Leadership Coaching Program Guide forprivilegems.com/Privilege MS - Leadership Coaching Guide ALL.pdf · Leadership Coaching Program Guide Course Outline Confidential Privilege MS

Achieving your competitive edge through people

Leadership Coaching

Program Guide for

One-on-one & group coaching

“Achieving your Competitive Edge through people”

Date: April 2014

Contact

Matt Jabbour, MBA, PMP

Privilege Management Solutions

Executive Director

[email protected]

Tel: +968 92858751

TABLE OF CONTENT

1.0 PURPOSE ........................................................................................................... 3

1.1 OVERALL WORKFLOW OF THE COACHING PROGRAM ............................................ 3

2.0 LEADERSHIP COACHING OVERVIEW (ONE-ON-ONE) ................................... 4

2.1 BENEFIT OF THE LEADERSHIP COACHING ............................................................ 4 2.2 CONFIDENTIALITY ............................................................................................... 6

2.3 THE COACHING MODEL ....................................................................................... 7

3.0 LEADERSHIP COACHING IMPLEMENTATION ................................................ 9

3.1 PHASE 1: GOALS - DEFINE COACHING OUTCOME ................................................ 9

3.1.1 SMART Goals................................................................................................ 10 3.2 PHASE 2: REALITY - ASSESS BEHAVIOR REALITY .............................................. 10

3.2.1 Johari’s window ............................................................................................ 11 3.2.2 Overview of the Emotional Intelligence framework ..................................... 12

3.3 PHASE 3: OPTIONS - PRACTICE COACHING OPTIONS .......................................... 13

3.3.1 Implementation Plan ..................................................................................... 13 3.3.2 Coaching Engagement .................................................................................. 13

3.3.3 One-on-one Leadership behavior coaching- (Coaching worksheet) ............ 14 3.3.4 Sample of the coaching worksheet activity list - desired behavior ............... 15 3.3.5 Shifting from the Drama to the Empowerment Triangle .............................. 18

3.3.6 Coaching with Nuero-linguistic Programming (NLP) ................................. 19 3.3.7 Rehearsing or Role Play ............................................................................... 19

4.0 GROUP COACHING FOR LEADERSHIP AND PUBLIC SPEAKING ............... 20

4.1 LEADERSHIP BEHAVIOR GROUP-COACHING ........................................................ 20 4.1.1 One-on-one coaching .................................................................................... 21

4.1.2 Applying concepts using Coaching worksheet .............................................. 21 4.2 PUBLIC SPEAKING GROUP-COACHING ................................................................. 21 4.3 MANAGEMENT SUPPORT TO GROUP-COACHING .................................................. 21 4.4 WORKFLOW PROCESS FOR THE GROUP-COACHING SESSIONS .............................. 22

4.5 PHASE 4: WRAP-UP - EVALUATE COACHING RESULTS ....................................... 22

Leadership Coaching Program Guide

Course Outline Confidential Privilege MS 3

1.0 Purpose

The purpose of the Leadership Coaching program is to make people more effective in

achieving business outcomes. Consequently, the approach to the Leadership Coaching

program will focus on developing people’s capacity and maturity in leading others; while

building an effective management support environment.

In addition, this engagement will get team members committed to common leadership

and management practices that would improve the pace and quality of the organization

production. This will result in more effective communication, a reduction in team conflict,

and a gradual shifting to more proactive management habits. As a result, this will help

organizations to cultivate higher productivity, and position the company to sustain future

growth.

1.1 Overall workflow of the coaching program

Figure 1: Overall workflow of the coaching program



2.0 Leadership Coaching Overview (one-on-one)

Privilege Management Solutions’ Leadership coaching program is characterized by four

phases, with the first phase comprised of goal-setting that articulates the desired

performance of each of the 16 participants. The second phase features an in-depth

assessment of each participant and results in an identification of the gap between

current performance and future desired performance. The third phase outlines options

for addressing that gap and features coaching and training to enable each participant to

achieve their desired performance levels. And the fourth phase consists of wrap-up

activities consisting of an assessment of progress and suggested strategies for

employees to maintain and expand the impact of the program.

2.1 Benefit of the Leadership Coaching

“Coaching is the art of facilitating the unleashing of people’s potential to reach

meaningful, important objectives.” --Richard Kilburg (Executive Coaching, American

Psychological Association, 2000)

The main purpose of this coaching program is to help managers and supervisors further

improve their performance and make better decisions to maximize their success and the

success of the organization. This is accomplished by deepening the participants’

awareness of their unique strengths as a foundation for improvement. In addition, the

purpose of the one-on-one coaching relationship is designed to create new insight,

develop new skills, and spur new behavioural change.

Some of the Leadership Coaching benefits include:

1) Enhanced leadership and managerial capability to develop, lead, and coach others.

2) Strengthened leadership abilities and interpersonal skills.

3) Expanded self-awareness and acknowledgement of “blind spots” to develop oneself

and leverage the capacity of others.

4) Improved trust and collaboration to better achieve objectives.

5) Heightened understanding of different perspectives.



6) Enhanced ability to prioritize what is important to maximize performance and achieve

organizational goals.

7) Embrace feedback as an improvement.

There is ample evidence to support leadership coaching as a key tool for powerful,

sustainable personal and professional development. Executive coaching improves

leadership, enhances performance and helps retain talent. Several studies have shown

how coaching improves organization’s performance. For example, A study by

Manchester Consulting shows that while managerial training improves productivity by

10-22%, coaching and mentoring improves productivity by 88-400% (1). The study noted

improvement in the following areas:

Working relationships with direct reports (77%)

Teamwork (67%)

Job satisfaction (61%)

Conflict reduction (52%)

The Hay Group reports that up to 40% of Fortune 500 companies now use Executive

Coaches Business Week includes American Express, Pfizer, Unilever, Bain & Co. on its

list of organizations that retain Executive Coaches.

1) http://www.managementconsultingnews.com/articles/battley_coaching_roi.php and

http://transverseleadership.com/roi.html 2) The Hay Group research, ROI of Coaching, 2008,

http://easttenthgroup.com/ExecutiveCoaching.html 3) Michelle Conlin, "CEO Coaches," BusinessWeek, 11 November 2002, 98-104. 4) John Whitmore, Coaching for Performance, Nicholas Brealey Publishing; 3rd Revised

edition,2002.



2.2 Confidentiality

One of the main requirements in coaching is trust. At Privilege Management Solutions,

our coaching services are built, first and foremost, on establishing mutual trust with the

client. We understand that our coaching services are based on access to confidential

information. During the coaching process, employees will be sharing delicate, private

and corporate information with their coach in order to identify areas for improvement and

to achieve program goals. In fact, without sharing such information, the coaching

program will produce little value to the organization.

Privilege Management Solutions will discuss the issue of confidentiality up-front with

management, HR managers, coachees and other stakeholders engaged in the coaching

process. The coach will discuss with management which information is shared and

which information is kept confidential. The coach will make the information sharing

agreement to all stakeholders participating in the coaching engagement. All information

collected by the coach will stay within the organization.



2.3 The Coaching Model

Privilege Management Solutions uses a flexible and interactive style based on tested

methodology from existing models that are used by Harvard Business School. For the

proposed program, we suggest the application of a model called GROW (Goals, Reality,

Option, and Wrap-up), based on John Whitmore’s “Coaching for Performance”

methodology. This model has been adopted by companies of various sizes and with

diverse cultural backgrounds, including Coca-Cola, IBM and Ford Motor Company.

Figure 2: GROW Coaching Model



The GROW coaching process is comprised of four phases:

Phases Purpose

1) Goals

(Define Coaching outcome)

What are the SMART (Specific, Measurable, Achievable,

Realistic and Time bound) goals that the participants need

to accomplish?

2) Reality

(Assess behavior reality)

What is each participant’s current reality in terms of his/her

strengths and weaknesses?

3) Options

(Practice coaching options)

What are the possible options for overcoming the

participants’ weaknesses and building on their strengths?

This is realized by collecting anonymous feedback about

participants from direct reports, peers, managers, and

colleagues.

4) Wrap-up

(Evaluate coaching Results)

Based on measurable assessment, how much have the

participants and the organization benefited from the

coaching engagement?



3.0 Leadership Coaching Implementation

Often organizations set and achieve goals, and yet miss the organization’s business

objectives. Goals are a means to an end, and not the end itself. To overcome this

misalignment, the coach will work with management to ensure that participants’ goals

are aligned with the organization’s expectations (i.e. improvement on the major

challenges). Goals will be defined from the perspective of the organization’s needs to

improve team productivities. Namely:

Shifting from reactive to proactive project and operation implementation.

Accelerating leadership readiness; so that Managers and Supervisors apply

strategies to leverage subordinates’ capacity.

Managing Team by creating synergy across departments in pursuing collective

goals.

3.1 Phase 1: Goals - Define Coaching Outcome

Privilege Management Solutions will apply the following principles of goal setting and

achievement during the coaching engagement:

1) Set SMART goals.

2) Set goals that resonate with participants’ desires so that they will be committed to

achieving them while meeting the organization’s business objectives.

3) Prioritize, simplify and narrow down goals. Focus on three to five goals that are most

important.

4) Set goals that are challenging enough to increase motivation.

Upon completion of the goal-setting process, Privilege Management Solutions will seek

consensus from management and senior management on the goals. This is an important

step as different stakeholders have different desired outcomes.



3.1.1 SMART Goals

S— Specific Articulate goals in specific and concrete terms

M—Measurable

Set measurable goals as a baseline to later evaluate the

coaching results and outcomes.

A—Achievable Ensure that goals are reasonable, and balanced with other

priorities.

R—Relevant Ensure goals are relevant to the organization’s overall business

objectives.

T—Time Bound Ensure goals have specific deadlines

3.2 Phase 2: Reality - Assess Behavior Reality

Effective coaching requires a reality check to analyze the gap between current

performance and future desired performance.

To determine the steps required for a participant to achieve his/her stated goals, the

coach will collect information on the individual’s current performance, strengths and

weaknesses using a variety of methods outlined below.

Interviews The coach will conduct face-to-face interviews with the

participants’ subordinates, peers, and supervisors. The results

from the interviews will be summarized separately and reviewed

with the participants, along with the data from other sources

described below.

Personality Test The coach will use the well known personality test called Myers-

Briggs Personality Types to raise the participants’ self-awareness

about their leadership style.

Observation

(By Coach)

The coach may collect information by observing participants

during meetings, presentations or other on-the-job functions.



Ask for feedback B

3.2.1 Johari’s window

Once the coach has collected the data outlined above, he and the participants will

assess the information using a cognitive psychological tool called Johari Window. The

purpose of this exercise is to compare what the participants know about themselves with

what others know about them, and to enable them to discover their “blind spot.”

Known by you Not known by you

Known by others

ARENA

BLIND SPOT

Not known by others

MASK

UNKNOWN

(Potential Creativity / Synergy)

Figure 3: Johari’s Window - cognitive psychological assessment tool

The coach will also use the Emotional Intelligence framework outlined below to assess

participants’ current performance, strengths and weaknesses. The process will

incorporate the organization’s competency model to ensure that desired outcomes are in

keeping with corporate standards.

Self-Disclosing



3.2.2 Overview of the Emotional Intelligence framework

SELF OTHERS

Recognize

Emotion

Self Awareness

Aware of emotions and their

impact on other

Present oneself with

confidence

Open to new perspectives

Learning from experience

Social Awareness

Show empathy; attentive to

others’ emotions

Leverage diversity and reward

accomplishment

Build consensus and rapport

Understand others' perspectives

Regulate

Emotion

Self Management

Emotional self control

Maintain integrity and make

tough calls

Self-motivation with drive to

meet goals

Committed to group mission

Relationship Management

Inspirational leadership capacity

Effective persuasion style

Lead through change

Orchestrate WIN / WIN solutions

Skilled at wining people over



3.3 Phase 3: Options - Practice Coaching Options

Based on the coachees’ greater self-knowledge emerging from the assessment process

in Phase 2, the coach and coachees will explore options for an implementation plan that

will enable them to achieve their stated goals. At this stage, the role of the coach

becomes more active. The coach provides the coachees with new ideas and behavior

techniques to overcome challenges and build on their strengths. This phase will consist

of the following major deliverables:

1. Implementation Plan Develop leadership coaching implementation plan – clarify

purpose, coaching desired results (KPIs), criteria success

factors, and coaching activities.

2. Coaching Engagement Perform periodical leadership coaching activities (one-

one-one and group coaching) to achieve desired

behavioral results.

3.3.1 Implementation Plan

For each coachee, the coach will develop an implementation plan that will consist of the

following activities:

1. Validating the goals to be achieved from phase 1 and 2 to set a direction and a

purpose against which to measure progress.

2. Develop and agree upon the Key Performance Indicators (KPIs) for the coaching

engagement.

3. Develop and agree upon the caching strategy, desired future state, coaching

commitment, and schedule.

3.3.2 Coaching Engagement

During the Coaching engagement, the coach will provide one-on-one coaching sessions

for each coachee. Coaching sessions are determined by the coaching scope and goals

defined in phase 1 and 2, and the desired future state, defined in the implementation

plan.

At the end of each coaching session, the coachees will commit to actions that are critical

to achieving progress towards the agreed up goals. The focus of each session is on

what was learned delivering on those commitments and what new behaviors are



required. The personal reflection generated in these sessions is what sustains the new

thinking needed to achieve positive change. Therefore, the purpose of these sessions is

to help coachees figure out what they need to change for themselves.

Depending on the coachees coaching scope, some of the coaching tools and coaching

methodologies will consist of the following: One-on one behavioral coaching, Coaching

with Neuro-Linguistic Programming or Rehearsing/Role play.

3.3.3 One-on-one Leadership behavior coaching- (Coaching worksheet)

This one-on-one behavioral coaching engagement consists of weekly or bi-weekly

sessions. In the case of the coachees in the field, the sessions will be conducted bi-

weekly. In the case of the coachees in Muscat, the sessions will be conducted weekly or

bi-weekly; based on the availability of coachees.

During the session, the coach and the coachee will walk through a planning worksheet

that consists of what new behavior the coachee needs to learn. This is done by

practicing from a coaching activity worksheet, during a real life situation, the desired

behaviors.

3.3.3.1 One-on-one coaching workflow

Figure 3: One-on-one Leadership behavior coaching workflow



Detailed steps

A The coach meets with coachee and validate coaching goals, scope, and coaching

implementation plan

B The coach and coachee agree on a weekly or bi-weekly coaching worksheet list that is

specific to coachee’s needs and future desire. This is repeated at every coaching

session.

C At the end of practicing the coaching activities, the coach and coachee meet to

reflect on the progress and on the coachee’s learning experience and commitment to

sustainable change. The cycle is repeated again in going back to point B to agree on

new coaching activities.

Every two months, the coach will conduct a “health check” by getting feedback from

people who are interfacing with the coachees to assess on the changes

demonstrated by the coachee.

D At this point, the coaching program will have ended.

3.3.4 Sample of the coaching worksheet activity list - desired behavior

This list below is a sample of coaching worksheet activities, that are based on Emotional

Intelligence framework, and that describes some of the activities that a coachee could

choose to apply on weekly or bi-weekly basis. The purpose of these activities is not for

the coachees to carry on additional workload on the top of their daily responsibilities, but

rather to apply and practice new behavior that are more effective while executing their

daily work. The worksheet activity list varies from one coachee to the next.

Leadership Competency Coaching worksheet activity list

Setting goals and

direction

1. Set SMART goals for direct reports and measure progress

– manage by accomplishment, and not by task (i.e. Macro

manager, instead of micro manage).

Self Awareness

Understand your moods,

and emotions, as well as

Activities to be done on monthly basis:

2. Self Defense Mechanism – examine the defense

mechanism (strengths and weaknesses) identified by the

team or by the coachee, analyze the root cause of these



their effect on others. behaviors and practice new behaviors that are more

constructive.

3. Shifting from Drama to empowerment triangle –

examine the pre-dominate drama triangle tendency

(victim, persecutor, savior) and shift behavior to the

empowerment triangle (Creator, challenger, and coach).

4. Initiate and update a JoHari window’s self-assessment tool

to uncover “blind spots” and discover new dimension of

leadership capacity.

5. On monthly basis, track what the coachee has changed in

his behavior, and what he would like to change in the

future.

6. Let the coachee do a SWOT analysis of his Leadership

Capacity.

Social Awareness -

Empathy

Understanding others

perspectives.

Developing others.

Leveraging diversity.

7. Apply the formula of praising others based on evidence

(the Appreciative Inquire concept). The art of recognizing

strength in others.

8. Practice the Emotional Regulation behavior to manage

conflict or stressful situation more constructively.

9. Delegate activities to others and get commitment by

applying the “commitment loop”.

Self-Management

Conscientiousness: Taking

responsibility for personal

performance.

Trustworthiness: Making

and keeping promises.

10. Pick some activities that are important and not urgent, and

complete them.

11. Log major commitments and promises and track how well

the coachee is meeting those promises.

12. Track event when the coachee challenges his own old

assumptions, admits mistake, and is open to other

people’s opinions that are different then his.



Social Management

Proficiency in managing

relationships through

influencing, conflict

management, effective

communication, and

collaboration.

An ability to find common

ground and build rapport.

13. Practice the art of indirect suggestion to influence people

to take action willingly.

14. Practice “the seven triggers of persuasions” when

influencing others, making presentations, or working with

other departments.

15. Apply effective non-verbal communication with tonality and

body language.

16. Practice the art and science of establishing rapport with

others.

17. Practice active listening formula from entire being (i.e.

focusing more on the conscious or subconscious message

that one sends to others).

18. Apply the four steps of assertive communication when

managing conflicts.

19. Practice the effective feedback model (Setup, Deliver and

Assess).

20. Apply the four steps of assertive communication when

managing conflicts.

Managing Team: creating

group synergy in pursuing

collective goals.

21. Lead others by asking questions, instead of giving

answers, to provoke others to think for themselves, and to

leverage other people’s capacity.

22. Applying the principles of effective coaching for both

outcome-based and problem solving-based coaching.

23. Follow the principles of empowerment process to build

confidence and motivate others.

24. Seek first to understand, and then be understood, and

encourage others to express their opinion.



3.3.5 Shifting from the Drama to the Empowerment Triangle

Victims Creator This is shifting the thinking from a Victim “powerlessness”

mode, to a Creator with a “Choice”, regardless of

circumstances, to face the challenges.

Persecutors Challenger Unlike the Victim, who sees every challenge as a Persecutor,

Creators encounter Challengers as teachers, for they provoke

or evoke actions that lead to meaningful growth.

Rescuers Coach A Coach supports, assists, and facilitates a Creator in clarifying

and manifesting the Creator’s desired outcome. Unlike a

Rescuer, who reinforces the powerlessness of a Victim, a

Coach acknowledges and helps leverage the power and

capabilities of a Creator.

--The power of TED, by David Emerald

Figure 4: The shift from Drama to Empowerment triangle



3.3.6 Coaching with Nuero-linguistic Programming (NLP)

The coach will conduct face-to-face coaching sessions with coachees to facilitate and

practice the new desired behaviors, applying proven approaches from NLP and

Emotional Intelligence. Some of these approaches include:

Different

Perspective

exercise

Relating to other people’s perspectives and “map of the world” to

understand other people’s point of view. In addition, This exercise

helps in regulating people’s emotions.

Belief re-imprinting Using time-line method to help coachees reset self-limiting beliefs.

New Behavior

Generator

A technique using mental imagery or rehearsal to achieve a new

desired behavior or long-term outcomes.

Modeling Replicating the behavior of others who possess the desired behavior

that the coachee wishes to adopt.

Well formed

outcome

Systematically refining goals, objectives or targets so that they fulfill

predefined success criteria.

3.3.7 Rehearsing or Role Play

With this approach, coachees will rehearse and role play desired skills. During the

rehearsal, the coach will videotape coachees to allow them to examine themselves and

reflect on their behavior. With the mentoring and guidance of the coach, this approach

has been proven to produce high level of self awareness that leads to immediate

transformation in the coachee’s behavior.



4.0 Group coaching for Leadership and public speaking

The purpose of the Group Coaching sessions is to get Team Leaders and Supervisors to

practice the Leadership Behavior concepts on the organization’s real life situations

related to team interactions such as team challenges and productivity challenges. The

group coaching consists of two major activities:

1) Leadership behavior group coaching.

2) Public Speaking group coaching.

The practices of the Leadership Concepts will be done either during the group coaching

sessions, or on-the-job.

Prior to starting the Leadership group coaching sessions, participants will need to attend

the Leadership Behavior workshop.

4.1 Leadership behavior group-coaching

The Leadership Behavior Group Coaching sessions are conducted periodically for up to

four hours (Every eight weeks in Muscat office, and every six weeks in Safah field). The

group coaching will be done for Team Leaders, Supervisors and senior engineers. The

number of participants range from 12-15 attendees. During the group coaching sessions,

participants will highlight the organization’s real life situations. Privilege MS consultant

will facilitate the discussion, and will be coaching participants to come up with

approaches to solving the presented scenario. For example, some of the organization’s

real life scenarios are:

1) How to communicate with employees who play the victim role; namely, how to

coach them to take the challenge and become creative.

2) How to provide constructive feedback to employees who constantly come late to

work, or who constantly seek attention.

Often times, Privilege MS Consultant will support participants with tools to apply on the

job. Therefore, the group coaching activities provide on-the-job mentoring and coaching

activities.



4.1.1 One-on-one coaching

At the end of each Group Coaching session, Privilege MS consultant will dedicate one

hour to Supervisors and Senior Engineers to have a private one-on-one coaching

session to help a participant do overcame work-related challenges.

4.1.2 Applying concepts using Coaching worksheet

At the end of each Group Coaching session, participants will pick a few concepts from

the Coaching worksheet spread sheet and practice Leadership concepts in real life

situation. Once the group meets again, participants will share with the group how they

practiced the concepts and will discuss the challenges and impact of the new behavior.

4.2 Public speaking group-coaching

The Public Speaking Group Coaching sessions are conducted periodically for of 2-3

hours (Every two months in Muscat office, and every six weeks in Safah field). The

group coaching will be done for Team Leaders, Supervisors and senior engineers. The

number of participants range from 8-10 attendees. During the group coaching sessions,

participants will practice the delivery of presentations and speeches that are related to

their working needs. Privilege MS consultant will facilitated the application of Public

Speaking formulas and approaches, and will help participants to design their speech

(using a standard formula), and to stand up and deliver the presentation or speech.

For example, a participant will design and deliver a real life technical presentation to a

group of audience from management who are interested in big picture (Public Speaking

coaching).

4.3 Management support to group-coaching

As a result of the one-on-one coaching and group coaching, Privilege MS consultant and

coach, will collect feedback from participants (Managers, Team Leaders, Supervisors

and Senior Engineers) about how specifically management need to support them to be

able to practice the Leadership Behavior and Public Speaking concepts effectively.

Privilege MS consultants, will meet with management periodically (about every month or

two months) and discuss with them the key challenges and how management could help

participants to become more productive. For example, some of the feedback could be;

management bypasses the Leadership hierarchy in the organization structure. This type



of behavior may have a negative impact on productivity. Privilege MS consultant will

work with management to come up with a constructive approach of working though

these types of scenarios.

4.4 Workflow process for the group-coaching sessions

Figure 5: Leadership Behavior and Public Speaking

4.5 Phase 4: Wrap-up - Evaluate Coaching Results

Upon completion of Phase 3, during which coachees have applied new behavior,

practiced new skills, and applied new tools, Privilege Management Solutions will

evaluate the results and will conduct a wrap-up assignment that includes a final

assessment and an action plan.

The evaluation will answer the following questions:

How much has the coachees’ performance improved?

What impact have the new behaviors had on the organization’s overall

performance?

What leadership tools have worked and which ones need adjustment?

Which new behaviors are being demonstrated and which ones are not?



Where do the coachees’ implementation plans require revisions?

To quantify the performance improvement, Privilege Management Solutions will conduct

an assessment to compare performance baseline data from Phase 1 with the current

performance. This evaluation can be accomplished with interviews, formal feedback

assessments, and observations.

The coach will develop an action plan outlining how to move forward to sustain the

coachees’ continuous development. In addition, the action plan may include some

recommendations on how the organization can support leadership development.

Leadership Coaching Program Guide forprivilegems.com/Privilege MS - Leadership Coaching Guide ALL.pdf · Leadership Coaching Program Guide Course Outline Confidential Privilege MS

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