Presented at the Atlanta SHRM conference on Oct 7, 2008 by Kim Freedman

1. Unlock
Employee
Potential with
Coaching
Kim Freedman, SPHR
Copywrite ©2008 Kim Freedman

2. Revenue doubled in 3 years
Employee retention up 11%
Customer satisfaction up 10%
Commission sales up 400%
Imagine this is your
organization…

3. Structure
Industry
People
Systems
Market
Leadership
The Common Denominator
Coaching Program

5. 411% ROI

6. What is coaching?
How is coaching different from
traditional management, counseling
and mentoring?
Is there a difference between
performance coaching and
development coaching?
What skills are needed to be an
effective coach?
Why coaching
and why now?
What’s next?

7. W HAT IS
COA CHING?

8. Coaching is partnering with clients in a
thought-provoking and creative process that
inspires them to maximize their personal and
professional potential.
Professional coaches provide an ongoing partnership designed to help
clients produce fulfilling results in their personal and professional lives.
Coaches help people improve their performance and enhance the
quality of their lives.
Coaches are trained to listen, to observe, and to customize their
approach to individual client needs. They seek to elicit solutions and
strategies from the client; they believe that the client is naturally creative
and resourceful. The coach’s job is to provide support to enhance the
skills, resources, and creativity the client already has.
Source: International Coach Federation website, www.coachfederation.org

9. A coach is a person who
supports people (clients) to
achieve their goals with goal
setting, encouragement and
questions. Unlike a counselor
or mentor, a coach rarely offers
advice. Instead, a coach helps
clients to find their own
solutions by asking questions
that give them insight into their
situations. A coach holds a
client accountable; so if a client
agrees to a plan to achieve a
goal, a coach will help motivate
them to complete their plan.
Source: Wikipedia, the free encyclopedia

10. A coach helps people see
their blind spots and unlock
their potential.

11. HOW IS
COACHING
DIFFERENT?

12. Consulting
Mentoring
Performance Counseling
Traditional Management

13. Consultant:
an expert
who tells
you how

14. Mentor Coach
• Sage advisor • Rarely gives advice
• Same organization or • May be an insider or
same industry outsider
• Has ‘been there, done • May or may not have
that’ same or more
• Role model experience

15. Performance Counseling/Coaching
Your agenda Gap between Their agenda
current reality &
Your plan & timeline Their plan & timeline
desired
Unequal relationship Equal partnership
Observation and
Past, present and feedback Present and future
future oriented oriented
Listening &
Problem-solution questioning Opportunity-action
focused focused
They are
accountable for
results
Development Coaching

16. Manager
as Coach
• Listens more than talks
• Talks more than listens • Asks open-ended questions to
• Gives people the answers to their discover answers
questions • Communicates vision, goal &
• Defines the WWWH of job or task strategy – less about tactics
• Uses carrots and sticks to motivate • Creates environment for self
motivation
• Uses positional power to influence
• Uses relationship to influence
• Treats people like interchangeable
parts • Treats people as individuals

17. W HAT ARE
COACHING
SKILLS?

18. Listening

19. Asking Questions

20. • Find a partner
• Roles: coach and
client
• Two minutes, then
switch roles
• Rules:
– Coach may ask only
open-ended questions;
no statements
allowed
– All questions must
begin with the word
“what”

21. WHY
COACHING
and WHY
NOW?

22. Talent Management
Strategy
#1: Coaching – formal or
well established coaching
programs for employees
“…organizations with strong coaching cultures, programs,
and support structures develop much higher levels of
engagement, leadership, flexibility, and performance.”
Source: Bersin & Associates, Talent Management Strategy: Top 22 Programs that Drive High Impact,
July 2007, n=750

23. • Used by half of today’s
companies
• Continues to gain popularity
• Associated with higher Revenue
organizational performance growth
Increased
• Primarily aimed at boosting market
share
individual performance and
Profitability
for developing leaders
Customer
satisfaction
Source: Coaching: A Global Study of Successful Practices, AMA/i4cp Coaching Survey 2008

24. Source: Coaching: A Global Study of Successful Practices, AMA/i4cp Coaching Survey 2008

25. Top Talent Challenges for 2008
60% 51%
46%
50%
38%
40%
30%
20%
10%
0%
Gaps in Creating a Difficulty filling
leadership performance key positions
pipeline driven culture
Source: Bersin & Associates, High Impact Learning Organization research conducted 1/2008, n=786,
HR & L&D leaders

26. Putting it Together
1. Gaps in
leadership
pipeline
2. Creating a
performance
driven culture

27. Global business environment
Speed of change
Virtual teams
Collaboration
Gen Y
Web 2.0+
Knowledge economy

28. WHAT IS
NEXT?

29. Trends in Corporate Coaching
• Moving away from fixing specific performance
problems with ‘career save’ attempts
• Accelerating learning and boosting
performance of successful leaders and high
potentials
• Formalizing coaching programs that can be
measured and sustained
• Developing coaching competencies among
managers and encouraging the practice of
coaching

30. Coaching Works

31. Kim Freedman
MBA, SPHR, PMP
2663 Foster Ridge Rd, NE
Atlanta, GA 30345
678-984-4024
kim@CatalystLeadershipCoaching.com
©2008 Kim Freedman