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Coaching Performance Breakthroughs

HELPING LEADERS DELIVER PERFORMANCE OUTCOMES THAT MAKE A SIGNIFICANT DIFFERENCE

In this video, Omar Khan elucidates why coaching is the reason the best get better.

Our approach to executive coaching is distinctive because we have developed our skills supporting leaders tasked with making sustainable change occur in their organization. We, therefore, help leaders deliver performance outcomes that make a significant difference in their organization, including supporting them with any changes in personal behaviour and habits required to ensure performance outcomes are delivered as effectively as possible. 

Sensei coach in both classic terms, eliciting issues, helping reframe assumptions, exploring alternatives, helping energize the will to change, supporting new actions, reinforcing successes, challenging complacency, providing an accountability loop etc and by teaching appropriate tools. For example matching and pacing, literal listening, positive focus, interpersonal and intrapersonal tools and techniques, selling ideas, managing time, presenting with confidence, etc. Our experience covers many global organizations, different world cultures, tiers in the hierarchy and functional leaders.

 

With all our coaching assignments we carefully tailor our support to suit the coachee and their specific developmental and performance improvement challenges. The proven framework from which we adapt our approach to coaching assignments is as follows:

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

STEP 1

Develop the Coaching Contract 

In this initial coaching session, we will quickly get to know each other at a personal level as a foundation to establishing a trusted adviser relationship. We position our role as one of a ‘critical friend’ and we will use this initial session to clarify ground rules and identify areas of individual and joint accountability. Once this is established we will explore what we want to achieve with our coaching support and your investment and specify what success looks like from their perspective and what outcomes the company will appreciate.

Drawing from information contained in their most recent personal development plan we will create a list of known areas of development. For each, we will identify behaviour statements and a simple scoring system that will help us clarify what they are trying to achieve in each area. This simple scoring system will provide a benchmark against which progress can be measured during the year.

We will also ask them to explain the tangible objectives they are committed to delivering in their role and explore how their behaviours may need to change to deliver in a more effective way the outputs required. Together we will identify six key stakeholders, (two senior executives, two colleagues and two subordinates), whom they interface with on a regular basis and who can be contacted to give input and reflection into the coaching journey.

Finally, we will discuss and agree on how best to work together and schedule face to face sessions, aiming for once every six to eight weeks throughout the remainder of the year. These sessions will be complemented with short telephone coaching sessions, some scheduled and some ad-hoc as required.
 

STEP 2

Stakeholder Input

In this step, we will contact each stakeholder and discuss the areas of development for each coachee. As well as collecting perceptions and examples of recent behaviour and asking them to score the personal behaviour statements, we will encourage them to focus on the future and describe what improved performance will look like through their eyes. This will give each coachee something tangible to aim for. We will also provide the opportunity to suggest other areas of personal development, not identified by the coachee, which they feel will help in their development.

We will consolidate all the stakeholder input and prepare to share this at the second face-to-face coaching session. We will repeat this stakeholder discussion and scoring in the final formal review at the end of the agreed coaching period (see Step #4 below), and use the result as a measure of progress.
 

Step 3

Start the Coaching Journey 

Here the specific approach may vary for each coachee to suit what we agree in Step #1. Typically the early sessions will be a mixture of stakeholder ‘feed forward’ comments, leading to exploring current behaviours and appropriate behavioural and performance tools and techniques; and agreeing on how best to observe new behaviours in action. We will ensure each coaching session will have a clear set of agreed actions that will be reviewed and learnings extracted at each subsequent session.


In addition to the face-to-face meetings, we will be available for ad-hoc email and telephone coaching as required and will use scheduled telephone coaching sessions to complement the regular face to face sessions throughout the journey.

 

If practical we will observe each coachee in their own team environment at least once during the journey. This may be at a leadership meeting or some other team meeting where they are exercising a leadership role, (or simply taking a lead for part of the meeting), and our presence as an observer will not cause an issue.
 

Step 4

Formal Review 

Here we will have a three-way conversation between the coachee, their line manager and ourselves. We anticipate doing this at mid-year and again at year-end to formally review the progress of the coaching contract. In addition to these formal reviews, we will keep in touch with the line manager on a regular basis to find out how they think it is going and to give them some input into how best to challenge/mentor the coachee.

 Our Experience

We have solid consulting and business acumen which allows us to engage on a peer level relative to business issues and concerns. Our coaching tools and methods are drawn from NLP, from the Strategic Coach, from our partners and from our own extensive consulting experience. We do not seek external certification because we believe there is no universal coaching body that has any real legitimacy on the global stage.

Instead, we use our track record to act as our credentials. We have coached senior leaders in a number of the leading companies in the world including Unilever, 3M, Svitzer, Imperial Tobacco, Mars Drinks, Norwich Union Life, Nokia, United Utilities and Reckitt Benckiser among others.

In this video, Omar Khan explains how the living leadership breakthrough is helping you succeed.

FREQUENTLY ASKED QUESTIONS

  1. Executive coaching is almost becoming a commodity service. What makes your approach so unique?

  2. In practice, how does your coaching differ from other offers in the coaching world?

  3. What type of people do you coach?

  4. How do you approach a coaching assignment?

  5. ‘Feedforward’ Input – What is that?

  6. What is the Sensei coaching experience like?

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In this interview, Malcolm Follos answers some frequently asked questions:
To find out how Sensei’s Breakthrough Coaching approach can help you deliver significant improvements in your organization.

WHAT PEOPLE SAY

Manuel Aquinio
Regional Learning Manager
Unilever Asia Business Group

“I also wish to commend you for the unfailing high energy that you and Leslie consistently modeled. The greatest message to me was that leadership can be fun and humane (!) and still command respect, discipline and passion from one’s team.”

Not since Stephen Covey have I been so fascinated by another’s insight into life and its experience. Keep it up and keep inspiring people to make positive changes to their lives.”

“Among the many workshops and sessions I have attended over my career, I must say that what you have conducted was indeed extremely unique. I hope you will enjoy every ‘grain’and ‘fine drop’ of caviar that comes along with this letter.

Sabrina Barganza
Manager- Emirates Airlines

Roberto Pelliccia
Food & Beverage Manager
Hilton International