The Heart of Coaching TM Using Transformational Coaching

Premise of “The Heart of Coaching” “As coaching becomes a predominant cultural practice…it will

A Compelling Vision for a High-Performance Coaching Culture In COACHING CULTURES, all members of

Executive Coaching vs. Collegial Coaching Hired or Assigned Factor of Employment Client Co-worker Fixed

Coached vs. Coaching Cultures Hired/Assigned coaches dedicated to coaching their client Colleagues Coaching Up,

How All Coaching Processes Work Together EXECUTIVE COACH MANAGER Objective & Confidential Coach focused

Transformational Coaching “The art of assisting people in enhancing their effectiveness. . . in

Transformational Coaching between Colleagues “The process of clarifying expectations, sharing feedback and engaging in

Collegial Coaching © 2008 Crane Consulting. All rights reserved. 10

The Results Cycle BELIEFS Values, judgments, interpretations, assumptions, “attitude” RESULTS BEHAVIOR Outcomes, impact, accountabilities,

Purpose er Develop Enhance Reinforce D ire ct s Pe Who s B os

From “Boss of ” To “Coach for” Drives/Pushes Lifts/Supports Tells/Directs Asks/Solicits Knows the answer

Coaching Culture Implementation No “follow-through” = NO RESULTS “Where the rubber meets the road”

In closing… © 2008 Crane Consulting. All rights reserved. 15

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The Heart of Coaching TM Using Transformational Coaching to Build a High-Performance Coaching Culture 2008

Premise of “The Heart of Coaching” “As coaching becomes a predominant cultural practice…it will create a performance-focused, feedback-rich organization that is capable of creating and sustaining a competitive advantage over its competitors. ” Thomas G. Crane © 2008 Crane Consulting. All rights reserved. 2

A Compelling Vision for a High-Performance Coaching Culture In COACHING CULTURES, all members of the culture courageously engage in candid, respectful coaching conversations with one another, unrestricted by reporting relationships, about how they can improve their working relationships and individual and collective work performance. All have learned to value and effectively use feedback as a powerful learning tool to produce higher levels of personal accountability, professional development, high-trust working relationships, continuallyimproving job performance and ever-increasing customer satisfaction. © 2008 Crane Consulting. All rights reserved. 3

Executive Coaching vs. Collegial Coaching Hired or Assigned Factor of Employment Client Co-worker Fixed Term Ongoing 3 rd Party Assessments Personal Feedback Coachee is Accountable Mutual Accountability Development Focus Working Relationships and Performance Executive Coaching Collegial Coaching Common Roots: positive intent, trust, integrity, communication skills, service, accountability, etc. © 2008 Crane Consulting. All rights reserved. 4

Coached vs. Coaching Cultures Hired/Assigned coaches dedicated to coaching their client Colleagues Coaching Up, Down, and Sideways MANAGER EXECUTIVE COACH YOU DIRECT REPORTS © 2008 Crane Consulting. All rights reserved. PEERS

How All Coaching Processes Work Together EXECUTIVE COACH MANAGER Objective & Confidential Coach focused on YOU as Client YOU PERSONAL COACH Mutual Learning & Accountability Partners who support one another in using coaching DIRECT REPORTS © 2008 Crane Consulting. All rights reserved. Colleagues who share Feedback & Coaching PEERS

Executive Coaching

Transformational Coaching between Colleagues “The process of clarifying expectations, sharing feedback and engaging in collaborative action planning with colleagues with the positive, duel intention of enhancing relationships and achieving improved work performance…in a way both feel supported and partnered with. ” © 2008 Crane Consulting. All rights reserved. 9

The Results Cycle BELIEFS Values, judgments, interpretations, assumptions, “attitude” RESULTS BEHAVIOR Outcomes, impact, accountabilities, improvements, “performance” Style, openness, habits, skills, practices, “action” COACHING RELATIONSHIPS Trust, rapport, collaboration, sharing, “connection” © 2008 Crane Consulting. All rights reserved. 11

From “Boss of ” To “Coach for” Drives/Pushes Lifts/Supports Tells/Directs Asks/Solicits Knows the answer Seeks the answer Triggers Insecurity Triggers Creativity Uses fear to achieve Compliance Uses Purpose to inspire Commitment Creates Victims Fosters Accountability Focused only on Results Focused on both Process and Results Gets the Most from people Gets the Best from people © 2008 Crane Consulting. All rights reserved. 13

Coaching Culture Implementation No “follow-through” = NO RESULTS “Where the rubber meets the road” Areas of greatest leverage: 1. Have a personal focus for your coaching 2. Meet with your team and begin One-on-One’s (Direct Reports – monthly) 3. Coaching Contract (Behavioral Change) 4. Personal Coach (Personal Support) © 2008 Crane Consulting. All rights reserved. 14