Asked about the best business advice he ever got Eric Schmidt, Google Chairman & CEO, replied “Have a coach… to watch you and get you to be your best.” So what does it mean to have a coach? In this slide presentation,, the Author and Principal Coach of Banyan Way, a Chicago-based executive coaching and leadership development company, describes in plain and simple terms what executive coaching is all about.

1. EXECUTIVE COACHING
& THE NEW LEADERSHIP PARADIGM
(Manila, Philippines 2015)

2. “In the future, those who are not coaches will not be promoted.”
Jack Welch, GE Chairman & CEO (Quoted in 2002)
EXECUTIVE COACHING

3. YouTube - Schmidt Everyone needs a coach Video Fortune.wmv
“Have a coach… to watch you and get you to be your best.”
Eric Schmidt, Google Exec Chairman, on the best business advice he ever got
EXECUTIVE COACHING

4. In the United States:
• 80% of Fortune 500 companies have coaches for their high-
potential leaders
• Credibility of coaching is high: 78% rate it “Good” to “Excellent” *
“In many organizations, coaching has moved from a process
of personal growth to an integral part of organization strategy.”
Wharton Executive Paper
“… the prerequisite for anyone to become someone.”
Harvard Management Update
*DBM/ Human Capital Institute 2011 Research
COACHING: EXPLOSIVE GROWTH AS L&D TOOL

5. Coaching is a central competency of today’s successful leader.
“In a time of rapid change and global complexity, leaders can no longer
assume that they know and can control what goes on. Leaders must
redefine their role to one of shaping the understanding, development,
and learning of team members so they can act both independently and
in concert with the goals of the whole organization. In today’s world,
to be an effective leader, you must be an
effective coach.” Susan Wright, D Ed
“You get the best effort from others not by lighting
a fire beneath them, but by building a fire within."
Bob Nelson, Management Author & Motivational Speaker
WHY IS COACHING SO IMPORTANT?

6. THE NEW LEADERSHIP PARADIGM
Directive
(1930s-60s)
Participative
(1970s-Today)
Facilitative
(New Paradigm)
Ref: “A Leadership Evolution”, Roger Herman
Era
• Industrial Revolution
• The Great Depression
• Post-War Boom
• Universal Education
• IT Revolution (www)
• M&As, Downsizing
• Globalization (markets,
competition, resources )
• Technology leaps
People Skills
Emphasis on working with
one’s hands, ie, craftsmen/
assembly line workers
Democratized knowledge, ie,
knowledge workers
Self-directed/ self-led
individuals valuing autonomy
and collaborating globally
Organization Hierarchical
• Boxes and hard lines
Teams and Matrix Structures
• Blend of hard & dotted lines
Hard core + soft and fluid
components (outsourcing)
HR Role
Staff: Personnel Admin, eg,
maintaining 201 files,
payroll
Line: Turning workplace into
a social community , comp
more performance-related,
etc
Strategic Partner (“Own the
table, not on the table”):
Talent management; variable
comp
Leadership
Style
Coercive/ Autocratic (“Do
as I tell you.”)
Inclusive (“We can do this if
we work as a team.”)
Coaching (“What’s your
goal? How to achieve it?”)
Exec L&D Work-related skills: Rules
& Procedures
• OTJ Training
Leadership vs Management:
Functional + Behavioral
• Seminars/ Workshops
Leadership: Behavioral/
Relational
• Executive Coaching
Ref: “A Leadership Evolution”, Roger Herman; “Evolution of Human Resource Management”, M Nayab

7. “… more thoughtful, more aware, more sensitive, more
flexible, more adaptive managers capable of being molded
and developed into global executives.” London Business School
On What Corporations Look For In Future Leaders
“Only 15% of a leader’s success is the result of expertise.
85% is the result of interpersonal skills.” American Society for
Human Resource Management
In other words…. Leaders with EQ
“Effective leaders…have a high degree of emotional intelligence.
Without it, a person can have the best training in the world and an
incisive analytical mind but he still won’t make a great leader.”
Daniel Goleman, PhD, Author of Emotional Intelligence, Co-Founder of The Collaborative
for Academic, Social, and Emotional Learning (Yale University)
LEADERS IN THE NEW PARADIGM

8. EMOTIONAL INTELLIGENCE (EQ)
Adapted from “What Makes a Leader?”, Daniel Goleman
Emotional
Intelligence
Cognitive
Ability
Technical
Skills
Awareness and understanding of one’s emotions and
its impact on others; and the ability to harness this
awareness to properly manage one’s behavior and
one’s relationship with others
Faculty to process information in a logical and
analytical manner; problem solving
Eg, Accounting and Finance, Sales and Marketing,
Manufacturing and Operations, Supply Chain
Q: Can EQ be taught?

9. THE SCIENCE OF LEARNING
Limbic System: Governs
emotions, impulses, drives
• Emotional Intelligence
• Learning through motivation, self-
introspection, extended practice,
feedback, ie, coaching
Neo-Cortex: Governs analytical
ability, concepts, logic
• Cognitive Ability/ Technical Skills
• Learning through didactic teaching,
ie, classroom-type lectures, seminars
Reptilian: The Primitive Brain
• Fight or flight

10. EMOTIONAL INTELLIGENCE (EQ)
“ To enhance emotional intelligence, organizations must refocus their
training to include the limbic system. That not only takes more time…it
also requires an individualized approach… A brief seminar won’t help,
nor can one buy a how-to manual… Enlist the help of a coach.”
Daniel Goleman, “What Makes A Leader?”
“(Leadership) is not taught but learned. It
takes place in the minds of the students
rather than in the content of programs and
modules. Richard Barker, Professor and MBA Director,
Cambridge University Business School
Q: Can EQ be taught?
A: Not in the traditional sense.

11. “Coaching is partnering with clients in a thought-provoking and
creative process that inspires them to maximize their personal and
professional potential. ” International Coach Federation
From the word for carriage – carries the passenger (client) to his/her chosen
destination on a path that he/she chooses.
COACHING DEFINED

12. • Client is ultimately responsible for his/ her own growth
• Coach’s role is to help the client:
(a) Clarify and articulate his/ her goal
(the “destination”)
(b) Develop options, select and navigate
through the best one (the “path”)
“If a teacher is indeed wise, he does not bid you enter the
house of his wisdom but rather leads you to the threshold
of your own mind.” Kahlil Gibran
COACHING DEFINED

13. COACHING vs MENTORING
Aspect Coaching Mentoring
Parties &
Relationships
Usually a manager-employee formal relationship.
• Coaching is a core function of the manager
• “Every executive must be a coach (obligatory).
But not every executive must be a mentor
(voluntary).”
An experienced and a less-experienced
executive in a non-reporting/ non-evaluating
relationship entered into by mutual consent.
• Mentoring is not a core function of the
experienced executive, but it is a passion.
Learning &
Development
Goals
Development goals specific to attaining the
company’s/ unit’s business objectives at present
and in the future, ie, performance improvement
• Usually, leadership competencies: working with
others, setting objectives and action planning
• Business-specific issues
• Behavioral/ relational issues
Broad goals to help mentee’s overall career and
personal growth, ie, career improvement
• Usually, organizational competencies/
“navigating the system”: policies, systems, social
and political dynamics, pitfalls to avoid
• Technical/ subject matter competencies, eg,
marketing, finance, operations
Process
Largely self-discovery
• Coachee is encouraged to find his own answers
through a process that includes deep listening
and appreciative inquiry
Largely show-and-tell.
• Mentor is set up as an exemplar, not to be
cloned, but to learn from
Time Frame
Finite: Relationship ends when the coachee
transfers to another manager
May informally continue even when corporate
goal is achieved
• Terms are loosely interchanged
• However, when referring to formal corporate systems, there are key differences

14. COACHING VERSUS MENTORING
Competencies Elements*
Establishing Rapport • Creating trust and intimacy
• Coaching presence
• Creating awareness
Goal Setting & Action Planning
• Establishing the coaching agreement
• Planning & goal setting
• Designing actions
• Managing progress & accountability
Active Listening • Empathic listening
• “EARS” technique of listening
Effective Feedback • Direct communication
• “CAIRN” process
Appreciative Inquiry • Powerful questioning
But competencies to be effective at these roles are the same.
* Adapted from International Coaching Federation coaching competencies

15. WHEN IS COACHING CALLED FOR?
Source: DBM/ Human Capital Institute 2011 Research
I990’s : “There’s nothing wrong with me. I don’t need a coach.”
Today : “I’m a star player. I can go even higher with a coach.”

16. TOP COACHING SUCCESS FACTORS
“Making the Match” Select a coach with:
• EQ: empathy, listens with his entire being
• Strong business/ leadership experience
• Proven methodology, eg, BW 3C’s/ SOAR©
• Chemistry with coachee and corporate culture
• Code of professional competency and ethical standards, eg, ICF
“Time & Touch”
• Allow 4-6 months to develop new behavior
• Emphasize primarily face-to-face coaching blended with phone calls
“Measure, Measure, Measure”
• Assess progress versus up-front objectives
• Seek out anecdotal evidence of change and impact
Source: DMB/ Human Capital Institute 2011 Research

17. THE COACH’S COUCH
Today’s Coaching/ Mentoring Issue: Raising a Terror Teen
Guest Coaches/ Mentors:
• The Psychologist (MD, PhD in Aberrant Child Behavior, Harvard)
• The Author (“Dealing with Difficult Kids”, #1 International Best Seller)
• The Academic (PhD Education, Principal, American International School)
• The Successful Parent (Parent of a lawyer, doctor, and astronaut )
On the Couch: Guest Coachee (Has a 16 year-old “terror” son)

18. 7 in 10 execs claim to do OJT through “coaching”
Top 5 coaching mistakes:
1. They do not coach
• “Sink or swim” mentality (laissez faire)
2.They tell more and listen less
• Remember, it is the coachee’s journey not yours
• You’re there just to drive the carriage
3. They do not have a process
• Hazy goal, stop-start, unclear next steps
4. They are unprepared
• Coaching not on top of to-do list
5. They draw blood
• Delivering negative feedback in a harsh manner
TOP 5 COACHING MISTAKES BY EXECUTIVES

19. 3 C’S: THE BANYAN WAY COACHING METHODOLOGY
Objective
• Set clearly-defined,
measurable goals
• Pre-agree “rules of
engagement”
• Engage coachee using
SOAR© process
• Regularly measure
progress/ course-correct
• Do final assessment
• Agree next steps
Activities
• 360 Interviews
• Baseline metrics
translation
• Agreement on
confidentiality rules
SOAR© Process:
• Establish Situation now
• Agree desired Outcome
• Determine Alternative
courses of action
• Move to Resolution
(action steps, timelines,
etc); measure progress
regularly
• Measure change and
compare vs baseline and
desired outcome
• Next steps planning:
sustaining the change
Contracting Coaching Proper Closing

20. Measuring Business Impact of Coaching:
1. Pre-Post 360° of Coachee
2. Cost of Turnover/ Hiring/ Retention
3. Pre-Post Unit Performance vs Control
COACHING ROI
“Of those who measured financial impact (of executive coaching),
77% estimate ROI to be at least equal to investment and as high
as 500%.” DBM/ Human Capital Institute 2011 Research

21. ABOUT BANYAN WAY
• Chicago-based executive coaching and leadership development company
• Founder & Principal Coach: Tristan de la Rosa
• Corporate Leadership: Managing Director -- J&J HK, J&J Indo-China; Managing
Director – Wrigley Phils; Managing Director – URC Vietnam; International Business
Development Director – Kraft General Foods, Singapore/ New York
• Executive Coaching: Certified by Center for Executive Coaching (Florida);
Credentialed by the International Coach Federation (ICF); US clients include
executives from Fortune 500 companies; Philippine clients include executives from
subsidiary of global pharmaceutical company, and a global F&B company
• Academic Experience: Adjunct Faculty, Northwestern University (School of
Continuing Studies); Coaching Resource & Facilitator, Asian Institute of Management
(EXCELL); MBA Coach, Capella University

22. BANYAN-WAY COACHING PROGRAMS
• One-on-One Executive Coaching
• High Potentials
•Transitions (New Hires, Newly Promoted, M&As)
• Individual-Specific (Behavior, Business)
• Group Coaching
• Team: Interdependent individuals with common goal
• Group Learning: Not necessarily interdependent, each with his own
learning goal but harnessing the power of the group
• Executive Coaching Workshop
• 2-3 days workshop on core coaching/mentoring competencies

23. OTHER BANYAN-WAY PROGRAMS
• Advanced Leadership
• 4E’s: Envisioning, Enabling, Energizing, Empowering
• Organizational Strategy
• Priority Setting & Productivity
• Innovation & High Performance
• Culture & Leadership
• Corporate Innovation
• Individual Innovation
• Sales & Marketing
• S.P.A.C.E.© Program: The Sales Funnel

24. Coaching Programs
Other Leadership Programs
• Contact me at tristan@thebanyanway.com
• Ask for your FREE e-copy of Banyan Way’s executive
brief, “What Is Executive Coaching?”
TO LEARN MORE

25. THANK YOU!