coached and his/her leader regarding desired outcomes for coaching. Then the person being coached is interviewed regarding the expertise and demographics of a coach that he/she might prefer. Interviews with one or two potential coaches are set up with the person to be coached to allow him/her to select a best fit coach. A SOW is then prepared and signed which outlines desired outcomes and services to be provided. Most often the CHRO has been involved by this point and may be the person to sign the SOW. Once the SOW is signed, a threeway meeting with the coach, person to be coached and that person’s leader is held to align on expectations and then coaching begins. Are there different stages and or processes with executive coaching and how are these determined? There are four stages to executive coaching: Assessment, Development Plan Creation, Execution of the Plan, and Measurement. • Assessment includes both personality and 360° assessment using professional, reliable and valid assessments. • Development planning is first done with the coach and coachee and then shared with the coachee’s leader to assure alignment. • Plan execution involves on-going 1:1 meetings between the coach and coachee where issues are discussed, learning takes place, and new skills are practiced. • The Bailey Group has developed a proprietary measurement process which measures both satisfaction with and impact of the coaching. How do you manage your clients’ expectations? A list of expectations of the person to be coached and the coach are reviewed in the first session. These include expectations related to confidentiality, accountabilities, meeting cadence, scheduling and cancelling meetings, and other logistics. Is it possible to determine the results and successes of executive coaching and can you provide any examples of this? The Bailey Group has developed a proprietary system for measuring results of coaching. In addition, we use pre-andpost 360 assessment and customized surveys to assess impact. What are the biggest misconceptions about executive coaching? A common misconception is that the act of hiring a coach will somehow magically fix the “problem”. Behaviour change requires that the coach, the person being coached (i.e., the “coachee”), and the leader be clear, aligned and mutually accountable for achieving the coaching outcomes. A related misconception is that “confidentiality” means that the leader can’t be “in the loop” about the progress of the coaching. At The Bailey Group, our model includes on-going meetings, led by the coachee, with the coach, coachee, and the leader to maintain alignment and share feedback about progress (or lack thereof). Do you have a typical style or approach to executive coaching? Our approach emphasizes psychological safety, insight, challenging irrational or outdated beliefs, and being an accountability partner with the coachee for changing behaviour. Adults learn best when they feel it is safe to be vulnerable, authentic and to take risks. We use assessments to help coachees learn how they are perceived by others and to make sure their self-perception matches how others (their leader, peers and direct reports) see them. Changing behaviour requires recognizing and making conscious old habits and then intentionally choosing and practicing new behaviours. Coaches, to be effective, must be willing to respectfully challenge and hold coachees accountable when necessary. TheBaileyGroup.com WWW.LAWYER-MONTHLY.COM 13
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