Overview
Seeking the advice of an executive coach is becoming increasingly common in educational and nonprofit institutions across America. After all, professional athletes have coaches, so why not university administrative leaders? Today's administrative leaders, working in an unprecedented era of change, are under relentless pressure to successfully lead their institutions despite scaled back funding and scarce resources. Providing leadership development opportunities for valuable leaders who have derailed in some aspect of their performance is an essential development tool. While coaching is not a magic wand or an instant makeover, the skilled advice and counsel of an executive coach can help maximize individual and team strengths and decrease the probability of turnover at the leadership level.
Since 1992, ROI Consulting Group, Inc. has specialized in helping administrative leaders achieve new levels of leadership effectiveness.
Proven protocol for assessment and behavior changes
"The tools provided by an experienced executive coach allow you to assess the situation in a different way and see more clearly how we work and communicate. She helps you understand the dynamics of the situation and what patterns and behaviors need to be changed or improved." (Executive Director)
Barbara Kaufman custom designs coaching assessment and development tools to meet individual and institutional needs. Her experience has shown that it takes a structured coaching approach to facilitate behavioral changes that are sustained over time.Trust in confidentiality and sensitivity to cultural roadblocks
"An effective executive coach must be able to open the most sensitive issues in ways that folks can address them. She must be blunt and honest and tell you what you don't want to hear, but do it in a way that helps you confront and solve the problems, not feel attacked." (President)
Dr. Barbara Kaufman has earned a reputation for adhering to strict rules of confidentiality to ensure that each executive has the opportunity to grapple with sensitive issues in an environment that fosters new levels of insight and self-awareness.Delivering Coaching Outcomes
"If I'm going to take advice from someone, it has to be a person who has been there and done that. I want a practical, hands-on perspective – not text book theory." (General Manager)
"I'm proud of myself. It was a difficult year, but a big learning experience. With your guidance, I was able to accomplish so much more than I thought possible." (Dean)
"And, I will always be indebted to you for your help. I would have resigned months ago had it not been for your expert advice and guidance. Thanks so much." (Vice President)
Dr. Kaufman believes that coaches can only add value when their interventions are based on a thorough understanding of the institutional culture and work environment and institutional and individual needs and values. Together, the client and Dr. Kaufman then build a clear sense of desired outcomes from the coaching intervention and accountability for sustained behavioral changes. She has invested over twenty-five years as an executive, organizational development consultant, executive coach and educator. Her practical and creative guidance is grounded in an outcome-based approach to leadership development.
Why invest in coaching?
Smart, highly educated and experienced executives who move into a new role are expected to hit the ground running. Their calendars are already packed with urgent appointments and tasks, and their bosses (whether president, chancellor, provost or board depending on the role) have a list of pressing goals that need to be achieved ASAP. As is often the case, the new leader gets off to a promising start, but then gradually (or even suddenly) his or her performance veers off track. If a course correction isn't made, it can lead to derailment. Why? The fact is: technical competencies, educational credentials and previous experience in a comparable role are not necessarily predictors of success. Even seasoned administrators who accept new appointments tend to rely too heavily on what has worked in the past and are blindsided by what is different about the new environment.
Who would benefit?
- Newly appointed leaders (internal promotions)
- Leaders who are new to the organization (external hires)
- Senior-level individual contributors transitioning to leadership roles
- Leaders who have "derailed"
What level of executive most benefits from one-on-one coaching?
- CEOs
- Presidents
- Chancellors
- Vice Presidents
- Provosts
- Deans
- Executive Directors
- Board Chairs
- Other key administrators
What learning outcomes can be expected?
- Increased accountability for changing behavior and sustaining successful behaviors over time
- Increased style flexibility
- Increased effectiveness in leading others
- Experience in using problem-solving tools
- Enhanced ability to manage conflict and team differences
- Increased ability to understand and address the unintended consequences of non-verbal behavior
What coaching tools and activities are utilized?
Coaching Tools
- Leadership style inventory
- Three hundred sixty degree assessment
- Customized feedback report
- Selected readings
- Conflict management inventory
- Role support agreements
- Action plan model(s)
- Problem-solving model(s)
- Direct observation (shadowing)
- Facilitated working sessions
- Mentoring
- Team retreats
Representative Learning Experiences
- Assessment of leadership style strengths and development needs
- Greater understanding of the changing leadership requirements and needs of the institution
- Self-management: getting smarter about how to move from activities to outcomes
- Increased interpersonal savvy
- Understanding the differences between strategic planning and strategic thinking
- Strengthening influence skills
- Creation of a customized developmental action plan
- Understanding problem prevention versus crisis management
- Understanding the impact of organizational culture on performance
- Managing interpersonal conflict between peer-level leaders and between teams
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Why invest in coaching?
Smart, highly educated and experienced executives who move into a new role are expected to hit the ground running. Their calendars are already packed with urgent appointments and tasks, and their bosses (whether president, chancellor, provost or board depending on the role) have a list of pressing goals that need to be achieved ASAP. As is often the case, the new leader gets off to a promising start, but then gradually (or even suddenly) her performance veers off track. If a course correction isn't made, it can lead to derailment. Why? The fact is: technical competencies, educational credentials and previous experience in a comparable role are not necessarily predictors of success. Even seasoned administrators who accept new appointments tend to rely too heavily on what has worked in the past and are blindsided by what is different about the new environment.
Who would benefit?
- Newly appointed leaders (internal promotions)
- Leaders who are new to the organization (external hires)
- Senior-level individual contributors or staff members who are transitioning to leadership roles
- Leaders who have "derailed" in some aspect of performance
What level of executive most benefits from one-on-one coaching?
- CEOs
- Presidents
- Vice Presidents
- Provosts
- Deans
- Directors
- Executive Directors
- Other administrative leaders
What coaching tools and activities are utilized?
Coaching Tools
- Three hundred sixty degree assessment
- Leadership style inventories
- Conflict management inventory
- Customized feedback report
- Selected readings
- Action planning model
- Mentoring
- Leadership journaling
- Relevant studies regarding women and leadership roles
- Facilitated working sessions
Representative Learning Experiences
- Greater understanding of the changing leadership requirements and needs of the institution
- Understanding organizational culture and the impact on performance
- Greater understanding of style differences in the workplace and how to maximize strengths
- Increased interpersonal savvy
- Understanding problem prevention vs. crisis management
- Development of strategies related to advancement: "What's holding women back?"
- Building resiliency
- Learning how to balance work-life issues
- Increased accountability for changing behavior and sustaining successful behaviors over time
- Career renewal strategies at midlife
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