In our demanding world, with leaders who are too busy, the steps for leadership development success need to be organized and understood up front.
Coaches act as accountability partners for their clients. They work to ensure that the intentions of the leaders they coach are clear and that the leaders know what the actual, practical steps are that they need to work on between coaching sessions. This requires the coach to be deeply acquainted with the responsibilities of their clients and the nature of the culture/environment in which they operate.
What’s needed to support both coaches and their clients is a proven, successful framework that provides important resources leaders can access between coaching sessions to support their development and learning.
My Skill Kit for Leaders Program, which is based on my more than 25 years of hands-on coaching experience and includes 42 rich, resource units, provides such a framework. It’s available now for licensing by coaches to use in their own practices, or for managers and trainers who want to implement new leadership development programs or complement their organization’s existing efforts.
My Process for Executive Coaching
Here is an example of my Executive Coaching process using my Skill Kit for Leaders (SKL) program as the framework.
- Assessment for data that proves the client’s reality. Ensure appropriate assessment of performance or behavior gaps. Have client record these with coach. (Use SKL Self-Analyzer tool and SKL Definitions List, if no 360 or other assessment or performance feedback).
- Co-create the Development Plan. Articulate strengths and development needs in leadership competencies and behavior changes required, given the leader/candidate’s business context with assessment material and client’s input. Client projects to establish a timeline and realistic activities. (Client works with SKL Development Plan template and the SKL Definitions list, supported by coach)
- Coach Establishes Relationship as Trusted Realistic Partner.
Coach and client work to identify conscious and unconscious resistance to change and ensure that the coach can call this out to client when it is a barrier to fulfilling goals. (This begins with the first interview, with the use of a solid “Intake form,” and continues throughout the coaching process).
- Coach Supports Client in Identifying Clear Practical Pictures of The Leadership Competencies Needed and What The Behaviors Look Like. Review of specific interpretation and new approaches to the skill or competency and behavior(s) needed and approaches to working on it. (Use of the SKL Definitions list and appropriate SKL Resource Unit)
- Client Selects Practical, Useful Competency-Building Activities & Practices These Between Sessions. These new approaches need to be practiced on-the-job to grow the competency or to use strengths differently. Studying the competency or new behavior is enhanced with video clips, role plays, and reading material for recalibrating goal setting and new practices to reach development goal on any leadership competency. (Record choice of SKL activities in SKL Development Plan and SKL Evaluation Log with coach’s support.)
- Each Session Allows for Progress Review and Evaluation Of Activities To Which Client Has Committed. Client seeks feedback and monitors progress accurately with coach’s support. (Use SKL Evaluation Log to record feedback from other stakeholders; Coach can do “Feed Forward” process to support.)
- Coach and Client Acknowledge and Celebrate Success & Recalibrate for Next Steps.