Strategic Coaching Program Initial Proposal

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Strategic Coaching ProgramInitial Proposal
Template

• Company Name

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Contents

• Situation Analysis
• Key Assumptions
• Program Overview
• Program Design Parameters
• Target Benefits
• Timing
• Management Requirements
• Measuring the Return
• Program Investment Estimate
• Program Tool Options
• Accountability
• Organizational Assessment
• Program Administration

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Situation Analysis

Analysis of the conditions that would require a
strategic coaching program solution.
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Key Assumptions

• Executive Coaching is an effective program for
  leadership development and culture change
• Executive Coaching should be linked to strategic
  objectives
• Integrated program should focus on specific,
  strategic mid term initiatives necessary for long
  term positive results
• Coaching whole team will align all departments
  toward strategy
• Senior leadership is responsible for mid level
  managers leadership development and should be
  accountable for results
• While retaining confidentiality, common
  organization issues should be identified

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• What
• Execution of Strategy through an Integrated
  Executive Coaching Program
• Development of Leadership Competencies in Senior
  Executives
• Who
• CEO
• All direct reports
• How
• Definition of Strategy Seminar
• Establish Personal Objectives linked to Strategy
• Personal Executive Coaching based on assessments
  and critical strategic objectives
• Regular progress updates
• When
• Upon scheduling Strategy Seminar, 6 months
  coaching, one month for documentation of success
  measures
• Why
• Execute the business strategy
• Develop leadership competencies in senior
  management
• Develop mid-level management

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• The first step, critical to the coaching program,
  is to translate the strategic plan into strategic
  objectives for each of the executives undergoing
  coaching. These objectives will form the basis
  of the coaching agreement between the coach and
  the executive. At this point measures can be
  developed to focus the coaching engagement and to
  gauge effectiveness of the program.
• Development of the strategic plan and
  establishment of each executives strategic
  objectives are out of scope of the engagement,
  however, the coach can help refine the objectives
  with the executive and consider them in the
  development of the coaching objectives.

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• Executives accomplish their objectives through
  the work of their direct reports. Since
  development of middle management is usually
  identified as a critical need, the management of
  the development process as well as monitoring
  progress toward strategic objectives should be
  considered within the scope of the coaching
  engagement.
• Executives will need to define strategic
  objectives and training and coaching areas for
  key direct reports. Measures for each of the
  objectives can be developed at this point.
• Please note the management of a training and
  coaching program for direct reports is out of
  scope for this engagement.

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• Finally, the program needs to be evaluated by the
  success at both executives and their direct
  reports in executing the strategic objectives
  that lead to progress toward the strategic plan.
  
• Measures will be reviewed and an evaluation of
  the program from the point of view of each coach
  will be collected and consolidated in a report to
  HR and the CEO.
• Follow-on recommendations will also be included
  in the report.

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Program Design Parameters

• Link to Strategic Objectives
• Establish Measurable ROI or Cost Benefit Analysis
• Use Current Assessment tools
• Link Strategy with Coaching Objectives
• Provide Transparent, Accessible Administration
  with Limited Management Overhead
• Allow Flexible Coaching Arrangements with
  External Coaches
• Integrate with Training and Other Coaching
  Programs
• Deploy Tools to Track Progress and Overall
  Results
• Provide Focused, Limited Engagement

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Target Benefits

• Focusing on what really matters to achieve
  objectives
• Targets reached
• Leaders developed
• Articulation of development vs. organizational
  issues
• Identification of further development needs
• Accountability for results
• Integrated, strategic program
• Transfer of coaching skills
• Benefit for new hires
• Documented evidence of organizational needs

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Management Requirements

• Clear Definition of Strategy
• Measurable Results and Accountability
• Personal Business Objectives
• Ongoing Monitoring of Progress
• Commitment to Development of Direct Reports
• Ideally
• Public Sharing of Personal Objectives
• Leadership Modeling

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Measuring the Return

• Metrics from Strategic Objectives
• Program Initiatives Determined by Strategic Plan
  Successful
• Positive Changes on Surveys and Assessment Scores
  
• Retention Rate Increase
• Further Metrics to be Determined During Coach
  Contracting Process
• Return or Benefit must be targeted as greater
  than the Investment or Cost

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Strategic Coaching ProgramAdministrative Overview

• Responsibilities of lead coach
• Creating the business case and ROI or CBA
• Managing ongoing process
• Preparing final reports
• Forming the team
• Getting buy-in from coaches
• Agreeing on guidelines for confidentiality and
  communication
• Define opportunities for collaboration and
  support
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• Providing tools and resources
• Provide access to assessment process and
  resources
• Provide physical location within the office
• Access to management and HR
• Provide a system for tracking progress
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• Understanding corporate priorities
• Meeting with CEO
• Aligning coaching with overall corporate
  objectives

• Strategizing the approach
• Establish group agreements
• Prepare to document executives objectives
• Aligning the goals of the coaching engagements
• Understand corporate goals
• Translate goals into actionable objectives
• Identify competencies necessary to accomplish the
  objectives
• Match development goals from assessments and
  feedback from HR
• Setup the contract with the executive
• Providing feedback to HR
• Create report templates or use Fort Hill
  Development Engine
• Decide on frequency of updates
• Present mentoring meeting notes
• Report on ongoing organizational issues as they
  arise
• Managing ongoing support
• Schedule monthly mentoring meetings

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Responsibilities of Lead Coach

• Rationale One point of contact and
  accountability for the overall program
• Activities
• Creating the business case and ROI
• Potential outcomes documented
• Success of business initiatives
• Leadership development model identification of
  competencies
• Culture change initiatives
• SWOT and Gap Analyses
• Financial investment and budgeting
• Managing Ongoing Process
• Management and delivery of assessment reports
• Monthly mentoring meetings
• Progress reports
• Issue resolution
• Preparing Final Reports
• ROI or CBA Calculation
• Program Evaluation
• Recommendations

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  Chris Lamatsch 17-11-503 Mamedo-cho, Kohoku-ku,
Yokohama 222-0032 Mobile [phone] Office
(81) 45 546-7740 www.lamatsch.net
Lead Coach Biography   Chris Lamatsch is
an executive coach specializing in the
development and execution of strategy for senior
leaders of major corporations. He has been based
in Japan for 18 years and has worked in large and
small firms, both Japanese and foreign
multinational. He acts as a thinking partner to
his clients, senior executives of foreign capital
firms who wish to achieve superior performance in
their current roles and in their ongoing careers.
   Since execution of strategy requires high
performance at inspiring, influencing and
developing others, Mr. Lamatsch provides
expertise in specific leadership development
areas. He has created a model for coaching to
enhance emotional intelligence, uses behavioral
coaching techniques based on the work of Marshall
Goldsmith, and has expertise in transformational
coaching to help clients with significant
performance advancement objectives. In addition,
his experience as a trainer of executive coaching
seminars allows him to transfer advanced coaching
skills to his clients. He is a certified
facilitator of FranklinCoveys Four Roles of
Leadership seminar, an Adjunct Professor in
Coaching and Leadership in Temple Universitys
Corporate Education program and a lecturer at
Tsukuba Universitys Graduate School of Business
Management.   Mr. Lamatsch received a
Japan-focused MBA from the University of Hawaii
and an undergraduate degree in Intercultural
Communications and Russian Language and
Literature from the University of Minnesota. He
serves as Vice Chair on the Board of Directors of
the Tokyo English Life Line, a Japanese
non-profit, and is co-chair of the Human Resource
Management Committee of the American Chamber of
Commerce in Japan. He currently serves as leader
of the International Coach Federation Coaching in
Asia Special Interest Group and has served as VP
Education for his Toastmasters group in Tokyo.
Mr. Lamatsch speaks English, Japanese and
Russian, and his clients have included Japanese,
American, French, German, Belgian, Chinese,
British, Canadian, Australian and Indian senior
executives.   Mr. Lamatsch has worked with the
following firms AIG, China Construction Bank,
Credit-Suisse, Ford-Visteon, Goldman Sachs,
Hartford Life Insurance, Hewlett-Packard,
Hitachi, ING, Microsoft, Midas Co., Ltd.,
Mitsubishi Chemicals, PricewaterhouseCoopers,
Prudential, Rambus Japan, Royal Canin Japon,
Sakata Seeds, SAP Japan, Symantec, Syngenta,
Toyota, and Unisys, among others.