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Coaching Intervention

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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

  • Enlightened Leaders who are proactive about becoming better leaders

What Level of Executive Most Benefits From One-on-One Coaching? 

  • CEO's

  • Presidents

  • Chancellors

  • Vice Presidents

  • Provosts

  • Deans

  • Executive Directors

  • Board Chairs

  • Other key administrators

What Learning Outcomes Can Be Expected?

  • Increased understanding of the root causes of performance derailment

  • Increased accountability for changing behavior and sustaining successful behaviors over time

  • Increased style flexibility, including identifying over-utilized skills and skill development needs

  • Increased effectiveness in leading others

  • Experience in using problem-solving tools and reframing issues and relationships

  • Enhanced ability to manage conflict and team differences

  • Increased ability to understand and address the unintended consequences of non-verbal behavior

  • More effective relationship management, (e.g. board chair, team and other key constituents)

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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