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PHASE I: PERSONAL INVENTORY
The first phase is devoted to explaining the coaching process, establishing ground rules and discussing expectations. The employees are led through a self-discovery process which prepares them to take notice of the way people react to changes in their behavior. Three instruments are used to gather information about each employee.
- A BEHAVIORAL ASSESSMENT is used to develop a profile of behavioral style and motivators.
- A PERSONAL INVENTORY is used to engage “big picture” thinking about where employee wants to be within five years.
- A SELF-ASSESSMENT will involve the employee in a deeper level of analysis of why strengths, weaknesses and talents matter in career development.
At the close of the first phase we will have identified a starting point for the employee’s developmental process. We then begin to decide where he or she will need to focus. The goal will be to close the gap between where the employee is now (status quo) and where he or she wants to be (vision).
PHASE II: GLOBAL PERSPECTIVE
The second phase of the process enables the employee to assess his or her personal environment and to understand how others see him or her. We will analyze the way the employee deals with change. We will focus on the values that that motivate and drive actions. The company will have the option of including a 360 evaluation for the employee. Developmental areas will include:
- Five Dysfunctions of Teams
- Perceptions and Disconnects with Others
- Change Management
- Values Clarification
- Benefits Clarification
- Personal Quarterly Measurements
PHASE III: DEFINING CHANGES
As the employee corrects weaknesses he or she will begin to think and act differently and generate more respect among others. Developmental areas will include:
- Acknowledgement of Weaknesses
- Observing and Journaling Weaknesses as They Occur
- Creating Replacement Behaviors
- Evaluating Personal Effectiveness
MID POINT MEETINGS AND EVALUATIONS
At the approximate halfway point the employee will be asked to prepare an evaluation of the coaching process thus far. The objective is to assess what information and exercises have made the most difference, and how much more needs to be done to reach the development goal. A meeting will also be scheduled with a designated person or persons from your management team to evaluate the employee’s progress and provide feedback to use in the remainder of the coaching engagement.
PHASE IV: PERSONAL AND ORGANIZATIONAL EFFECTIVENESS
The emphasis will be on the development of relational and organizational skills. A variety of exercises will be introduced to allow the employee to improve her performance and value within the organization:
- Overcoming Five Team Dysfunctions
- Problem Solving
- Communications
- Listening
- Non-Productive Behavior
- Creating Enthusiasm
- Leadership
- Decision Making
- Time Management
- Personal Image and Presence
- Personal Vision
PHASE V: LONG TERM COMMITMENT
Building on the body of work produced in the first four phases the employee will understand the behavioral changes needed to become a more effective leader. An emphasis is placed on the necessity of making a long-term commitment associated with these changes. As the coaching relationship approaches a conclusion the employee will be asked to summarize and evaluate the work that has been done. Prior to concluding the process we will pull together the elements required for sustainability of the employee’s growth and development:
- Commitment
- Attitude
- Accountability
- Journal Review
- Long-Term Outlook
PHASE VI: SUPPORT AND FOLLOW-UP
The final two critical areas which will be discussed are support and follow-up. Support means setting up regimens that will allow other people to reinforce the employee’s efforts at change. Follow up means making sure that the employee’s new abilities are kept in play. The employee will be provided with a schedule for follow up discussions for six months:
- First two months: phone calls or face to face meetings every other week.
- Next two months phone call or face to face meeting once a month.
- Final two months: email, personal meetings or phone calls as deemed helpful
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