Articles:
The following articles are useful descriptions of the executive coaching process in general:
Using Coaching Models to Help the Process
The Foundations of a Psychological
Approach to Executive Coaching
Coaching at the Heart of Strategy
Links:
The ILM Levels Certificates in Executive Coaching and Leadership Mentoring aims to provide practising senior leaders/managers with the knowledge, skills and confidence to perform effectively as coaches/mentors as part of their normal work role.
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Marshall Goldsmith is one of the most highly regarded executive coaches who works with CEO's at some of the world's largest organisations. His website is loaded with articles and resources that are all available for download free.
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CASE STUDIES
| A Large Banking Organisation |
| A newly appointed divisional director in a large UK bank was looking to substantially lift the performance of 175 people in her department. This included the difficult challenge of cutting staff numbers by 10% while at the same time, establishing a forward-looking “wider influence” departmental role and a strategy to achieve this which could quickly win commitment. Working with Warner Results Coaching (WRC), the client director developed an integrated forward plan for both herself as leader and her management team (which was re-organised as a result of the new strategy). This plan outlined a significant transition over a 12 month period to ultimately become a role model for both efficiency and effectiveness within the bank. WRC subsequently worked in a supporting coaching and mentoring role to help individual managers to implement their part of the overall plan. The results after the 12 months were outstanding. The management group were highly successful in transforming the whole division into a high performance, well-motivated unit, and a range of new systems and processes (both human and technical) were put in place which other parts of the bank are now emulating. |
| A Multi-national Services Company |
| A V/P Human Resources was seeking to challenge both himself and his central services HR management team to offer a range of much more creative/innovative talent management and employee engagement solutions and to find line coaches and mentors to assist in the future development of staff. The new solutions to be developed were to be offered in a more internal consultant manner. WRC helped initially by organising several “innovation” workshops with senior HR staff at several levels and then collated the input from the sessions to evolve a forward strategy for the whole department. This strategy was presented to the board and was fully accepted. It became the basis for highly creative employee development programs (for both existing high-potentials and emergent talent), as well as for an on-going coaching program, to be run directly by HR central services, across the entire enterprise. |
| A European Airline |
| The General Manager responsible for operations in a well-respected European airline received feedback from internal sources indicating that significant work needed to be done to deal with confusion around a newly communicated strategic direction and modified organisational values. As a result of WRC’s involvement, after substantial reflection and evaluation on the best forward path, a plan was developed to focus and align the business and to create a culture that would help fully realise the potential of the new strategy across the operations group (a team of over 600 people). This involved the establishment of several cross functional project teams and the appointment of implementation mentors, as well as one-to-one coaching with the second and third tier of operational management. The result was a significant and positive change and high levels of appreciation of the strategy, as evidenced by a very positive employee survey carried out 6 months later. |
| A Higher Education College |
| Senior leadership within a management College recognised the need to offer structured development to recently appointed or established heads of faculty in the organisation in order to build overall leadership skills as they began a process of managing significant planned change within their areas. Over a 12 month period, WRC led a series of workshops and one-to-one coaching sessions for the entire senior executive of the college. Each leader attended a coaching workshop to learn the skills of how to coach (using the proprietary “WRC “Results” model). Each leader then followed up by conducting 5 practical one-to-one coaching sessions (under supervision by WRC). Subsequent half day workshops were held after the coaching to help embed the new coaching culture, which is now paying significant dividends in facilitating change across the organisation. |