Executive Coaching for Results. The Definitive Guide to Developing Organizational Leaders

The field of executive coaching is growing at an astonishing rate. Corporations are increasingly turning to coaching as an intervention, as it offers leaders and managers both on-the-job learning and built-in follow-up. But how can you make the best use of coaching within your organization? Executive Coaching for Results helps this critical leadership development method come of age. This is not a "how-to-coach book"-there are already plenty of those-but rather a comprehensive guide on how to strategically use coaching to maximize development of talent and link the impact of coaching to bottom-line results. Underhill, McAnally, and Koriath draw on their rigorous original research (through Executive Development Associates) with Fortune 1000 and Global 500 companies such as Disney, IBM, UBS, Unilever and many others, and combine that with their years of industry experience to advance the state of the art. Executive Coaching for Results includes topics such as- Integrating coaching into your organization's overall leadership development strategy Locating and screening coaches worldwide Developing an internal coaching program Deciding which coaching assessments and instruments are appropriate to your situation Measuring the impact and ROI of coaching Following up after coaching Throughout, the authors provide numerous examples from major organizations such as Dell, Johnson and Johnson, Intel, and Wal-Mart. Offering practical learning, best practices, and illuminating case studies, this is the first definitive guide to the effective use of executive coaching in the corporate environment.

Table of Contents:
Figures and Tables Foreword by Marshall Goldsmith Preface Acknowledgments Introduction Chapter 1--Understanding the Coaching Field What is Coaching? Purpose of Coaching--Why? What Does Coaching Replace? Who Gets Coaching? Coaching Highlights Chapter 2--The Importance of Culture and Leadership Support Culture Counts Get Leadership Support Why Is Coaching Different? Marketing Matters Coaching Highlights Chapter 3:--Linking Coaching to Leadership Development, Talent Management, and Human Resource Practices Link to the Leadership Development Strategy Linking to the Talent Management Approach Linking to Leadership Development and Human Resources Personnel Coaching Highlights Chapter 4--Managing the Coaching Engagement Prepare the Executive for Coaching Leaders: Make the Most of Your Coaching, Sue Brown SJ Brown & Associates; Study Researcher Prepare the Boss for Coaching Don’t Underestimate Matching Watch for Stalls Find Mismatches and Fix Them Quickly Get Clear on Length and Frequency Coaching Lite: the Wal-Mart Way, Heidi Glickman & Margaret Durr Wal-Mart Reaching the APEX: How Agilent Leaders Benefit from Tiered Options for the Duration of Coaching, Christine Landon & Alison Hu Agilent Technologies Thoughts on Duration, Carol Braddick Graham Braddick Partnership; Study Researcher Activities in Coaching Know the Costs, But That’s Not All Chapter 5--The Toolbox: Instruments and Assessments Why Use Assessments? Gather Feedback Expanding the Tool Box Determining Instrument Policies How to Manage Tool Selection Chapter 6--Balancing Consistency and Flexibility Be Consistent--Or Not Keeping Coaching Alive: Nearing a Decade of Success, Pat Santillanes, Anthony Lamera California Public Employees’ Retirement System (CalPERS) Add Consistency to Taste Coaching Across 200 Companies: Providing a Systematic Framework, Respecting Entrepreneurial Cultures, Janet Matts Johnson & Johnson Behind-the-Scenes: Managing a Global Executive Coaching Practice, Kimberly Arnold, Barbara Kenny (Dell, Inc.) & Steve Sass Alliance for Strategic Leadership Chapter 7--Building an Internal Coaching Program Consider the Opportunity Compare Internal to External Coaching The Positives of Internal Coaching Internals as Coaches, Elaine Roberts & Kim Deutsch The Progressive Group of Insurance Companies Internal Coaches at Intel, Lori Severson & Dorothy Lingren Intel Corporation Challenges for Internal Coaches Leader-as-Coach Coaching Mastery at Bell Canada, Mary O’Hara Bell Canada Coaching within Saudi Aramco, Kenneth J. Rediker, Ph.D. Saudi Aramco Mentoring The Debate Continues Chapter 8--Measuring Impact Start at Satisfaction with Coach Include Impact Metrics Ask the Boss to Assess Follow-up with Another Measure Return-on-Investment Measuring the Impact, Deborah Swanson Sony Corporation What Makes Executive Coaching Effective?, Mary-Wayne Bush The Foundation of Coaching; Raytheon The Bottom Line Chapter 9--The Art of Finding Qualified Coaches Qualifications Locating Coaches Coaching Vendor Selection Process Janet Weakland, Bob Gregory and Cheryl Ramirez BP Advantages for Using a Trusted Single Provider for Executive Coaching Sources Kristin Olsen Thrivent Financial Screening Coaches Unilever’s Executive Coach Assessment Process Sam Humphrey Unilever Does Certification Matter? Chapter 10--Creating a World Class Coaching Community Why It Matters Stay Connected to the Pool Dell’s First Annual Global Coaching Forum: Keeping the Partnership Strong Kimberly Arnold & Barbara Kenny (Dell, Inc.) & Steve Sass (Alliance for Strategic Leadership) Building Community with Coaches Janet Matts Johnson & Johnson Develop Coaching Talent Know How Coaches Tick Chapter 11--Life After Coaching When Coaching Interventions Terminate Harris Ginsberg Chemtura Corporation Renegotiate the Relationship Boost the Fading Finish Internals Can Continue Support Keep Coaching Alive From the Inside Kevin Wilde General Mills Beware of Dependencies Self-Coaching Keep the Measures Coming Chapter 12--The Future of Coaching Practice Standardization Results Focused New Forms of Coaching Developmental Coaching William Hodgetts, Ph.D. Fidelity Investments Regulation Coaching through Technology Industry Trends Closing Thoughts Coaching Program Design Checklist Afterword by Richard J. Leider About the Authors About the Contributors References

About the Author :
Brian O. Underhill, Ph.D., is an industry-recognized expert in the design and management of global executive coaching implementations. Brian is the Founder of CoachSource. He oversees worldwide coaching operations through a pool of over 600 leadership coaches. His executive coaching work helps executives achieve positive, measurable, long-term change in leadership behavior. Brian is the engagement leader for the High-Impact Executive Coaching research study. His most recent article on Agilent Technologies' coaching pro- gram appears in Coaching for Leadership, second edition, (Pfeiffer- 2006) and Best Practices in Leadership Development and Organization Change (Pfeiffer- 2005). He is a regular speaker at The Conference Board, Linkage, ASTD New York and LA, HRPS New York, PCMA and other industry events. Brian's clients include Agilent Technologies, AT&T, CalPERS, Dell, Johnson & Johnson, Motorola, and Sony. His nonprofit work has benefited the Drucker Foundation, St. Vincent de Paul Village, and the Union Rescue Mission. Brian has a Ph.D. in organizational psychology from the California School of Professional Psychology, and a psychology degree from the University of Southern California. Brian lives near Silicon Valley with his wife Lisa and children Kaitlyn and Evan. He is an avid soccer player and musician. He can be reached at- brian@coach-source.com or www.coach-source.com. Dr. McAnally's background includes over 20 years working in or consulting for businesses in the areas of strategy development, leadership development, executive coaching, training and education, and change management. She holds a B.A. in psychology and a master's and Ph.D. in organizational psychology. Her consulting practice includes developing executive coaching and leadership development programs; planning and designing transition strategies; facilitating workshops and strategy sessions; developing training and education programs; company culture change; designing organizational and employee assessments; creating new organizational structures, roles, and responsibilities; communication planning and strategies; improving group processes; and transitions for implementation of new processes and technology in companies. Dr. McAnally also operates a research organization providing industry shared-research, directed-research, and thought-leadership. Her research background includes academic research, practical industry-wide studies, and written reports, articles, and publications. Dr. McAnally's client list includes large and small companies representing retail, healthcare, grocery, and manufacturing industries. Her clients include American Eagle Outfitters, Babycenter.com, Barnes & Noble Booksellers, eToys, Dockers Khaki's, Hallmark Specialty Retail Group, HealthCare Partners, JC Penney, Jos. A Bank, Limited Inc., Neiman Marcus, Nordstrom, Party City, Rockwell International, Sears Canada, Sony Electronics, Teleflora, TJMaxx, Victoria's Secret Direct, and Wal-Mart. Kimcee can be reached at Kimcee@coach-source.com. Dr. Koriath is a psychologist with a multidisciplinary career. He is President of Full Circle Learning, Inc. and Vice President, Leadership Through Personal Development at ExecutiveNetworks, Inc. where has helped to create and deliver a community of practice networking experience to leaders of Fortune 1000 companies. John has held various positions with Executive Development Associates, Inc., and was VP of Research directing the seminal research study this book presents. John is drawn to projects, people, and relationships that seek to bring positive change to twenty-first century living. He approaches his work with a diverse set of skills and experiences gathered in a career as an educator, scientist, and therapist. John is a cofounder of the Turtle Island Project, a nonprofit organization whose programs integrate principles of mind and body through the teachings of Native American rituals and ceremonies. John is a student and instructor in the martial art of Aikido. John also served for ten years on the faculty of Arizona State University, where he taught in the field of psychology. During that time he conducted psychophysiological research, in part as the Flinn Foundation Fellow for Cardiovascular Research. Dr. Koriath published a variety of articles and book chapters while in academia. More recently his chapter, "Using Communities of Practice to Extend Learning beyond Classroom Walls," was in The Future of Executive Development, James F. Bolt, ed., 2005, Executive Development Associates, Inc. He also co-authored High-Impact Executive Coaching, research conducted with Executive Development Associates, Inc. in 2005.

Review :
“Finally, the best of the corporate executive coaching world all in one place!  This is the definitive guide.” — Marshall Goldsmith, author of What Got You Here Won't Get You There “Required reading for HR executives, practitioners, and all students having a serious interest in the development of leadership talent.” —Dr. Laurence S. Lyons, founding director, The Metacorp Group, and editor of Coaching for Leadership: The Practice of Leadership Coaching from the World’s Greatest Coaches