Executive Coaching

EXECUTIVE LEADERSHIP COACHING

A UNIQUE APPROACH TO EXECUTIVE COACHING

The approach I use is unique to executive coaching as it Guarantees Measurable Leadership Growth and therewith differentiates itself from most other coaching methodologies. This 12 months process includes:

Define Leadership Goals that are Important to the Leader

and the Organization.

One of the core tenets of my leadership coaching methodology is that leaders are more successful when they choose what to work on to improve. I facilitate the leader conducting a cost/benefit analysis that helps evaluate if it is “worth it” to proceed. Once a goal is selected, the leader identifies stakeholders who are relevant because they both are affected by the leader’s behavior and are clear beneficiaries of the leader’s performance. The leader’s manager or board approves the development goal and list of stakeholders before the process proceeds.

Buy-in from stakeholders to be part of the process

As stakeholders are on the receiving end of leadership, the stakeholders’ perception of leadership effectiveness is pivotal. Therefore the Stakeholders are an integral part of this process and are recruited as valued members of the leadership change process. Either by the coach, or the leader, each Stakeholder is asked to actively participate in the leader’s improvement in an ongoing basis. They are asked to provide both feedback and feedforward to the leader and be willing to complete anonymous mini-‐surveys on the leader’s improvement. The process starts with the Stakeholders providing the initial input on the Action Plan by providing suggestions to the leader and coach.

Stakeholder Based Planning

To ensure a high-quality action plan targeted specifically to the leader’s company and situation, the action plan is not designed from the coach’s expertise, but from the initial suggestions solicited from the Stakeholders. The plan is also divided into daily action steps for the leader to keep in their awareness on an ongoing basis. Stakeholders receive a copy of the plan so they are aware of target areas for providing feedback and further suggestions to the leader.

Monthly collection of stakeholder input

Each month of the leadership coaching process, the checks in with each Stakeholder. During this brief 3 to 5 minute session, the Leader requests feedback on the prior 30 days and any improvement suggestions for the next 30 days. The Leader captures the thoughts of the Stakeholders and shares the results with me. Together we decide on what to add, change, or modify for the coming month based upon Stakeholder input. If any new action items are created for the Action Plan, this is communicated to all the Stakeholders.

Measure leadership change as perceived by stakeholders

Midway and at the end of the predetermined coaching process time frame, Stakeholders are asked to complete an anonymous mini-survey to assess the progress made on the Leader’s chosen behavioral goal. This is an anonymous survey conducted in order to validate the improvement made by the Leader and to gauge whether or not the Stakeholder are recognizing and acknowledging the change. With the results of the mini-survey, the Leader does an After Action Review to pinpoint what has happened, why, and what learning is to be taken forward into the future.

Pay For Performance Guarantee

Leadership coaching is a high-rewards, high-investment endeavor. With so much at stake, it can be hard to trust a process you haven’t seen. I know the coaching process works, so I put my money where my mouth is. My coaching fees are subject to measurable leadership growth. If your leader(s) don’t improve, you don’t pay me.
It’s that simple.100% money back guaranteed.

CARLOS´ APPROACH VERSUS TRADITIONAL APPROACH

My Measurable Approach to Coaching

Measurable leadership growth throughout the process.

Pay only If agreed growth are achieved by the leader – model is client-centric not coach centric.

Leader engages a broad range of stakeholders including bosses, coworkers, and employees. The process inherently creates a culture of change and trust across the team.

Leads to concrete support and acknowledgement of changes by stakeholders from the organization.

My coaching intake assessment involves me meeting personally with each of the leader's stakeholders to truly understand the individual via structured behavioural interviews that I then summarized in a highly personalized report.

The Process focus on sustainability in behavioral shifts by repeating actions confirmed by stakeholders that form habits, these habits with in 6-12 months form new behaviors that are sustained and are reinforced by new perceptions acknowledged by on the job.

Traditional Approach to Coaching

Traditional coaching does not measure or report on outcomes (organization cannot be sure if objectives were achieved).

Traditional coaching is billed based on time spent with the client or on the exercises completed - not on outcomes achieved {resulting in sponsor potentially paying for the wrong thing.

Traditional coaching is solely focused on the 1:1 relationship with the client and coach who meet at a set frequency.

Traditional coaching is typically done in secrecy, other than the sponsor no one may know of the coaching relationship.

Traditional coaching typically uses web based 'off the shelf' 360 assessments or personality tests only, to determine focus of coaching.

Most traditional coaches do not leave any process for the client to share or repeat - it is based more an inquiry process and focus on the moment: “how can we best make use of this time today?” without necessarily driving to specific and outcomes and hence little to no ROI.

"Carlos’ coaching and guidance were the “sine quo non” of my leadership transformation journey. Carlos uncovered my weaknesses and leveraged my strengths to build a successful path forward, which was praised by my stakeholders. Investing in my leadership was a great choice, working with Carlos was the best choice."

Vasco Fonseca

Senior Innovation Manager, PMI Switzerland

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