October 21, Executive Coaching. Trends and Practices for Driving Succession Planning and Leadership Development. Debra Hamilton, CLDO

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1 October 21, 2015 Executive Coaching Trends and Practices for Driving Succession Planning and Leadership Development Debra Hamilton, CLDO

2 Fulton Financial Corporation Profile Regional financial holding company (formed in 1982) 6 community banks in 5 states More than 240 community banking offices Asset size: $17.4 billion Market capitalization: $2.2 billion We care about our relationships, we listen to what truly matters, and we deliver beyond what is expected to change lives for the better. 2

3 Our L&D Team Compliance & Risk Management Workforce Readiness & Advancement Sales Enablement & Management Talent Management & Leadership Development Enterprise Delivery & Reinforcement 3

4 Agenda How coaching is used in organizations Trends in executive coaching Process for selecting executive coaches Structure for a six-month coaching engagement Measuring the success of coaching programs Innovative coaching programs to support leadership development Interactive Session! 4

5 Table Group Discussion How are you using Executive Coaching in your organization? 5

6 How We Define Coaching Coaching is a development process designed to help individuals and teams achieve and sustain top performance in ways that are linked to the organization s needs and measurable business results. All coaching is about change! Source: Lee Hecht Harrison 6

7 How We Use Coaching Transition to a more senior role/promotion Development of leaders in high-potential pool or succession plan Helping a senior leader improve performance executive development or sounding board for CEO Integration into leadership development programs to help embed learning Developing managers ability to coach woven into development and performance management processes 7

8 Coaching is Not... A short-term answer, one time event or a single intervention Solely used for fixing performance problems Focused only on the individual without consideration of organizational goals Just checking on the status of actions without focusing on sustainable behavior changes 8

9 Trends in Coaching CEOs are asking to be coached: 78% say it is their own idea vs. the Board s idea. Boards are making talent development and succession planning a high priority and challenging CEOs to keep this front and center. Coaching is becoming more transparent as a leadership development program within organizations evolving to a more holistic process to achieve more agility and mindfulness. Responsibility for coaching programs lies with the leadership development or TM function (72.3%) Coaching market is growing 56.2% of survey respondents have increased spending in the last three years. 9

10 Trends in Coaching Rise of internal coaches developing in-house capability to expand reach and achieve greater flexibility. Evaluation of coaching programs action learning is the most effective way to accelerate development of high-potential leaders, tied with executive coaching and stretch assignments. Coaching Supervision is a relatively new and growing field: developing coaching capability and assuring the quality of their coaching discussing difficult or challenging coaching assignments managing the tendency to over-identify with a client hard to spot when working independently commitment to professional best practice 10

11 Selecting Coaches - Discussion What are the three things you look for most in Executive Coaches or coaching companies? 11

12 How We Select Coaches Face-to-face interview with a protocol of questions Look for a certification in executive coaching: Columbia Coaching Certificate The Hudson Institute of Santa Barbara Sherpa Executive Coaching Certification International Coach Federation: ICF Master Certified Coach NYU-Graduation Certificate in Organizational and Executive Coaching Qualified to administer assessments open mind Business experience/coaching experience and representative assignments Assess fit and partnership to work within our structure extended team member Balance our coaching bench 12

13 Organizational Strategy Coaching programs at FFC will be: Growth- and outcome-based measurable objectives set at the beginning. Focused on leadership behaviors and business results with deliberate practice, challenge, and feedback. Integrated with talent and leadership development initiatives and models. Structured, yet flexible, and responsive to business needs and changing dynamics. Partnership-based and interactive with HR and our culture. Measurable with periodic scheduled progress reports. Competent with access to the most effective assessments and tools. Sustainable results are maintained once the assignment ends. 13

14 Six-Month Coaching Process Coaching need is established through HR with initial goals and outcomes. The executive meets with three qualified executive coaches to determine fit. Coach is selected and conducts initial meetings, 360 interviews, and relevant assessments. Coach debriefs feedback and assessments and develops an Individual Development Plan (IDP) with executive; builds alignment with executive s leader. Scheduled coaching sessions to implement IDP and integrate IDP with dayto-day business and organizational imperatives; identify potential obstacles. Meeting with executive s leader to review IDP and measure progress. Phone and support between scheduled coaching sessions. Measure progress against goals; wrap up or extend coaching engagement. 14

15 Executive Coaching Progression 2015 Fulton Financial Corporation 15

16 Meet & Greet with the Coach The executive will want to prepare a few questions, such as: Describe your coaching approach (e.g., look for process, tools, philosophy, time commitment, resources, availability and accessibility beyond the actual coaching sessions, etc.). Tell me about a coaching success story. What made it a success? Tell me about a coaching situation that wasn't as successful? Why wasn t it successful? Describe how you measure success? (Look for a results-focused, disciplined approach you want to be able to identify and measure coaching goals.) How do you get supervised or coached what ethics or best practices do you follow? Source: Mindful Leadership Consulting 16

17 Evaluating Coaching Programs Design evaluation process as part of the coaching program. Use soft measurements such as employee engagement; time-toskill application; observable behaviors. Measure learning achieved (at midpoint and end of program) and business improvement, i.e., increased revenue and retention. Use 360 data and other assessments to establish a baseline; repeat 360 data interviews post-assignment to measure change. Link IDP and actions arising from coaching to performance management measures and competency development. Track changes in potential, pipeline readiness, and promotions. Pulse surveys throughout and impact assessment at end of program to put a dollar value on the coaching experience. 17

18 Sharing Best Practices How are you evaluating Executive Coaching programs? 18

19 Top Challenges / Innovations Measuring the impact of coaching Managing a global coaching program Best use of internal and external coaches Centralizing a decentralized program Setting up a rigorous coaching program Growing the program 360 Targeted Leadership Development Program Team Coaching team development and productivity Leadership Coaching Groups Building coaching competence within the organization 19

20 Questions... Q&A 20

21 References The 2014 Executive coaching Conference: Leading the Impact of Coaching on Business-Driven Talent Management Practices, The Conference Board Coaching Business Essential or Management Fad? Corporate Research Forum (CRF), April Executive Coaching Survey, Stanford Graduate School of Business, Center for Leadership Development and Research One World: 2015 Executive Coaching Survey 10 th Annual Report, Sherpa Coaching, Cincinnati, OH, The Wild West of Executive Coaching, Harvard Business Review, November 2004 The Art and Practice of Leadership Coaching: 50 Top Executive Coaches Reveal Their Secrets, 2005, John Wiley & Sons Mindful Leadership Consulting, Thinkers50, The Marshall Goldsmith Thinkers50 Video Blog 21

22 Contact Information - Share Ideas Debra Hamilton, Chief Learning & Development Officer Fulton Financial Corporation

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