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Steps in the Coaching Process: Coaching For Behavioral Change

Steps in the Coaching Process: Coaching For Behavioral Change

[MUSIC] [MUSIC] Coaching for Behavioral Change. I’d now
like to share the steps in my behavioral coaching process and hopefully teach you
how to use this process yourself. Now, what I love about my process of coaching, it is
highly transferable. For example, GE has taught hundreds of people to use our coaching process, and their results are
just about as good as mine with their internal
coaches. Thousands of people externally have been trained
around the world to use our coaching process, and again,
many of these people have fantastic results. This
is a very, very transferable process. Now, I’m going to
describe how I coach people. I’m going to use an example
of someone who has the potential to be a CEO. In my own coaching, I either coach the CEO
or I coach the future CEO. On the other hand, it doesn’t really matter. This
coaching process works just as well with first-line
supervisors, second-line managers–works with every level of
management. I’m going to give an example of how I coach people,
using a potential CEO and a CEO as my case study examples. Step 1 in the process… In my coaching, it’s
incredibly time efficient. What is the cost to my CEO or could be CEO clients of hiring me? There’s only one
real cost–their time. One of my coaching clients has a
company with a market cap of about $250 billion. What’s
his time worth? He doesn’t need me to waste his
valuable time. I don’t get paid because I spend time, I
get paid because I get results. The less time
I spend to get the same results, the better it is
for my clients and the better it is for me. So
I’m not about wasting time. My process is
incredibly efficient. Why is one of the reasons it’s efficient? No
arguing. Everything I do in my coaching is either required,
and if something is required, there’s no arguing. Do it or
I refuse to work with you. Or it’s optional. And
optional there’s no arguing. Do it if you want to do it. Feedforward, not feedback. Now first,
let’s talk about what’s required. If I coach someone, you will get confidential
feedback from everyone around you, it’s not a vote. You will pick
important behavior to improve. You will talk to
people about what you learn, responding and involving these
people. You will follow up on a regular basis with your co-workers.
You will follow up with me. Your manager will agree, if
you’re not the CEO, that this is the right behavior
and these are the right people. You will get
measured twice, and then, assuming that you get better, I get paid.
And again, I don’t get paid if my clients
don’t get better. How does the process work? Let
us imagine I’m coaching a potential CEO, and
here’s the CEO. The first thing is–what’s required? I go
through what’s required. You have to get that
confidential feedback, you have to talk to people, you have to follow up, you have to get measured–all these
are required steps. If the person says, I don’t want to do any
of those things–what do I say? Goodbye. I’m
not judging the person, I’m–no one made me God this week. On the other
hand, since I don’t get paid if they don’t get better,
I have very low tolerance for wasting my time. Well,
let’s say the person says, Yes, I want to do it. Now I bring in
the CEO, and the person and their manager both
have to agree, yes, this is a good process. Then, the next
step is the potential CEO and the CEO have to agree who are the key stakeholders. Now these typically
would be peers, direct reports, manager, perhaps board members. I
don’t tell them who the stakeholders are, they tell me who
the stakeholders are. So we reach an agreement. Who are the key stakeholders? And my average client
has about 18 key stakeholders. Nothing magic about 18. The
least I’ve ever had is eight, the most I’ve ever had is
40. Eighteen is about the average amount. Then
the next step is, once the stakeholders have been identified, I interview each of the key stakeholders and ask them some
questions. Question Number 1: What is this person doing well? I write down the positives.
Question Number 2: What does this person need to change? What suggestions? Then Number
3: Imagine you’re this person’s mentor, coach, or
advisor on any topic large to small, what advice would you have
for this person? Well, I write a report. And as you can
see, here’s an example of what’s some of these
comments might look like. The reports are very straightforward and
some might say very hard to hear sometimes. Well, I write the
report and you can’t tell who said what. Then after writing the
report, I go talk to my coaching client, and I say,
Mister Potential CEO, here’s who I talked to, here’s what you’re
seeing as doing well, here’s what you are seeing as need to do
better. What do you think? Person says, Yes, I feel good
about this and this and this, and I want to get better at this
and this. Next step, bring in the CEO. The CEO says, Yes
I agree, this person is doing a good job here and here,
needs to get better here and here. Then I ask the CEO a
classic question, If this person gets better significantly at
these behaviors as judged by these people, is it worth this much money, yes or no? If
the answer is no, don’t hire me! The answer is
yes, you can’t lose. The person gets better, pay me; the
person doesn’t get better, it’s all free. By the way, the
lawyers love this, it’s a big escape clause. Only pay me if you
feel like it. CEO says yes. Now, we have a contract.
Now, what happens? The key to the success of my process is
not me talking to my clients, the key to the
success of my process is my clients talking to their co-workers.
So now the client comes back and talks to the co-worker, and says, Mister Co-worker,
thank you so much for the feedback, I really appreciate you
participating, and communicate thankfulness. They’re thankful
for the good feedback, they talk about what the positives were,
and how grateful they are. Then the client says,
Here’s something I want to do better, please give me ideas. Feedforward, not feedback. They ask for
ideas for the future. Now I have also coached the
stakeholders on how to help my clients. What advice do I have
for the stakeholders? Number 1: Let go of the
past. Now, whatever sins my clients have committed in
the past, I can’t fix and they can’t fix, and if you bring up the past, you demoralize people.
Easy theory, hard for some of us to do. Number 2: Tell the truth, have everyone swear to tell the
truth. I’m not naive, I know if they swear to tell the truth,
they might not, they’re more likely to. Number 3: Be
positive and supportive, not cynical or sarcastic. And then Number
4: I say to the stakeholders, You pick something to do
better too. So this is two ways, not one way. So the client
comes back and says, I want to get better at this,
please help me. The stakeholder says, First, thank you
so much for doing this. I appreciate you putting in the effort.
I’m going to do my best to help you. I’m going to give you
ideas for the future. And then the stakeholder
says, Here’s something I can improve. One of my clients, I was
hired to coach one person–and 200 people got better. Why?
They are all trying to help each other, not judge each other.
Now, my client has talked to everyone, all 18 people. Now, I go back
and talk to my coaching client. I say, Mister
Coaching Client, who did you talk to? What did you learn? What are you
going to do about it? Now, from here on in, for me
it’s all feedforward. I say now I’m going to give
you my ideas to help you do better. And then I say,
It’s feedforward from here on in. You don’t have to do what I
say, you do have to listen to what I say. And I
don’t want you to judge or critique my ideas.
Just say thank you. If you want to do it, do it. If you don’t
want to it, don’t do it. I also tell my
clients, I don’t get paid because I’m a good coach,
I get paid because you’re a good customer.
Don’t make this about me, it’s all about you. Well, what
happens is, they follow up, follow up, follow up with
their people. I follow up, follow up, follow up with
them. And then we do a simple measure. For example,
minus five to plus five scale on each item. Has the
person gotten better, gotten worse, stayed the
same? And then, we do a mini-survey. Follow up, follow up,
follow up, survey. Follow up, follow up, follow up,
again another survey. Now, it’s been about a year and a
half. I go back to my clients, say, Here’s the
report. The client says, Hey, I got a lot better at
this stuff judged by these people. Bring in the CEO, What do
you think, Mister, Miss CEO? CEO says, Lot better at this
stuff judged by these people, you should get paid. Can you see
why I can get my clients to pay only for results
guaranteed? And can you also see why I almost always get paid? And
can you also see why this is a transferable process?
Most of what my coaching clients learn, they do not learn from me.
They learn from everyone around them. I’m much
more of a facilitator than an expert. I facilitate
a process helping them learn from everyone around
them. I’m a participant in the process, I’m certainly not the
driver of the whole thing. Also, I never make the
business case for my clients that this is important.
They make the business case for me. I don’t tell the
CEO who the stakeholders are. They tell me. I
don’t tell them it’s worth the money. They tell me.
Everything in this process is driven from where? It’s
driven from inside the people I’m coaching, it is not driven
from me. [MUSIC]

16 comments on “Steps in the Coaching Process: Coaching For Behavioral Change

  1. …People often ask, “Can executives really change their behavior?” The answer is definitely yes. At the top of major organizations even a small positive change in behavior can have a BIG IMPACT. …

  2. Steps in the Coaching Process: Coaching for Behavioral Change

    My mission is to help successful leaders achieve positive, long-term, measurable change in behavior. The following process is being used by coaches around the world for this same purpose. When these steps are followed, leaders almost always achieve positive, measurable results in changed behavior – not as judged by themselves, but as judged by pre-selected, key co-workers. This process has been used with great success by both external coaches and internal coaches. If the coach will follow these basic steps, clients almost always get better!

    1. Involve the leaders being coached in determining the desired behavior in their leadership roles. Leaders cannot be expected to change behavior if they don’t have a clear understanding of what desired behavior looks like. The people that I coach (in agreement with their managers) work with me to determine desired leadership behavior.

    2. Involve the leaders being coached in determining key stakeholders. Not only do clients need to be clear on desired behaviors, they need to be clear (again in agreement with their managers) on key stakeholders. There are two major reasons why people deny the validity of feedback, wrong items, or wrong raters. Having clients and their managers agree on the desired behaviors and key stakeholders in advance helps ensure their “buy in” to the process.

    3. Collect feedback. In my coaching practice, I personally interview all key stakeholders. The people who I am coaching are all CEOs or potential CEOs, and the company is making a real investment in their development. However, at lower levels in the organization (that are more price sensitive), traditional 360? feedback can work very well. In either case, feedback is critical. It is impossible to get evaluated on changed behavior if there is not agreement on what behavior to change!

    4. Reach agreement on key behaviors for change. As I have become more experienced, my approach has become simpler and more focused. I generally recommend picking only one to two key areas for behavioral change with each client. This helps ensure maximum attention to the most important behavior. My clients and their managers (unless my client is the CEO) agree upon the desired behavior for change. This ensures that I won’t spend a year working with my clients and have their managers determine that we have worked on the wrong thing!

    5. Have the coaching clients respond to key stakeholders. The person being reviewed should talk with each key stakeholder and collect additional “feedforward” suggestions on how to improve the key areas targeted for improvement. In responding, the person being coached should keep the conversation positive, simple, and focused. When mistakes have been made in the past, it is generally a good idea to apologize and ask for help in changing the future. I suggest that my clients listen to stakeholder suggestions and not judge the suggestions.

    6. Review what has been learned with clients and help them develop an action plan. As was stated earlier, my clients have to agree to the basic steps in our process. On the other hand, outside of the basic steps, all of the other ideas that I share with my clients are suggestions. I just ask them to listen to my ideas in the same way they are listening to the ideas from their key stakeholders. I then ask them to come back with a plan of what they want to do. These plans need to come from them, not me. After reviewing their plans, I almost always encourage them to live up to their own commitments. I am much more of a facilitator than a judge. I usually just help my clients do what they know is the right thing to do.

    7. Develop an ongoing follow-up process. Ongoing follow-up should be very efficient and focused. Questions like, “Based upon my behavior last month, what ideas do you have for me for next month?” can keep a focus on the future. Within six months conduct a two- to six-item mini-survey with key stakeholders. They should be asked whether the person has become more or less effective in the areas targeted for improvement.

    8. Review results and start again. If the person being coached has taken the process seriously, stakeholders almost invariably report improvement. Build on that success by repeating the process for the next 12 to 18 months. This type of follow-up will assure continued progress on initial goals and uncover additional areas for improvement. Stakeholders will appreciate the follow-up. No one minds filling out a focused, two- to six-item questionnaire if they see positive results. The person being coached will benefit from ongoing, targeted steps to improve performance.

    While behavioral coaching is only one branch in the coaching field, it is the most widely used type of coaching. Most requests for coaching involve behavioral change. While this process can be very meaningful and valuable for top executives, it can be even more useful for high-potential future leaders. These are the people who have great careers in front of them. Increasing effectiveness in leading people can have an even greater impact if it is a 20-year process, instead of a one-year program.

    People often ask, “Can executives really change their behavior?” The answer is definitely yes. At the top of major organizations even a small positive change in behavior can have a big impact. From an organizational perspective, the fact that the executive is trying to change anything (and is being a role model for personal development) may be even more important than what the executive is trying to change. One key message that I have given every CEO that I coach is “To help others develop – start with yourself!”

  3. Marshall…great process, and thanks for share it, I think will be really useful for a lot of coahes like me who are looking help executives for a improvement in their behavior ..!

  4. I try to watch one of Marshall's videos each week for a short reminder on how to be a better leader, which also means how to be a better person. It is always time well spent, and seeing this overview of your process is another typically enlightening start to the week. Thank you!

  5. Excellent! The only video that provides strategy. Where can I learn more about the process like measurements to do this for a living?

  6. This is a good talk about behavior change. Nothing else. Where are the tools that drive specific behaviors or the data the CEO is using? Maybe this is in the details of the conversation but not mentioned in the video. The first thing you have to do in order to change any behavior is the person has to "see" the problem. Marshall did mentioned the "gaps" in performance and the CEO did agree with the gaps.

  7. I LOVE this video and your channel. I am a new empowerment coach looking to create a safe and fun community based on growth, empowerment, strength and healing. I just subscribed to your awesome channel and would mean the world if you did the same if you feel this aligns with you! Reach out anytime and in the meantime, I will continue enjoying your videos. <3

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