Pelham provides executive and manager coaching services for individuals and teams.
Pelham’s management and executive coaching and workshop learning initiatives are aimed at clarifying your organization’s strategic objectives, building executive competence, and strengthening organizational capability: all of which means that Pelham's programs deliver business results.
We provide both cutting edge and results oriented learning systems to foster change and promote best practices.
Pelham’s faculty and staff believe that a critical part of the relationship for programs of coaching requires understanding the objectives of the individual/company/agency/group. We provide both cutting edge and results oriented learning systems to foster change and promote best practices.
Our coaching sessions and programs provide the participant with opportunities to apply learning to their own issues and business units. We impart best practices, incorporate different learning styles and emphasize practical application. We update our materials and continually update and integrate best practices.
Pelham delivers one–on-one leadership coaching services for managers or team coaching services with the client’s objective in mind. Objectives many be single in focus or multidimensional.
The coaching objectives/results achieved depend on the client’s needs.
Examples of some potential objectives are to:
• Increase productivity and engagement of the coachee and their subordinates in order to fulfill the organization’s mission and vision
• Encourage a productive working environment which fosters teamwork and constructively resolves conflict
• Recognize diversity and individual differences are valuable tools that can be leveraged to achieve the vision and mission of the organization.
• Facilitate career and development planning including identification of career goals with the agency, developmental objectives, and learning
• Identify and enhance the coachee leadership skill set
• Cultivate the coachee’s leadership/management style in alignment with the agency’s values and objectives
• Enable the coachee to recognize developmental opportunities and strengths to further both themselves and the organization
• Develop critical thinking, improve decision making skills and realize solutions
• Stimulate innovation and unleash creative potential
The following provides a description of the coaching process we employ.
Pre-coaching activities are developed to ensure the best possible experience and outcomes for the manager and the organization.
• Development of a Confidentiality Agreement
A formal written confidentiality agreement is developed by all partners. This agreement specifies what information will and will not be shared, in which circumstances, with whom and how.
• Matching Coach to Manager and Establishing Standards for Practice
For a successful coaching experience, the executive must be able to choose his own coach. Matches are made, coaches are oriented, and executive/managers are consulted on their needs and standards of practice are mutually established.
A contracting meeting is set-up for the purpose of defining goals, measures and accountabilities. Depending upon the situation, those attending include: the coachee, their boss and the coach. The objectives of the contracting dialogue include:
• Identification of purpose and goals
• Identification of success factors for the executive/manager/supervisor
• Agreement regarding confidentiality
• Identification of specific results expected
• Confirmation that the chemistry is right
• Clarity regarding roles and responsibilities
• Agreements regarding milestones and timelines
• Familiarization with the coaching process
Addressing these issues will help define the coach’s and individual’s expectations and support the business objectives.
Comprehensive Assessment – Current Reality
We work with the executive/manager to create an assessment plan that includes the executive’s own observations as well as feedback from critical stakeholders. This involves interviews and the use of assessment instruments, including, potentially, a 360-degree assessment. The assessment is customized taking into account the needs of the executive/manager and the norms and culture of the organization. If coaching a team, in addition to individual reports we provide an aggregate report, which supplies valuable human asset data to the organization. This data is also used in the design of our coaching and training initiatives for the contract.
Assessment Review and Action Planning
We revisit the --agreed-upon objectives and review the ground rules. The coach facilitates the feedback flow process and helps the executive/manager understand the data. The coach helps to bring any resistance to light and works with the individual to overcome that resistance. During the session, the coach continually reinforces the business requirements; core competencies; leadership attributes; and expected business results.
The objectives of the feedback sessions are as follows:
• To reaffirm ground rules and establish trust
• Review the coaching objectives and the business context
• Describe how to interpret results
• Have the individual review the results
• Discuss surprises and frustrations
• Bring resistance to light and work through it
• Highlight strengths
• Identify development needs
• Agree on areas of improvement
• Begin the action planning process
Goals based on valid and reliable data are set and an action plan is developed.
The action plan exemplifies how the executive/manager should learn new skills, change thinking and behavior, work on organizational priorities, and cultivate behaviors that contribute to specific business outcomes.
Working the Plan - Coaching
The coach guides and reinforces the development strategies over the scheduled time period. The practical activity of coaching is based on principles of adult learning, awareness, action, reflection, and perceiving. Learning tools and activities include: purposeful conversation, rehearsal and role-plays, supportive confrontation and appreciative inquiry, relevant reading, work analysis and planning and strategic planning.
Progress is measured against goals. Goals are updated to adapt to the executive/manager’s changing capabilities and the organization’s evolving priorities. Goal achievement is measured both quantitatively and qualitatively.
Action plans are revised to reflect progress as it is made. Dialogues occur when appropriate between the executive and the key stakeholders to ensure that milestones are being met, ground rules are being followed, and the coaching process remains focused on the organization’s business needs.
Quarterly reports are issued. A mid-session evaluation of the coach and the individual is completed and is addressed by the parties involved.
Sustaining the Work
An abridged version of the original assessment is completed to determine the impact of the process on the individual and on the organization. The results are shared with key stakeholders in a post-coaching evaluation to further the development of the executive/manager and to ensure agreement.
The coach helps the individual create a plan for maintaining momentum and steps are taken to ensure that the executive is able to continue his/her development. Finally, the post-coaching evaluation is submitted to the individual’s supervisor and the executive/manager will be asked to complete an evaluation of the coach.