Interesting articles are something people love to get and I love to give.
Here is one I think you will enjoy. This note came from a coaching colleague of mine. It asks a key question about behavioral change and gives an intuitive way to explain the leadership growth process to executives.
Coaching for Behavioral Change
People often ask, “Can executives really change their behavior?” The answer is definitely yes. If the coach will follow these basic steps, clients almost always get better!
The following process is highly transferable and is being used by certified coaches around the world to deliver Measurable Leadership Growth, Guaranteed. When these steps are followed, leaders can always achieve positive, measurable results in changed behavior – not as judged by themselves, but as judged by pre-selected, key co-workers. This process has been used with great success by both external coaches and internal coaches and you can do it to.
- Involve the leaders being coached in determining the desired behavior in their leadership roles. Leaders cannot be expected to change behavior if they don’t have a clear understanding of what desired behavior looks like. The people that I coach (in agreement with their managers) work with me to determine desired leadership behavior.
Involve the leaders being coached in determining key stakeholders. Not only do clients need to be clear on desired behaviors, they need to be clear (again in agreement with their managers) on key stakeholders. There are two major reasons why people deny the validity of feedback, either wrong items being rated, or wrong raters. Having clients and their managers agree on the desired behaviors and key stakeholders in advance helps ensure their “buy in” to the process.
Collect feedback. In my coaching practice, I personally interview all key stakeholders. The people who I am coaching are all CEOs or potential CEOs, and the company is making a real investment in their development. However, at lower levels in the organization (that are more price sensitive), traditional 360° feedback can work very well. In either case, feedback is critical. It is impossible to get evaluated on changed behavior if there is not agreement on what behavior to change!
Reach agreement on key behaviors for change. As I have become more experienced, my approach has become simpler and more focused. I generally recommend picking only one to two key areas for behavioral change with each client. This helps ensure maximum attention to the most important behavior. My clients and their managers (unless my client is the CEO) agree upon the desired behavior for change. This ensures that I won’t spend a year working with my clients and have their managers determine that we have worked on the wrong thing!
Have the coaching clients respond to key stakeholders. The person being reviewed should talk with each key stakeholder and collect additional “feed forward” suggestions on how to improve the key areas targeted for improvement. In responding, the person being coached should keep the conversation positive, simple, and focused. When mistakes have been made in the past, it is generally a good idea to apologize and ask for help in changing the future. I suggest that my clients listen to stakeholder suggestions and not judge the suggestions.
Review what has been learned with clients and help them develop an action plan. As was stated earlier, my clients have to agree to the basic steps in our process. On the other hand, outside of the basic steps, all of the other ideas that I share with my clients are suggestions. I just ask them to listen to my ideas in the same way they are listening to the ideas from their key stakeholders. I then ask them to come back with a plan of what they want to do. These plans need to come from them, not me. After reviewing their plans, I almost always encourage them to live up to their own commitments. I am much more of a facilitator than a judge. I usually just help my clients do what they know is the right thing to do.
Develop an ongoing follow-up process. Ongoing follow-up should be very efficient and focused. Questions like, “Based upon my behavior last month, what ideas do you have for me for next month?” can keep a focus on the future. Within six months conduct a two- to six-item mini-survey with key stakeholders. They should be asked whether the person has become more or less effective in the areas targeted for improvement.
Review results and start again. If the person being coached has taken the process seriously, stakeholders almost invariably report improvement. Build on that success by repeating the process for the next 12 to 18 months. This type of follow-up will assure continued progress on initial goals and uncover additional areas for improvement. Stakeholders will appreciate the follow-up. No one minds filling out a focused, two- to six-item questionnaire if they see positive results. The person being coached will benefit from ongoing, targeted steps to improve performance.
This approach has high impact for both top executives and can be even more useful for high-potential future leaders. These are the people who have great careers in front of them. Increasing effectiveness in leading people can have an even greater impact if it is a 20-year process, instead of a one-year program.
People often ask, “Can executives really change their behavior?” The answer is definitely yes. At the top of major organizations even a small positive change in behavior can have a big impact at all levels of management. From an organizational perspective, the fact that the executive is trying to change anything (and is being a role model for personal development) may be even more important than what the executive is trying to change. One key message that I have given every CEO that I coach is this…
Thank you for your time. If you would like to discuss ways I might help you with your own executive development, click below.