tips and skill building resources Outcomes measures of success o Coach, learner and manager meet to agree on Development Action Plan o Report is shared with the participant s manager to increase the manager s commitment and support for the participant s objectives and development goals Coaching Process o The coaching contract is agreed on by coach, participant, and manager o Coach meets monthly or bimonthly with participant contracts on expectations over successive 30 days o Goals are regularly redefined through regular progress checks on the current development plan o Coaching may involve a variety of techniques and tools including role plays, strategy and goals conversations, business case analyses, shadowing the participant during other meetings, just in time conversations or check ins around time sensitive issues, meeting agenda reviews, pre presentation coaching, etc. o Coach conducts informal check ins with manager, HR Business Partner or other internal liaison as appropriate regarding on going progress and assessment o Meetings occur with the participant s manager, on a regular basis, either individually or with the participant, to help support the manager in his/her own coaching of the participant Closure and Evaluation o Coach may submit monthly summary report (3 5 bullet points) to manager and HR Business Partner explaining the progress, plans, obstacles, etc. o At conclusion of coaching engagement, coach prepares brief report for manager, HR Business Partner, or other liaison summarizing outcomes and recommendations for next steps o Report includes measures of success agreed to at the onset of the engagement
3 Sample Coaching Engagements (each can be customized to meet specific needs) Option A (Fine tuning of professional development, new position, performance management, preparation for career move, etc.) Occurs over 4 5 months (concludes at 5 months) 9 1 hour coaching sessions (combination of onsite and remote contact, as necessary) Just in time contact as needed (but not to exceed 5 calls throughout the engagement) 1 three way meeting with manager and participant (e.g., midpoint or conclusion) Deliverables can include a monthly report consisting of 3 5 bullet points summarizing themes about progress, plans, obstacles, etc. This can be ed to the HR liaison or manager as appropriate Option B (Corrective action, significant preparation for career move, performance management, necessary fine tuning of professional development, etc.) Occurs over 6 10 months (concludes at 10 months) Up to 20 1 hour coaching sessions (combination of onsite and remote contact, as necessary) Just in time contact as needed (but not to exceed 7 calls throughout the engagement) 2 three way meetings with manager and participant (e.g., midpoint and conclusion) Deliverables can include a monthly report consisting of 3 5 bullet points summarizing themes about progress, plans, obstacles, etc. This can be ed to the HR liaison or manager as appropriate
4 Coaching Case Studies Case Study I o A very talented Vice President of a global hospitality company was not progressing in his career delayed by significant problems with team morale, high turnover, missed deadlines, and less than superior departmental deliverables. Fenestra was brought in to conduct a thorough, competency based assessment of his skills and abilities as well as a department wide assessment of his impact on others. A proprietary 360 survey, 360 interviews, the OPQ, a customized TAT, a Fenestra customized vision exercise, and a 3 hour career accomplishment inventory were included in the assessment battery. A feedback report was prepared and presented to the coachee and subsequently shared by the coachee with his manager, with the coach in attendance. Finally, a customized development plan was designed and shared with his manager and his team during a department wide feedback meeting. o After development planning and gaining the buy in of his team, the coachee and coach met for a 12 month period. During these meetings the coach helped the coachee role play difficult staff situations, observed and gave feedback on several department meetings, and assisted with a departmental reorganization including the distribution of roles and responsibilities. Additionally, periodic feedback was solicited from his team and manager so that developmental efforts could be fine tuned. At the end of the engagement, turnover has stopped and the group was recognized for several industry awards. Case Study II o A senior executive woman in a global financial services firm was recently promoted to a Managing Director role and given a strong team of bankers to lead. However, she was located several hundred miles from her team and had limited experience leading senior groups. A Fenestra Senior Consultant conducted a thorough assessment anchored by an interview based 360, a 3 hour career accomplishment inventory, and stakeholder interviews with senior leaders. The results indicated that she needed to accelerate her leadership skills with her team and increase her executive presence with her external clients. A development plan was created to address these needs. o The executive met with the coach twice a month, either in person or via conference call, and focused on skill building exercises. The coach role played conversations, reviewed and advised on departmental agendas, shadowed her in meetings with her team, listened in on morning calls, and provided feedback on her contributions. In addition, the coach helped prepare for formal presentations by reviewing the Powerpoints and speaker notes and coaching dry runs. Discussing many kinds of difficult situations helped the coachee to identify strategies to handle them both currently and in the
5 unforeseeable future. At the conclusion of coaching she had increased her market share with her clients and received extremely favorable year end reviews from her direct reports, manager and peers. Case Study III o A well respected and successful field manager of a division of a large marketing and sales organization was beginning to experience difficult relationships with his colleagues in other divisions, an increase in turnover among his team of sales and marketing professionals, and a general feeling of unease in his areas of responsibility. As part of a larger succession review process, a coach from Fenestra was brought in to work with the manager to diagnose the recent turn of events and find ways to stem the growing unease as well as increase the division s profitability over the next three quarters. Stakeholder interviews were conducted with the manager s colleagues, direct reports, and other relevant people within his sphere of influence. Additionally, the coach spent time in the manager s office observing different elements of a typical day. It was determined that the field manager could appear arrogant, political, and intimidating. At times, people questioned his agenda and believed he was overly competitive and driven to win, potentially at their expense. He was also described as too impatient with a natural tendency to make a decision and move on far too quickly. This left others feeling left out of the decision making process, restricting the information they might share, and also questioning his ability to make good, strategic long term decision. o The coach and coachee met twice a month, in person and via phone for a 6 month period. During their meetings they would discuss business situations, work out SWOT analyses and look at several what if scenarios in an attempt to slow down potentially rash decision making and ensure that multiple streams of information were entered into any decision making equation. They also worked on building a communication plan around decision making so that all stakeholders would be comfortable with the decisions made and understand the timelines and rationales. He began holding one onone meetings with his direct reports to work on their areas of development and find opportunities to appropriately challenge and empower them in their own work. He also initiated a series of breakfast and lunch meetings with his colleagues to catch up on their interdependent issues, share ideas, and look for joint opportunities. After working with his coach turnover declined, they had two record breaking quarters, and he was promoted to Vice President of Sales and Marketing.
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