“The essence of executive coaching is helping leaders get unstruck from their dilemmas and assisting them to transfer their learning into results for the organization”
– Mary Beth O’Neill in “Executive Coaching with backbone and Heart”
Executive Coaching happens between the client and the coach through a process of inquiry dealt with by dialogues and sometimes using other tools. In this, the coach works as a ‘thought-initiator’ and partner with the client. Thus helping the client dive deep into examining and developing different perspectives and approaches.
BKMS Value Proposition
B Krishnamurthy (BKM)B Krishnamurthy (BKM):
- Is Certified Coach from Coaching Foundation India
- Also is Certified on Conversational Intelligence®.
- Has a vast experience of over 37 years in senior level leadership roles and having successfully worked in demanding global roles.
- Brings practical wisdom to the table, capable of helping a leader who needs executive coaching.
- Has coached 27 leaders across different industry domains in the last 4 years.
Typical Steps involved in Executive Coaching:
Some Examples:
1
Enhancing the Potential of the Leader
This is the case of a fast-track leader with around 18 years of professional experience – was considered for a global role and the management wanted him to be coached in enhancing the potential for business acumen and executive presence. After initial discussions and a 360 feedback, the coaching goal in the alignment of the above were taken up and strategies worked out to address them. A detailed action plan was drawn with measurable outcomes. After 4-5 sessions, planned improvements were showing up and the leader achieved his targets. His reporting supervisor confirmed the improvement and subsequently he was elevated to the targeted role globally.
2
Addressing Behavioral Competencies
After serving in the USA for over 15 years in a MNC IT, the leader was sent to India for setting up the India Development Centre. Though he achieved the objectives and the growth planned for the India Centre, his own personal growth seemed limited. The Company desired a coaching program and BKM was called in to assist. The 360 degree feedback and a couple of behavioural diagnostics revealed the areas that needed improvement in the leader. Strategies and action plan were worked out to address the aspects on improving assertiveness, effective communication and cross functional working. These areas not only limited his performance, but also put the team under him to undue pressure. On realizing the importance and the need, the leader worked out specific action plan guided by the coach. He worked on the actions diligently and reported the progress. It was visible that there was a significant difference in the way he approached various aspects of his job.
3
Transition Coaching
The leader – having an experience of over 24 years – headed a production function of a large pharma factory and was promoted to become the factory unit head. Even after months in the new role, the leader did not scale up to become the Unit Head. He still exhibited behaviours of the production head – resulting in angry out bursts with quality team when there is rejection of a batch or with human resource team for engaging contract employees etc. The reporting functional heads found it difficult to deal with the leader and could not resolve matters within the unit. This is when executive coaching was suggested for the leader. After series of discussions and a couple of behavioural assessments, the leader was made to understand the challenges in his approach and the outcome. Then the leader worked out his plan of action and time lines for improvements. He went to the extent of asking the HR head to be the sounding board and also to monitor and report the progress. The improvements started kicking in after about two months and stabilized after 3 months. The functional teams working under the leader confirmed betterment of the situation and felt far more comfortable to deal with the unit head under the new situation.
4
Life Coaching
This leader, having close to 28 years of experience, is head of operations of a large multi-unit multi-geography FMCG in India. He always found himself “busy” all the time and no time for himself and the family. There was a problem of work-life balance and also the inability to socialize. After a couple of discussions and analysis of his work style, it was decided to take up effective delegation and attention to personal health as the coaching goal. This goal also involved managing his time more effectively and keeping an eye on his health. The actions worked out included tracking the time spent, activities done by him, by others, the competency assessment of his team etc. He systematically worked with himself and the team to divide the work and also focus on his health related aspects. He was asked to track the progress and outcome for 6-8 weeks and the coach helped where needed. The improvement he achieved provided him not only the extra time he wanted for his family but also the social circle. There was less stress and better health as well as reported by him later.