Coaching Confidentiality – Developing an Internal Coaching Program

Coaching Confidentiality

We also discussed the pros and cons of having an internal coaching program on this particular Insight on Coaching show as well. In terms of pros, an April 2007 Human Resources Planning article highlighted benefits including performance improvements resulting from coaching, particularly for high performers.

The article also stressed how coaching could significantly impact performance for middle managers and what the article refers to as “solid performers.”

In terms of the pros of having an internal coaching program and internal coaches, our guests agreed.

As far as benefits internal coaches have over external coaches, examples discussed included greater understanding of the culture within the organization, having more skin in the game, better knowledge of internal players and individuals the coachee may interact with, and impacts on coachee confidence and morale, knowing they have someone from the inside “on their side.”

Some felt external coaches have advantages as well though, especially in terms of offering greater confidentiality.

David Lane and other guests were very forthcoming in saying confidentiality is the number one question raised about internal coaching. The biggest question being, “at what point should an internal coach use or report information shared in a coaching session that could impact the organization in some way?”

Coaches out there, share your thoughts!

 
Tom Floyd
CEO
IEC: Insight Educational Consulting 
Specializing in Management Consulting, Change Management, Workforce Performance, and Employee Development

Corporate Leadership Council IEC Coaching Programs Coaching Confidentiality Client Coach Confidentiality Ethics in the Workplace Human Resources Planning Magazine Ethics Coaching David Lane BeamPines Master’s Program in Executive Coaching Professional Development Foundation Howard Pines Business Coaching External Coaching Coaching Benefits Professional Coaching Workforce Performance Performance Management Organizational Development Turbo Tagger

Developing an Internal Coaching Program – The IEC Debrief with Tom Floyd

Developing an Internal Coaching Program

According to a study published by business trade magazine Human Resource Planning in its April 1st, 2007 issue, sixty percent of companies report having some form of internal coaching.

A recent article in the New Zealand Business Herald builds upon this trend in terms of the number of organizations who are using coaching internally, specifically highlighting three types of coaching in business:

• Managers coaching staff.
• External executive coaches who are working with executives and leaders within an organization.
• Internal coaches who are a part of an internal coaching function who work with employees from the inside.

But how are today’s corporations running these internal coaching departments?

And for those companies looking to build a coaching program – where should they start?

On this show are guests not only discuss how organizations are structuring internal coaching programs, but also share successes and challenges organizations are experiencing as they’ve introduced and managed these departments and programs.

Highlights of the show included:

• How the coaching field has evolved over the past several decades.
• The top 3 reasons why the C-Suite should consider implementing an internal coaching program.
• The pros and cons of having an internal coaching function.
• How issues like confidentiality impact internal coaches and their clients.
• The successes companies like Blue Cross and Blue Shield of North Carolina have experienced with their internal programs.

Featured Guests:

Josh Erhlich, Dean, BeamPines Master’s Program in Executive Coaching
David Lane, Founding Director, Professional Development Foundation
Howard Pines, Chairman, BeamPines, Inc
Bob Vavrina, Senior Vice President, Human Resources, BlueCross BlueShield of North Carolina

The IEC Debrief with Tom Floyd

This week we aired a repeat of a popular Insight on Coaching show we did this past December on how to develop an internal coaching program.

It’s been several years since Strat Sherman wrote “The Wild West of Executive Coaching” in the Harvard Business Review, and both Howard Pines and Josh Erhlich provided us with an overview of how the field has continued to evolve.

It was great hearing that many organizations are expanding who they’re offering coaching to – meaning it’s not just for executives and leaders high up on the totem pole anymore. Many companies are offering coaching to other people in the organization including high potentials, directors, middle managers, and more.

And it was of course simply amazing to learn that 60% of companies indicated internal coaching was used within their organizations, according to an April 2007 issue of Human Resources Planning magazine.

Josh confirmed a gut feeling I had though, in that his suspicion is that many of these organizations most likely don’t have fully baked coaching programs yet. Meaning some are still in the formation or thought stages, or may only have 1 or 2 people currently providing coaching to a select group of individuals.

I’d like to do a pulse check and validate the above with all of you though.

Does your organization have an internal coaching program or function?

• How structured is the coaching program itself?
• Do you have more than 1 individual providing coaching within your organization?
• What business reasons or “pain points” helped make the case for the coaching program?

Your Insight on Coaching host,

Tom Floyd
CEO
IEC: Insight Educational Consulting 
Specializing in Management Consulting, Change Management, Workforce Performance, and Employee Development

Developing an Internal Coaching Program

BeamPines Howard Pines Human Resources Planning Internal Coaching Programs Josh Erhlich Master’s Program in Executive Coaching BlueCross BlueShield Robert Vavrina Conference Board Tom Floyd Insight on Coaching Executive Coaching David Lane Harvard Business Review The Wild West of Executive Coaching Coaching Program Strat Sherman Coaching Benefits Leadership Development High Potentials New Zealand Business Herald C-level Executives Turbo Tagger

Career Coaching – Coaching for a Promotion

Career Coaching

There is so much great stuff to share from the last segment of our Coaching for a Promotion show that it would be impossible to do it one entry!

We started out with some great information from Management Issues Magazine. We then moved into a conversation about coaching from two perspectives – as a skill newly promoted managers can use when coaching employees, and also as guidance that external coaches are providing to help people land promotions.

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As a skill, we talked about the impact of coaching on attitude. Anne Loehr, author of A Manager’s Guide to Coaching: Simple and Effective Ways to Get the Best out of Your Employees,” discussed a model she uses with managers known as the 3-A model (Aptitude, Attitude, and Available Resources.)

Anne defined attitude as drive and focus, and stressed the importance of having newly promoted managers engage employees – even if it’s just via a series of five minute conversations – to generate excitement and ensure alignment. She emphasized that it’s about having effective coaching conversations with employees that focus on the drive, the know-how, and commitment of their team.

As far as the work external coaches are doing, I felt Jane Cranston was “right on” with many of her comments as well. We discussed the role of an external coach as a facilitator, helping newly promoted individuals increase self awareness, continue growing, and providing a sounding board to them in their new role – which can often involve helping someone navigate outside his or her comfort zone.

A lot can change once you a land new role, and being uncomfortable is natural.

Make sure to check out the Insight on Coaching podcast for more tips and tricks about how to manage and prepare for your next promotion!

All the best,

Tom Floyd
CEO
IEC: Insight Educational Consulting 
Specializing in Management Consulting, Change Management, Workforce Performance, and Employee Development

Coaching for a Promotion

Management Issues Career Coaching Promotions Leadership Coaching Upward Mobility IEC Debrief with Tom Floyd Self Awareness Anne Loehr Career Development Performance Management Executive Coach New Managers Insight on Coaching Podcast Jane Cranston Career Coach Management Consulting Career Counseling Insight on Coaching Blog Coaching Conversations Skill Development Turbo Tagger

Managing Former Coworkers – Coaching for a Promotion

Managing Former Coworkers

In the second segment of our show we talked about some of the challenges that can occur after getting a promotion, ranging from organizational politics to time management.

I brought up one common scenario I’ve both experienced and heard about from colleagues, and that’s the scenario where a newly promoted manager finds himself or herself managing former coworkers or team members with whom they shared a really good relationship when working at the same level.

From spreading gossip to offering flat out resistance to new ideas or direction, our guests shared examples of how situations like this can prove challenging for newly promoted managers.

Susan Whitcomb recommended viewing the situation as a leadership challenge, and keeping focused on what the team needs to accomplish.

Having direct conversations with people saying things like “This is where we are going. This is the vision and this is what it’s going to take to get there.” And certainly recognizing that at some point, the manager is going to need to have a courageous conversation with the individual at the root of the problem.

We also discussed the politics that can arise with new peers at the same level as the newly promoted manager.

While reaching out proactively to schedule a “get to know you” lunch may seem like a good idea to many people, Jane Cranston wisely emphasized the importance of taking a seat back and observing for awhile.

I also liked how she reinforced that it’s important to make sure your own team is rallied behind you and aligned with you first, before beginning to reach out to the next level. It seemed to “work” for both scenarios.

Share your stories with us!

• For our managers out there, have you experienced challenges in managing former coworkers? How did you address situations like this? Any lessons learned?
• Is organizational politics something you’ve experienced as you’ve moved up the corporate ladder?
• For our coaches, tell us how would you help new managers navigate these scenarios.

Your host,

Tom Floyd
CEO
IEC: Insight Educational Consulting 
Specializing in Management Consulting, Change Management, Workforce Performance, and Employee Development

Coaching for a Promotion:

 

Career Coaching Promotions Jane Cranston Organizational Development Job Promotion Teamwork Insight on Coaching Managing People Managing Coworkers Conflict Resolution Leadership Coaching Management Training Susan Whitcomb Business Acumen Interpersonal Skills Performance Management Coaching for a Promotion Managing Expectations IEC Organizational Politics Leadership Development Voice America Turbo Tagger

Coaching for a Promotion – The IEC Debrief with Tom Floyd

Coaching for a Promotion – What Does It Take to Get Ahead?

^{According to an April 17th, 2007 article in Personnel Today Magazine titled “Manage a Major Promotion,” HR consultancy Dimensions Data International (DDI) concluded that “managing a major promotion is second only to divorce in terms of life stress.”}

Simon Mitchell, a director at DDI, advised that if you are about to or are going through a promotion, you need to anticipate this stress. Your organization should help you cope with the changes in your new role, with minimum disruption.

However the article noted just one in three leaders indicated their company provides any type of support to help make the mental shift required for a big promotion.

What strategies can people apply to successfully get promoted?

How can professionals manage the stress associated with promotions?

What work are professional coaches doing to prepare their clients for promotions, as well as overcome challenges and hurdles once they land the job?

Our guests addressed these questions and more.

• Why the overall promotion process is stressful for many people.
• What it takes to get ahead in the corporate world today.
• What executives and managers look for in “promotable” employees.
• Guidelines to use when highlighting your accomplishments and “self promoting” yourself appropriately.
• Strategies for advancement and promotion during our current economic state.
• How coaches are working with professionals to advance up the career ladder.

Fernan Cepero VP of Human Resources, YMCA of Greater Rochester, NY
Jane Cranston, Executive and Career Coach, Managing Director, Executive Coach NY
Anne Loehr, Executive Coach, Riverstone Endeavors, LLC
Susan Whitcomb, President, Career Coach Academy & Leadership Coach Academy

It never really occurred to me just how stressful a promotion can be – from the effort going into landing a promotion to handling the stress associated with additional responsibilities and managing people, our guests made it clear that promotions can be challenging.

Susan Whitcomb summarized several factors that can impact the stress associated with promotions, including organizational culture, the individual’s experience in managing people, and how proactive the newly promoted individual is seeking mentors to guide them.

I also asked our guests to discuss what it takes to get ahead in the corporate world today, and traits seemed to include having a vision for the team that fits within the overall organization, maintaining and developing relationships, and adaptability to change.

In terms of what motivates people to seek a promotion, while money and ego certainly sound like they play a role for many people, an important point we discussed is having what Susan calls “the itch” – or an overall personal motivation to grow, develop, and expand one’s skills.

How do these points land on you?

• Have promotions been stressful for you in the past? Why or why not?
• What do you think it takes to get ahead in the corporate world today?
• What’s motivated you to seek a promotion before? Money? Ego? The “itch” to grow and learn more?
• What do managers in your company look for in “promotable people” so to speak?

Looking forward to some good discussion!

Best,

Tom Floyd
CEO
IEC: Insight Educational Consulting 
Specializing in Management Consulting, Change Management, Workforce Performance, and Employee Development

Coaching for a Promotion

Career Development Insight on Coaching Promotions Fernan Cepero YMCA Jane Cranston Executive Coach NY Career Coaching Generations in the Workplacel Simon Mitchell DDI Anne Loehr A Manager’s Guide to Coaching Career Advancement Riverstone Endeavors Mentoring Getting Ahead Tom Floyd Susan Whitcomb Career Coach Academy Leader Coach Academy Job Promotion Workforce Performance Employee Development Turbo Tagger

Leadership Coaching for Filipino Professionals – Coaching for Kababayan

Leadership Coaching for Filipino Professionals

I really enjoyed hearing how many of the coaches on our show are working within the Filipino community. It was especially inspiring to hear Bruce Daniels discuss the work he is doing with students at the junior and senior levels of high school to prepare them for the workforce and grow their leadership abilities. 

We also had a very healthy discussion on why the workforce isn’t seeing more Filipino Americans in management.

Some of our guests felt some Filipinos actually believe their role is limited, but were quick to point out how coaches can help with this, especially in terms of helping Filipinos understand they have a role within executive and managerial ranks.

We discussed the idea of “imagined limitations”, and I found myself nodding when Tristan de la Rosa said “I believe a Filipino or anybody for that matter can go as high up the corporate ladder as he or she wishes to be.”

For our coaches out there – share your thoughts and stories.

• Tells us about the coaching work you’ve done with Filipino American professionals.
• How have you helped Filipino employees prepare for management and executive positions?
• As coaches, how have you helped bridge any cultural divides in the workplace?

We look forward to hearing from you!

Until next time!

Tom Floyd
CEO
IEC: Insight Educational Consulting 
Specializing in Management Consulting, Change Management, Workforce Performance, and Employee Development

Coaching for Kababayan

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Filipinos as an Invisible Minority – Coaching for Kababayan

Filipinos as an Invisible Minority

The topic of Filipinos as an invisible minority was extremely interesting – it really blew my mind. Our research team defined the term “invisible minority” as referring to the lack of political power and representation of Filipino Americans across American society.

Our guests definitely felt we need to see more Filipinos in politics, more Filipinos in the mainstream, and more Filipinos coming together in the community.

A good deal of discussion on both sides also focused on the perception of Filipino Americans being able to more easily assimilate into American society. Some agreed with this perception – and some didn’t.

In terms of examples, guests discussed the impact of learning English at an early age on the community and the emphasis on conformity within the Filipino culture as factors impacting assimilation into U.S. culture.

I’d like to turn to our Filipino listeners and visitor again – does this resonate with you?

• Do you feel Filipinos are an invisible minority within the United States?
  

Do you feel Filipino Americans may have advantages over other Asian cultures when it comes to assimilation?

Any examples or stories you can share?

I look forward to hearing from you!

Your host,

Tom Floyd
CEO
IEC: Insight Educational Consulting 
Specializing in Management Consulting, Change Management, Workforce Performance, and Employee Development

Kababayan Cultural Assimilation Asian Communities Diverse Magazine Coaching Podcast Management Consulting Invisible Minority Communities of Color Fil-Am Filipino Community Insight on Coaching English as a Second Language Professional Coaching Cultural Coaching Coaching Filipino Audiences Insight Educational Consulting Turbo Tagger

Coaching for Kababayan – The IEC Debrief with Tom Floyd

Coaching for Kababayan

According to the 2000 United States Census, the Filipino-American (Fil-Am) community is the second largest Asian American group in the United States, with over 2.4 million people identifying their ancestry as Filipino, but speculated to be 4 million by many Filipino-American and Asian-American organizations.

However why have many Americans had limited exposure to this diverse and thriving community?

Many sources reference the Fil-Am community as one perceived by some as blending easily within American culture. Diverse magazine cites “there are social misperceptions that Filipinos don’t have a distinct culture.”

Popular website PhilFortune.com notes “The $57 billion buying power of Filipino Americans is underserved because of their invisibility to American society.”

Is the Fil-Am community an “invisible minority” within both Western culture and the workplace?

Why is this group under-represented within Corporate America and society today?

And how are coaches who specialize in working with Fil-Am audiences and teams helping to cultivate and grow leaders within this group?

On this show I interviewed Fil-Am experts and coaches, who addressed these questions and more.

Highlights of the show included:

• An overview of the overall Filipino-American community.
• A discussion about the typical beliefs, culture, and values within the Filipino-American community.
• The perception of the Filipino-American community as an “invisible minority.”
• How unique characteristics specific to the Filipino-American cultural group translate within the business world and society.
• How coaching Filipino-Americans can be distinctive from other groups.
• The work coaches are doing in helping Fil-Am and non-Fil Am employees alike in uncovering their own paradigms and limiting beliefs.

Featured Guests:

The IEC Debrief with Tom Floyd

In the first part of our show we spent a good deal of time setting the stage, and talking about the Fil-Am community as such a large and underrepresented minority within the United States.

Joel Jacinto also brought up some great points about the impact of education and the media on shaping the public’s knowledge and opinion of the Filipino community.

Something I found interesting were some of the challenges with communication across the Filipino community as well, especially in terms of keeping members of the community in touch. Terence Elumba brought up interesting points about the impact of both geography and the sheer volume of varying dialects across the culture.

For our Filipino listeners and visitors, what are your thoughts?

• Do you feel Filipinos are underrepresented within the U.S.?
• Are Filipino Americans portrayed positively by the media?
• Do you feel it’s challenging to stay connected with other members of the community?

We’d love to hear you thoughts!

Best,

Tom Floyd
CEO
IEC: Insight Educational Consulting 
Specializing in Management Consulting, Change Management, Workforce Performance, and Employee Development

Coaching for Kababayan

Fil-Am Filipino Community Insight on Coaching Joel Jacinto Search to Involve Pilipino Americans Alma Kern National Federation of Filipino American Associations Filipino American Communication Challenges Terence Elumba PhilFortune Media Group Bruce Daniels Life Coaching Diversity Asian American Tom Floyd Tristan de la Rosa Executive Coaching Turbo Tagger