CLIENT
30 Managing Directors at a global financial services firm
NEED
The CEO and the senior leadership team had had positive experiences of working one on one with an executive coach. The coaching had not only had a positive impact on their own individual performance, but they also saw a positive impact on the performance of their direct reports when they attempted to use a coaching style in their leadership. Recognizing this, the firm decided to include coaching skills into its competency framework.
SOLUTION
To formalize the use of a coaching style and to support the competency framework, we designed and delivered a Leader as Coach program targeting 30 senior MDs. The aim of the program was to learn or further develop the participant’s workplace coaching skills so that they could coach their teams more effectively. The program was results focused and evidenced based. It covered both the “how” of coaching (fundamental principles of coaching) and the “why” of coaching (how and why coaching works). The program was highly practical – the participants observed demos, engaged in coaching practice and were provided with individual feedback. Following the program, the MDs formed small peer coaching groups. Each group met twice a month to provide each other with support in perfecting their skills and learning from each other. We participated in those sessions to provide guidance, advice and coaching supervision for the first three months and subsequently on an “as needs” basis.
RESULT
Three years after the Leader as Coach program, the peer coaching groups were still in place and going strong. By this time they met less frequently, usually once per month was sufficient. Despite reporting that a change in style and approach was a little uncomfortable at first, with practice, the MDs found that a coaching approach became their natural and default style of leadership. They believed that this not only had a significant impact on their own performance but reported higher performance, engagement and productivity from their direct reports. The direct reports said that felt supported and challenged to grow every day – they felt more competent, empowered and valued in their roles, and saw a longer- term future with the firm.
CLIENT
30 Managing Directors at a global financial services firm
NEED
The CEO and the senior leadership team had had positive experiences of working one on one with an executive coach. The coaching had not only had a positive impact on their own individual performance, but they also saw a positive impact on the performance of their direct reports when they attempted to use a coaching style in their leadership. Recognizing this, the firm decided to include coaching skills into its competency framework.
SOLUTION
To formalize the use of a coaching style and to support the competency framework, we designed and delivered a Leader as Coach program targeting 30 senior MDs. The aim of the program was to learn or further develop the participant’s workplace coaching skills so that they could coach their teams more effectively. The program was results focused and evidenced based. It covered both the “how” of coaching (fundamental principles of coaching) and the “why” of coaching (how and why coaching works). The program was highly practical – the participants observed demos, engaged in coaching practice and were provided with individual feedback. Following the program, the MDs formed small peer coaching groups. Each group met twice a month to provide each other with support in perfecting their skills and learning from each other. We participated in those sessions to provide guidance, advice and coaching supervision for the first three months and subsequently on an “as needs” basis.
RESULT
Three years after the Leader as Coach program, the peer coaching groups were still in place and going strong. By this time they met less frequently, usually once per month was sufficient. Despite reporting that a change in style and approach was a little uncomfortable at first, with practice, the MDs found that a coaching approach became their natural and default style of leadership. They believed that this not only had a significant impact on their own performance but reported higher performance, engagement and productivity from their direct reports. The direct reports said that felt supported and challenged to grow every day – they felt more competent, empowered and valued in their roles, and saw a longer- term future with the firm.
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