Executive Coaching is essentially a conversation between the coach and the person being coached within a results-oriented context. The coach engages in a collaborative alliance with the person to establish and clarify purpose and goals to develop a plan of action to achieve these goals.
Today, there is a growing focus on leadership. It is recognized that today’s business leader has the responsibility of bringing together the rational and the emotional as well as the content and the process elements of their organizations. This becomes necessary as they have to tackle head-on the difficult issue of business: how to fully develop the human capital – to consistently realize and release the full potential of the each individual, create an atmosphere of motivation, and direct the vision and energy of those who make up their work force.
With this focus on the development of leaders has emerged the activity of executive coaching, which first appeared in this form the early 1980’s. Although coaching is not a new concept, executive coaching has come to the forefront only in the last decade or so. Executive coaching aims to fulfil the following objectives:
The development of optimal effectiveness in a leader and managerial role. Executive Coaching is helping executives develop the capacity to define their own view of successful personal and corporate performance and strategy flowing from this.
As personal performance is improved, there is a correlated improved performance within the organization.
The information and knowledge revolution is transforming organisations. As a result, workers are responding differently to their leaders. Hoy Group, in its Building the New Leader research, found that to be effective in the future, leaders will need to develop new skills, foremost being Collaboration. Specially, to be effective, leaders increasingly need to be proficient in coaching their subordinates to perform. For peers and colleagues not subjected to the authority of the leaders, they need to be convinced and persuaded to effect action. In addition, the leaders have to adept in managing the inevitable conflicts with bosses and colleagues. This series introduces a set of sophisticated leadership skills to allow modern leaders to engage with their stakeholders effectively.
• Determine the Influencing objectives
• Assess the situation
• Decide the appropriate strategy and tactic to use
• Apply the strategy
• Debrief the impact and outcome
This process helps the coachee to develop a detailed understanding of his/her situation and role, to articulate a personal and business strategy and to apply action arising from this process. The task of the coach is to help the individual adapt congruently and therefore creatively and innovatively to the challenges involved.
This is the data gathering session that provides the coach with critical in-depth information from and about the coachee. Assessment information is usually obtained through:
Current and accurate qualitative and quantitative data which accurately reflects the coachee’s work situation, his/her leadership style, natural strengths and the challenges faced in work and life.
This session provides for feedback and the integration of the various assessment data collected. The coach and coachee will review the data, identify themes and patterns, and reconcile seemingly discrepant information.
The coachee will gain increased self awareness, insight and commitment that are vital to motivate him/her to make the necessary changes.
This session will assist the coachee to transform new insights into actionable goals. We recommend to focus on 2 or 3 key goals
This session can be done at the same time or separately as the feedback and insight session.
Action plan that reflects key behaviours and outcomes necessary for “success” and that is aligned with the coachee’s manager.
The coachee and his coach will meet with the manager/s to share outcomes of the Feedback and Insight/Goal Setting session and to ensure that the goals set are aligned with the organisation’s expectations.
Action plan that is aligned with the need of the business and gives the manager of the coachee a chance for input into goals and a clearer picture of the process and outcomes.
The coach will have a series of sessions with the coachee to review the coachee’s progress on his/her goals.
In addition, the coach may provide “situational” coaching, that is, coaching to address a current issue of the cochee. That issue may or may not be directly linked to a specific goal; although there is usually a correlation.
This phrase is very dynamic and fluid, frequently combining elements of the prior phrases. Specifically, the coach may be gathering ongoing “assessment” data from the coachee’s accounts or ongoing observation of the coachee.
Similarly, new insight and feedback may occur as the coach works with the coachee to achieve his/her goals and new challenges are uncovered. It is also important to note that the coaching sessions involve constant re-evaluation of the goals, and as necessary, modification, elimination or additions may occur.
To help the coachee:
Occasionally, the coach contacts the coachee’s manager and a few key colleagues to obtain updates on the coachee’s progress on the goals. If necessary, the coachee needs to get alignment with the manager on new and/or adjusted goals
To benchmark (to feedback from) what progress the coachee is having from the perspective of the manager/key colleagues. Coachee can make corrections as necessary. This step is to help hold the coachee accountable for the goals with the aid of key colleagues.
The coach will conduct a customized written 360-degree survey that seeks feedback on from key co-workers on how coacheee has progressed with respect to his/her developmental goals. The inputs include numerical ratings as well as qualitative comments.
An evaluation of the degree of the progress made in the coaching and a decision if additional coaching or periodic “check-in” is necessary to solidify and maintain progress/success.
To discuss the post-assessment and review key learnings.
This will be a final review between coachee, coach and manager.
The coachee is encouraged to share the post-assessment report with his manager.
All phrases of coaching – for 6 to 12 months of between 20 to 24 hours of coaching (inclusive of Pre-assessment (but not the 360 interviews), Feedback and Insight sessions, Goal setting session, Tripartite meetings, Coaching support sessions, Post-assessment survey, Wrap-up session)
According to the research conducted by Association for Talent Development (ATD), a well-conducted TNA brings these benefits to an organization:
However, it is also common that the following challenges arises when conducting TNA:
That’s why our team is here to support your Training Needs Assessment (TNA) to save time and effort. Leveraging our consultancy experience, our team will facilitate the process of conducting TNA, attaining the TNA benefits efficiently. With our expertise, you could expect:
How we conduct TNA?
What you will gain?
DistincTions Asia’s approach to Leadership Development can be summed up in 3 factors:
DistincTions’ approach to leadership is based on the premise that leadership is a set of desired behaviours that would lead the leader to achieve results through others.
The model used by DistincTions has been proven and consists of 5 phases that must occur for any change to take root:
Mentoring is a specialized development initiative that is different from the usual performance management system. It is a deliberate transfer of existing experience, mindset, skills and knowledge within the organization linked to organizational goals. If successfully implemented, it leads to the strengthening of learning and people values in an organization’s culture. Many world-class corporate and social organizations have established mentoring schemes and credited mentoring as a major reason for improved people performance.
Mentoring is used for orientation of new hires, development of talents & high potentials and development of management executives.
Similarly, mentoring is different from coaching. Coaching can be further differentiated by:
Workplace Coaching which focuses on current performance and is practiced by a superior with direct subordinates interacting on work-related matters and goals.
On the other hand, mentoring focuses on future performance emphasizing individuals’ developmental needs, especially in the soft skill areas, between people from different functions. While different, mentoring and coaching are complimentary; both contributing to the growth in human capital of the organization.
Key Methodology: The mentoring program proposed is a formal structured one as opposed to a loose informal arrangement. A structured mentoring program is characterised by the following:
1. Clear, measurable developmental goals are set.
What distinguishes formal from informal mentoring is the setting and achievement of developmental goals between the mentor and the mentee.
2. Partnerships are specifically arranged.
In formal mentoring programmes, the coordinator or a team matches mentees and mentors either manually or with the help of computers. Prospective participants apply, are screened, and are linked with each other. Usually, the mentors and mentees are from different reporting lines.
3. The partnerships are temporary.
Unlike informal mentoring relationships, which can go on for years and even decades, the mentoring relationships are designed to be short term. Each pair achieves specific goals and then ends or transitions into a different type of relationship. Each program cycle typically lasts 6 to 12 months.
4. Intentionally, the mentee receives most of the help.
The spotlight stays on the mentee through out the entire length of the relationship. The focus is on the mentee’s goals and development, not the mentor’s. However, mentoring is a two-way street, and the mentor gains a great deal from the experience.
5. Pairs may or may not have “chemistry.”
Unlike relationships that just happen over time, these are formed for specific purposes. Consequently, a pair may not feel much “chemistry” at first. Research indicates that chemistry is nice to have but not necessary in formal mentoring. What is required is expertise on the part of the mentor, mutual respect, and genuine willingness to share. In many formal relationships, friendship and “chemistry” eventually occur.
6. Partnerships are monitored and supported.
Usually coordinators informally monitor and keep track of all the partnerships. They phone, e-mail, or meet participants now and then to see if partners are meeting and how they feel about their arrangements and offer appropriate resources. Participants don’t share their confidential conversations with the coordinator.
To successfully setup and implement a structured mentoring program, your organization will require a logical process. But people are ultimately responsible for the execution of any process. Thus, it is vital that your mentors and mentees are trained to perform their respective roles within the program.
DistincTions has created its own proprietary and specialised suite of structured mentoring solutions that have been applied with the following organisations to train and consult their executives in mentoring skills and processes.
The lead consultant is a specialist in mentoring and has conducted numerous mentoring workshops, seminars and talks in Singapore, Hong Kong and Thailand both in-house and in collaboration with Singapore Institute of Management, Hong Kong Management Association and Thailand Management Association respectively.
He has helped the following organisations set up their in-house structured mentoring initiatives and trained their mentors and mentees:
– Temasek Holdings (Singapore)
– TNT Express (Singapore)
– Comfort Delgro (Singapore)
– Bank of China Insurance (Hong Kong)
– Mattel (China)
– UL (Asia)
– Far East Organisation
– Pfizer Singapore and Malaysia
– Marsh Indonesia
– International Enterprise Singapore
– Prudential Assurance (Singapore)
– Philips SSMC
– Rhodia Asia Pacific
– National Library Board
– National Park Board
– Housing & Development Board
– Building and Construction Authority
– A*Star (Singapore)
– Ministry of Community Development, Youth and Sports
– Singapore Tourism Board
– National Computer Systems
– Tsao Foundation
– ABB Industry
– China Light & Power
– Hong Kong Jockey Club
– Hong Kong International Airport
– Leighton Asia
– AON Asia
– Fairwood Holdings
– Hsin Chong Construction
– Shui On Construction and Property
– Cerebos (Thailand)
Collaboration series can be seperated into 3 parts: coaching, convincing and conflict management.
Coaching is a core leadership/management skill because the ability to retain and develop human capital is a critical success factor. Cultivating a performance culture requires a discipline of nurturing and developing people. The responsibility of this discipline lies with the managers and executives. The process of guiding and supporting others is known as coaching. People today are independent and knowledgeable. The old management way of telling people what to do will serve to alienate and de-motivate them. Coaching, on the other hand, motivates the individual by respecting the individual’s right to learn.
Our objective is to enable leaders and executives to conduct collaborative and meaningful dialogues with their people to help them achieve desired results. The competent coach will help the coachee learn and understand issues by jointly exploring underlying root causes before guiding the coachee to come up and own the solutions. The coach will support and follow on with the coachee throughout. This process requires the building of trust and rapport. This program is based on the ACE coaching model by DistincTions Asia.
Duration: 1 or 2 days
Hierarchies are getting flatter and workers are responding differently to their leaders. Polls show that people today have become less deferential to authority. Influencing – the ability to effect changes in others through persuasion and attraction rather than coercion- is becoming more necessary. The leader’s position and power in the organisation might not be sufficient to influence and motivate others to do something. By being proficient in influencing, the leader can more effectively achieve desirable goals and outcomes.
Our objective is to develop the ability to use appropriate influencing strategies and tactics with different scenarios and people. Influencing is not all sweet-talking. It utilises hard or soft persuasion strategies or both to affect others’ actions, thinking and attitude. Mastery of this competency hinges on the ability to evaluate the person and situation and decide the right influencing strategy to use. Next, the effective use of the selected influencing strategy will determine the success of the strategy. This program is influenced by Robert B. Cialdini’s classic “Influence: Science and Practice” and Gary Yukl’s Influencing Tactics.
Duration: 1 or 2 days
Personality, Power Relations, Personal Motivation, Possession of Information
Conflict in life is inevitable, whether in the workplace or home. Conflicts result from the fact that people have different goals, needs, ideas, perceptions and personalities. Organisations today have multiple priorities and complex working structures which are susceptible to possible misalignment of goals. Despite our best efforts to prevent conflict, we will still find ourselves in disagreements with other people. While we cannot prevent conflicts entirely, we would not want to anyway, since some types of conflicts can actually be productive.
Our objective is then to attempt to manage conflict in a way that its “good” aspects can develop while the “bad” aspects are minimized or avoided all together. What mainly separates “good” conflict from “bad” conflict is how individuals involved respond to the conflict. Thus, while conflict is inevitable, ineffective and destructive responses to conflict can be avoided while effective and constructive responses to conflict can be learned. Much of the program is based on the work of the Leadership Development Institute, Eckerd College.
Duration: 1 or 2 days
Distinctions Asia provides various tools and solutions, such as WorkPlace Big Five personality tests, to meet your organization’s consulting and training needs.
We never stop evolving. Every day our team is on a mission to improve Paradigm Personality Labs’ effectiveness by creating new assessments and tools. We are determined to grow opportunities for individuals and groups and to understand and align their personalities at work and school. Our people-centered approach is holistic, grounded in science and outcome-focused.
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