The Rand Golletz Approach to Executive Coaching
Professional development cannot be both haphazard and effective. At Rand Golletz Performance Systems’ our work focuses on two of your primary needs:
1.) Leveraging existing or developing and deploying new leadership skills
This includes (for example) creating a results-driven environment; developing vision/integrative thinking; managing team performance; coaching and counseling team members/providing constructive feedback; identifying and developing star performers; crafting strategy; and evaluating performance.
2.) Eliminating dysfunctional actions or behaviors
Every leader has one or two (sometimes more) opportunities to eliminate what we call “deal breakers.” These are behaviors that, if eliminated, can mean the difference between leadership success and failure. Success deal breakers include chastising people publicly and loudly, thinking (or not) before acting, the need to add “two cents” to every dialogue in order to demonstrate competence, and managing everyone in a similar way regardless of their development needs, competence, and performance.
In both cases, coaching must position executives to achieve business success.
The Process
Development needs must be identified in a specific and granular way. Rigor is critical. Many organizations conduct 360 assessments to help leaders identify their leadership strengths and weaknesses. These assessments frequently solicit input from people who are either ill-equipped or disinclined to provide it in more than an imprecise and superficial manner.
Although the type and length of client work varies, it always contains the following six steps:
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Client Buy-In |
Defining the
Process |
Assessment |
Coaching Plan
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Learning &
Coaching
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Sustaining
Success
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Step 1: Client Buy-In
The leader being coached, that person’s “boss,” (unless it’s the CEO) and those people working around the leader being coached must be vigorous proponents of and participants in the coaching of the leader. Why? Because leadership does not happen in a vacuum or an office with the door closed. Rand Golletz engages the leader being coached and the others to make sure that:
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issues for coaching are identified accurately and in sufficient depth
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enthusiastic execution of the coaching plan is assured
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support is ongoing and progress against goals is recognized by the leader and
those affected by his actions
Step 2: Defining the Process
No two coaching engagements are identical. In concert with the client, Rand identifies the business context; encapsulates the relevant strategic issues; develops the leader profile and success factors; establishes the roles and responsibilities for coaching; crafts the individualized coaching process; begins to cultivate the personal dynamic; and establishes initial deliverables, timelines, confidentiality boundaries and expectations.
Step 3: Assessment
Rand assembles available corporate assessments including 360s, performance appraisals, and any other available assessments (i.e. Myers-Briggs, DISC, etc). He may also request the completion of an assessment or two if none are available and current. Most importantly, however, he solicits from the client a list of people to interview to obtain in-depth information about the client’s strengths and development opportunities. He’ll then conduct these interviews, collate the findings, and present them to the leader being coached.
Step 4: Coaching Plan
This is the integration and planning phase of a client engagement. Here, we’ll integrate everything we’ve learned about the client with the client and develop a plan of action. That includes six steps: feedback assessment; issues analysis using our own Business Leaders’ Problem Solving Framework©; setting objectives and developing action plans; securing the support framework; identifying key milestones, and finalizing the agreement.
 George Patton said “No battle plan survives contact with the enemy.”
Boxer Mike Tyson said “Everybody has a plan; then I hit ‘em!”
The point is this: Although plans must frequently be adjusted during a coaching engagement, they provide a “stake in the ground” against which adjustments can be made.
Step 5: Learning and Coaching
Coaching plans typically contain two components—learning and application. During this phase, the client executes the plans developed during Step 4. Ongoing feedback and momentum from stakeholders becomes an important component of successful execution, as well.
Step 6: Sustaining Success
During this segment of the coaching engagement, Rand obtains feedback on the client’s progress from relevant constituents. In order for that to be meaningful, it must be procured at a very specific level. At the conclusion of the engagement, Rand determines, with the client, whether additional development opportunities exist, whether coaching is the best way to address them, and whether those continuing needs are best served by him.
Are you ready to take the next step and become a successful,
tough-minded leader? Call Rand Golletz today at 1-301-482-2598 or Contact Us online to unlock the secrets of becoming a real
business leader.
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