Executive Coaching

What is Executive Coaching ?


Executive coaching is an experiential and individualized leader development process that builds a manager's capability to achieve short and long-term organizational goals. It is conducted through one-on-one interactions, driven by data from multiple perspectives, and based on mutual trust and respect. In most cases, the process involves collaboration between the organization, a manager (the Coachee), and the Executive Coach, who work in partnership to achieve maximum impact.
The coaching objective is to maximize the manager's effectiveness and his or her contribution to the organization. Successful executive coaching links a business focus with human processes by closely aligning the manager's development with critical business needs.

Executive coaching involves three levels of learning :

1. Tactical problem solving
2. Developing leadership capabilities
3. New ways of thinking and acting that generalize to other situations and roles.

Benefits of Executive Coaching


Compared to traditional leadership development workshops, executive coaching has tremendous benefits since it is done almost entirely in real business time and focuses on specific, real-life contextual issues. In addition, the executive coaching process is personalized, as opposed to a 'one-size-fits all' approach.
The Coachee can expect to experience fresh perspectives on personal challenges and opportunities, enhanced thinking and decision-making skills, enhanced interpersonal effectiveness, and increased confidence in carrying out their chosen work and life roles. According to research by Turner (2006), executives identified five significant benefits of executive coaching as a leadership strategy.

These benefits were

1. Continuous one-on-one attention
2. Expanded thinking through dialogue with a curious outsider
3. Self-awareness, including blind spots
4. Personal accountability for development
5. Just-in-time learning

The Executive Coaching Process


Dialogue, fueled through powerful questions, is at the heart of the coaching process. In coaching conversations, managers think aloud, become more reflective, and gain access to their own tacit knowledge and unexplored ideas. The coach's role is to act as a sounding board, confidant, partner, challenger, and catalyst for change. The emphasis in coaching is on building the manager's ability to deal with the issues using his or her own decision-making skills, as against telling him or her specific actions to undertake.
Since executive coaching addresses specific performance or behavioral gaps, it is more effective than general-purpose training because it gives high-performing busy managers an opportunity to reflect on feedback, focus on developing goals, and have someone to hold them accountable for executing their goals. The confidential coaching relationship also creates a safe space for managers to share their concerns.

Our Executive Coaching Approach


At The Painted Sky, we undertake Executive Coaching assignments for our clients who have managerial authority and responsibility in an organization. We work with clients across industries, to help them rise to the challenges at work, fulfill their true potential and achieve greater success and satisfaction, through our successful Executive Coaching practice. Potential coachees can include members of the CXO suite or their direct reports. Initially, the objective is often to groom them for further responsibility and/or develop them to become even more effective in their current roles. Specific objectives can be defined during the pre-coaching discussion.

Our approach, using the ICF "Eclectic" method, leverages research-based tools and techniques, which are tested and proven to bear better results. It is a powerful and structured process through which the client is helped to identify and address self-limiting beliefs and skill gaps that hinder progress towards goal achievement. This leads to change and transformation that a client aspires, which emanates from asking right questions, rather than providing right answers.

We use tools like the 360-degree feedback process to gather confidential about the coachee from concerned stakeholders to identify strengths and development areas, the PERFECT model to evaluate and ascertain need areas, and also employ the GROW model for structuring the overall process, among other tested approaches and methods.

Our Clients

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Cases


The following are outlines of some recent key assignments. Due to reasons of confidentiality, Coachee names and organizations have not been divulged.




CoacheePresident and Chief Finance Officer
ClientOne of India's largest Biotechnology companies
Duration9 Months
ScopeThe coachee is one of the key senior leaders in the company, and has been associated with its growth story for over a decade. An M&A expert and a finance whiz, he however feels that he needs to get better prepared, and develop his personality and executive presence, required to move to the next level. His manager, who sits in Europe, suggested he works with us as his coaches, to help him build on his personality and communication, as he readies himself to take up a larger role within the organization.
OutcomeThe Coachee has identified and aligned his skill gaps with the expectations, and have improved on his personality. He is now more respected and known for greater presence and authority. He is also working on his Communication skills, with the aim to working with global partners. The assignment is on its extension and the Coachee and the Client recognized the positive impact of the Coaching intervention and are keen to pursue for further improvement


CoacheeSenior Vice President, transitioning to take over as Managing Director
ClientA Euro 10+ billion European software giant
Duration9 months, extended, ongoing
ScopeThe coachee is a leader and respected manager, very popular among his peers. He recently got promoted and will take over his new role as Managing Director in March 2013. He is being coached to prepare himself for the role, in this critical stage of transition. He is working with us to explore the heavy demands of the new role, the nuances of managing critical relationships, motivating peers and driving results, managing media and visibility, and understanding own development needs.
OutcomeThe Coachee is working to develop his interpersonal skills, with a focus on the ability to motivate and mobilize teams better. He is also working on developing better personal effectiveness and bigger picture vision, to help manage the enhanced responsibilities. The Coachee has made strong, measurable progress over the last 6 months, and has extended the contract to carry on till he takes over his new role.


Coachee
Partner
Client
A Top 4 Global Consultancy firm
Duration
6 months
Scope
The coachee is a trailblazer, a very high-performing leader in the technology practice of the firm. She is also among the youngest partners in the firm, and is well known for her drive, passion, determination and focus. However, she is also considered impatient and outspoken by her peers and senior partners, who felt that she can benefit from Coaching to work on her self-limiting behaviours and develop her personality. Her expected outcomes are to develop more patience, connect better with people across levels, understand the nuances of business relationships and become a calmer and balanced leader.
Outcome
The Coachee is working on understanding the expectations the firm has from its senior leaders, beyond work-related performance. This was done through the "Feedforward" process, which helped her identify such areas of improvement. She is working towards building on the necessary areas, and is happy with the progress she has made in the last 3 months of the coaching engagement.


CoacheeMarketing Director, China
ClientAmong the largest computer manufacturers in the world
Duration6 months, ongoing
ScopeThe coachee has taken over additional responsibility of a global hub at a relatively younger age (his predecessors were both twenty years his senior). He is having to deal with legacy issues, a lack of credibility of his business among clients, as well as deep-rooted conflict and trust issues in the team. He needs to establish his control, showcase his leadership skills, adapt to Situational Leadership and improve delivery and ESAT scores.
Outcome
The Coachee has worked with the Coach to identify key challenges and prioritize them to ensure best results. He has worked through a GROW model approach, and also used SITLEAD to influence and impact people and business outcomes. His half-yearly scores have improved dramatically, and the business is showing strong results. His credibility and trust are higher than before, and continues to grow.


CoacheeDirector
ClientA large tech firm
Duration2 months
ScopeThis was a specific mandate - the Coachee was required to deliver a key presentation at a global business summit, to an international audience. The Coachee was considered weak in the area of delivering presentations and executive presence and communication. The mandate was to coach him to develop deeper understanding of his barriers, audience expectations and outcomes, and handhold him on the process of presentation design and practice.
OutcomeThe Coachee worked on identifying the specific skill gaps, especially in view of the audience. He worked on his delivery specifically, from body language to voice, and especially on his executive presence and confidence. He also took inputs on design of the presentation to make it more impactful and engaging. As a result, the presentation was a huge success, and he has been invited to deliver the same at two other Symposiums in Europe and Asia.


CoacheeDepartment Head
ClientA German Manufacturing and Software Giant
Duration6 months
ScopeThe Coachee was a very respected leader with superb technical skills but poor communication skills. His sponsor felt that the coachees's communication with his team was aggressive which was leading to demotivation and attrition. The sponsor also felt that during presentations, or speaking to clients and stakeholders, the coachee got tongue-tied and could not get any point across. The mandate was to coach him to develop deeper understanding of his skill gaps, empathy for self and for others, work on outcome oriented and powerful communication to make an impact in a global audience on behalf of his organization. And to handhold him on the process of developing his articulation and effective communication.
Outcome
The Coachee worked on identifying his limitations in the area of communication. He worked on practising for different occasions and scenarios ranging from talking to team members to global stakeholders to speaking publicly. He worked on his delivery specifically, from body language to voice, and especially on his executive presence and confidence. He also practiced on his speech to make it clear, to develop flexibility, to increase vocabulary, use power words in his conversations to articulate appropriately.