COACHING
LEADERS/BEHAVIORAL COACHING
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our clients ask
for ongoing suggestions. I also ask the stakeholders to pick
something to improve and to ask for suggestions. This makes the entire
process “two-way ” instead of “one way.” It helps the stakeholders act as
“fellow travelers” who are trying to improve, not “judges” who are point-
ing their fingers at my client. It also greatly expands the value gained by
the corporation in the entire process (see the following case study).
Steps in the Behavioral Coaching Process³
The following steps outline our behavioral coaching process. Every leader
that I coach has to agree to implement the following steps. If they don’t want
to do this, I make no negative judgments. There are many valuable things
that leaders can do with their time other than work with me! Our research
indicates that if leaders won’t do these basic steps, they probably won’t get
better. If they will do these basic steps, they almost always get better!
1.
Involve the leaders being coached in determining the desired behavior
in their leadership roles. Leaders cannot be expected to change behav-
ior if they don’t have a clear understanding of what desired behavior
looks like. The people that we coach (in agreement with their man-
agers) work with us to determine desired leadership behavior.
2. Involve the leaders being coached in determining key stakeholders. Not
only do clients need to be clear on desired behaviors, they need to be
clear (again in agreement with their managers) on key stakeholders.
There are two major reasons that people deny the validity of feedback:
wrong items or wrong raters. By having our clients and their managers
agree on the desired behaviors and key stakeholders in advance, we
help ensure their “buy in” to the process.
3.
Collect feedback. In my coaching practice, I personally interview all
key stakeholders. The people that I am coaching are all potential
CEOs, and the company is making a real investment in their develop-
ment. However, at lower levels in the organization (that are more price
sensitive) traditional 360-degree feedback can work very well.
4. Determine key behaviors for change. As I have become more experi-
enced, I have become simpler and more focused. I generally recom-
mend picking only one to two key areas for behavioral change with
each client. This helps ensure maximum attention to the most impor-
tant behavior. My clients and their managers (unless my client is the
CEO) agree upon the desired behavior for change. This ensures that I
won’t spend a year working with my clients and have their managers
determine that we have worked on the wrong thing!
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