Using Assessments with Coaching
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Using Assessments with Coaching
Many coaches begin the coaching process with assessments. The DISC assessment process is used by many coaches and is the assessment that I use. Some coaching involves extensive feedback from 360 degree surveys in which the person being coached receives input from peers, subordinates and superiors.
Initially there may be extensive work examining one’s personal values and interests and creating a personal mission statement. This is similar to a business strategy and mission statement for the organization. There may be coaching around aligning the personal purpose and objectives with those of the organization.
The astute coach helps the person examine gaps between what they believe they do and what they actually do. This is fertile ground for personal growth and development, but is also the area where people become defensive and resistant.
It takes a talented coach to help someone out of these stuck areas or blind spots where they may not see with clarity. This is where the effective coach uses finely-tuned listening and observing skills. Some talented coaches speak of the magic of asking the right question at just the right time.
Goals and Outcomes
What are the goals and outcomes of effective executive coaching? Traditionally, the goals have been fairly specific and have focused on preventing executive derailment. The coaching process may also address a specific behavior that is causing managerial conflict, improve specific managerial competencies, or help executives address behaviors or issues that are impeding job effectiveness.
Increasingly coaching seeks to enhance the performance of high-potential executives. The goals of executive coaching are shifting and broadening as more and more executives seek out coaching for a variety of different reasons.
Here are some other important results cited in research on the outcomes of executive coaching:
1. Enhanced ability to navigate sensitive political issues
2. Stronger strategic decision making
3. Enhanced openings to organizational and self explorations.
Emotional Intelligence and Coaching
Research by the Center for Creative Leadership has found that the primary causes of derailment in executives involve deficits in emotional competence. These are listed as:
1. Difficulty handling change
2. Not being able to work well in a team
3. Poor interpersonal relations
A study of 130 executives found that how well people handled their own emotions determined how much people around them preferred to deal with them.
It is becoming obvious that coaching is not only about behavioral changes leading to improved performance on the job. The masterful coaching experience goes deeper than behavior changes into real and lasting changes through mind shift. Many call this transformational or masterful coaching.
Coaching is effective when it leads to behavioral change, particularly when it affects the bottom line. However, for change to be lasting and meaningful, the coach must reach for deeper levels of commitment and explore core issues with the client.
David Whyte puts it eloquently: “It is incumbent on each of us, to start telling our story in such a way that you can grant magnificence back to your work and back to what you do.
“If you can’t grant magnificence to your work, you grant magnificence to yourself and have the courage to step out of it into something that is really commensurate to your gifts and is a place where you can really feel like you come alive again at the frontier of your own destiny” (1999).
How to Get the Most Out of Coaching
1. Talk about what matters most. Talk about your important needs. Be selfish about your coaching time – talk about what really matters rather than what you “should” be addressing.
2. Focus on how you feel and want to feel, not just on what you want to produce. Don’t avoid talking about your feelings, no matter what your opinions of them are. Feelings drive behaviors. To change your behaviors, change how you feel. Be willing to explore and discuss your feelings with your coach. Awareness is the first step toward change.
3. Get more space, not more time, into your life. Coaching needs room in order to work. If you’re too busy, you’ll use coaching to push yourself harder, instead of using coaching to become more effective. Simplification gets you space. You need space in order to learn and to be able to evolve beyond where you are today.
4. Become incredibly selfish in order to reduce energy drains. Coaching will help you to identify and reduce things that drain and strain you such as recurring problems, difficult relationships and pressured environments. It’s up to you to ask your coach for help in reducing energy drains.
5. Be open to see things differently. You will get more out of coaching if you are willing to examine your assumptions, ways of thinking, expectations, beliefs, and reactions. As David Whyte has said, “Nobody has to change, but everybody has to have the conversation.”
6. Sensitize yourself to see and experience things earlier than before. Coaching conversations will lead you to increased awareness. The more you sensitize yourself to your feelings and thoughts, the faster you can respond to events and opportunities. This may mean eliminating alcohol, stress, caffeine and an adrenaline-based energy system for living.
7. Design and strengthen your business and personal environments. The value of coaching can be extended if you use part of your coaching time to design the perfect environment in which to live and work. If your surroundings are unpleasant, unhealthy, or disorganized, they can affect your success. Clean up, organize, beautify.
8. Be clear about your goals before ending the coaching session. Coaching is just conversation unless it leads to action. Make sure you know what your goals are, both immediate, near future and long term.
9. Spend part of your coaching time to improve your ability to give feedback. Successful leaders know how to give positive feedback to their key people. They do it frequently and with authenticity. They never hesitate when feedback is less than positive. You should give your coach feedback, especially at the end of each session. Say what worked, what didn’t, and what you’d like next.
10. Be willing to evolve yourself, not just increase your performance. Coaching is a developmental process and an evolutionary one. You’ll learn how to accomplish more with less effort. But you will also think differently, adopt a new personal vision of yourself, change outdated beliefs and assumptions and expand your view of yourself and your place in the world. Work with your coach to become more magnificent in your work and in your life.
Using Assessments with Coaching - To learn more about this author, visit Jerry Pinney's Website.
Like this article? Share it with your friends
Using Assessments with Coaching
Many coaches begin the coaching process with assessments. The DISC assessment process is used by many coaches and is the assessment that I use. Some coaching involves extensive feedback from 360 degree surveys in which the person being coached receives input from peers, subordinates and superiors.
Initially there may be extensive work examining one’s personal values and interests and creating a personal mission statement. This is similar to a business strategy and mission statement for the organization. There may be coaching around aligning the personal purpose and objectives with those of the organization.
The astute coach helps the person examine gaps between what they believe they do and what they actually do. This is fertile ground for personal growth and development, but is also the area where people become defensive and resistant.
It takes a talented coach to help someone out of these stuck areas or blind spots where they may not see with clarity. This is where the effective coach uses finely-tuned listening and observing skills. Some talented coaches speak of the magic of asking the right question at just the right time.
Goals and Outcomes
What are the goals and outcomes of effective executive coaching? Traditionally, the goals have been fairly specific and have focused on preventing executive derailment. The coaching process may also address a specific behavior that is causing managerial conflict, improve specific managerial competencies, or help executives address behaviors or issues that are impeding job effectiveness.
Increasingly coaching seeks to enhance the performance of high-potential executives. The goals of executive coaching are shifting and broadening as more and more executives seek out coaching for a variety of different reasons.
Here are some other important results cited in research on the outcomes of executive coaching:
1. Enhanced ability to navigate sensitive political issues
2. Stronger strategic decision making
3. Enhanced openings to organizational and self explorations.
Emotional Intelligence and Coaching
Research by the Center for Creative Leadership has found that the primary causes of derailment in executives involve deficits in emotional competence. These are listed as:
1. Difficulty handling change
2. Not being able to work well in a team
3. Poor interpersonal relations
A study of 130 executives found that how well people handled their own emotions determined how much people around them preferred to deal with them.
It is becoming obvious that coaching is not only about behavioral changes leading to improved performance on the job. The masterful coaching experience goes deeper than behavior changes into real and lasting changes through mind shift. Many call this transformational or masterful coaching.
Coaching is effective when it leads to behavioral change, particularly when it affects the bottom line. However, for change to be lasting and meaningful, the coach must reach for deeper levels of commitment and explore core issues with the client.
David Whyte puts it eloquently: “It is incumbent on each of us, to start telling our story in such a way that you can grant magnificence back to your work and back to what you do.
“If you can’t grant magnificence to your work, you grant magnificence to yourself and have the courage to step out of it into something that is really commensurate to your gifts and is a place where you can really feel like you come alive again at the frontier of your own destiny” (1999).
How to Get the Most Out of Coaching
1. Talk about what matters most. Talk about your important needs. Be selfish about your coaching time – talk about what really matters rather than what you “should” be addressing.
2. Focus on how you feel and want to feel, not just on what you want to produce. Don’t avoid talking about your feelings, no matter what your opinions of them are. Feelings drive behaviors. To change your behaviors, change how you feel. Be willing to explore and discuss your feelings with your coach. Awareness is the first step toward change.
3. Get more space, not more time, into your life. Coaching needs room in order to work. If you’re too busy, you’ll use coaching to push yourself harder, instead of using coaching to become more effective. Simplification gets you space. You need space in order to learn and to be able to evolve beyond where you are today.
4. Become incredibly selfish in order to reduce energy drains. Coaching will help you to identify and reduce things that drain and strain you such as recurring problems, difficult relationships and pressured environments. It’s up to you to ask your coach for help in reducing energy drains.
5. Be open to see things differently. You will get more out of coaching if you are willing to examine your assumptions, ways of thinking, expectations, beliefs, and reactions. As David Whyte has said, “Nobody has to change, but everybody has to have the conversation.”
6. Sensitize yourself to see and experience things earlier than before. Coaching conversations will lead you to increased awareness. The more you sensitize yourself to your feelings and thoughts, the faster you can respond to events and opportunities. This may mean eliminating alcohol, stress, caffeine and an adrenaline-based energy system for living.
7. Design and strengthen your business and personal environments. The value of coaching can be extended if you use part of your coaching time to design the perfect environment in which to live and work. If your surroundings are unpleasant, unhealthy, or disorganized, they can affect your success. Clean up, organize, beautify.
8. Be clear about your goals before ending the coaching session. Coaching is just conversation unless it leads to action. Make sure you know what your goals are, both immediate, near future and long term.
9. Spend part of your coaching time to improve your ability to give feedback. Successful leaders know how to give positive feedback to their key people. They do it frequently and with authenticity. They never hesitate when feedback is less than positive. You should give your coach feedback, especially at the end of each session. Say what worked, what didn’t, and what you’d like next.
10. Be willing to evolve yourself, not just increase your performance. Coaching is a developmental process and an evolutionary one. You’ll learn how to accomplish more with less effort. But you will also think differently, adopt a new personal vision of yourself, change outdated beliefs and assumptions and expand your view of yourself and your place in the world. Work with your coach to become more magnificent in your work and in your life.
Using Assessments with Coaching - To learn more about this author, visit Jerry Pinney's Website.
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Dave KurlanDave Kurlan is the founder and CEO of Objective Management Group, Inc., the industry leader in sales assessments and sales force evaluations, and the CEO of David Kurlan & Associates, Inc., a consulting firm specializing in sales force development. Dave has been a top rated speaker at Inc. Magazine's Conference on Growing the Company, the Sales & Marketing Management Conference and the Gazelles Sales & Marketing Summit. He has been featured on radio and TV, including World Business Review with General Norman Schwarzkopf, in Inc. Magazine, Selling Power Magazine, Sales & Marketing Management Magazine and Incentive Magazine. He is the author of Mindless Selling and Baseline Selling – How to Become a Sales Superstar by Using What You Already Know about the Game of Baseball. He created and wrote STAR, a proprietary recruiting process for hiring great salespeople, and he writes Understanding the Sales Force, a popular business Blog and is a contributing author to The Death of 20th Century Selling and 101 Great Ways to Improve Your Life, Volume 2. - Visit Dave Kurlan's Website |
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Casey GollanCasey Gollan, Business Coaching & Mentoring Programs. Add $1 Million to $10 Million in the next 1 to 3 years. Since 1996 Casey has to added hundreds of millions of dollars to businesses. Watch a free video see client results Business Coaching website. - Visit Casey Gollan's Website |
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Leanne Hoagland-SmithAre your sales where you want them to be? Will you be one of the few who achieves sales or business success or one of the many who have failed to change? Are you tired of being told you are like everyone else? Then you may find my first book on sales of interest. Be the Red Jacket in the Sea of Gray Suits, The Keys to Unlocking Sales available at Amazon or at http://www.processspecialist.com/red-jacket.htm. This book is a reflection of my no-nonsense approach to improving sales to overall business results. If you are truly committed to making sustainable changes, then I can help you secure a positive return on your investment because I focus on executable solutions not telling you the problems you already know you have. From training to corporate (group) coaching to executive one on one coaching, my approach is to assess, create awareness, build a goal driven action plan and then execute. The bottom line question is "Not do you or your employees know it, but do you or they want to do it?" Please call for a free strategy session at 219.759.5601. - Visit Leanne Hoagland-Smith's Website |
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Joe DagerJoe Dager is President of Business901, a progressive coaching company providing no-nonsense direction in areas such as Lean Six Sigma Marketing and organized referral marketing. What others say: In the past 20 years, Joe and I have collaborated on many difficult issues. Joe’s ability to combine his expertise with “out of the box” thinking is unsurpassed. He has always delivered quickly, cost effectively and with ingenuity. A brilliant mind that is always a pleasure to work with.” - James R. If you want to learn more about Business901, start a conversation with us. We can be found @ Web/Blog: Business901.com Web/Blog: FundingYourNonprofit.com LinkedIn Profile Follow me on Twitter - Visit Joe Dager's Website |
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John BrennanJohn Brennan Ed.D. Dr. Brennan is President of Interpersonal Development, LLC, a training and development firm. Interpersonal Development has provided sales training and coaching to more than 3,000 sales reps from over 100 companies. A native of Australia, Dr. Brennan received his doctorate from the University of Rochester. His dissertation researched the effectiveness of Behavioral Modeling Technology in training people in interpersonal skills. While he has spent most of his career designing or delivering training, he was also a Vice-President of Sales of a training and development franchise with operations in 25 markets. Dr. Brennan has designed and delivered sales training in North America, Asia, Europe, Australia and the Middle East. He has been a guest speaker at numerous national and regional professional conferences. When Microsoft wanted Best Practices articles on sales for their web site, they called Dr. Brennan. The results are at http://office.microsoft.com/en-us/FX011387391033.aspx His firm’s clients have included Volvo, The Prudential, Merrill Lynch, Eastman Kodak, Gannett, Equifax Europe, the Economist Group and countless small businesses. - Visit John Brennan's Website |
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David AchesonDavid Acheson is the founder of DCJA Consultancy. DCJA Consultancy is a management consultancy business specialising in B2B sales consultancy. They offer bespoke and packaged sales consultancy including Sales Optimisation Review, Interim Sales Management, Sales & Marketing Review, 1:1 Sales & Management Staff Analysis, Management Training, Solution Sales Training, Creation of New Pay Plan, KPI's, run Customer Feedback Campaigns, assist with Recruitment, Coaching, Appraisals and set up Strategic Marketing Campaigns. David spent his early career in accountancy and then moved into sales in 1982, working in Office Equipment, IT, Advertising, Training, Outsourcing and Consultancy. He has held many Senior Positions in SMBs and Global Organisations including Head of Sales Operations & Head of Business Development. His knowledge, skills and great experience of the Sales Industry has led to David making keynote speeches and running educational sessions to key businesses through organisations including The Chamber of Commerce and Business Link. - Visit David Acheson's Website |
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Linda RichardsonLinda Richardson is the Founder and Executive Chairwoman of Richardson, a global sales training and performance improvement company. As a recognized leader in the industry, she has won the coveted Stevie Award for Lifetime Achievement in Sales Excellence and she was identified by Training Industry, Inc. as one of the “Top 20 Most Influential Training Professionals.” Ms. Richardson is credited with the movement to Consultative Selling and is the author of ten books on selling and sales management, including Sales Coaching — Making the Great Leap from Sales Manager to Sales Coach, and Stop Telling, Start Selling. She teaches sales and management at the Wharton Graduate School of the University of Pennsylvania and the Wharton Executive Development Center. Linda is a frequent speaker at industry and client conferences, has been published extensively in industry and training journals, and has been featured in numerous publications, including The Wall Street Journal, Forbes, Nation’s Business, Selling Power, Success, and The Conference Board Magazine. Learn more about Richardson's sales training and performance improvement solutions at http://www.richardson.com web - Visit Linda Richardson's Website |
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