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Strategic Coaching Program Initial Proposal


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Title: Strategic Coaching Program Initial Proposal

Strategic Coaching ProgramInitial Proposal
  • Company Name

  • 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

Situation Analysis

Analysis of the conditions that would require a
strategic coaching program solution.
Key Assumptions
  • Executive Coaching is an effective program for
    leadership development and culture change
  • Executive Coaching should be linked to strategic
  • 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

  • What
  • Execution of Strategy through an Integrated
    Executive Coaching Program
  • Development of Leadership Competencies in Senior
  • 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
  • Why
  • Execute the business strategy
  • Develop leadership competencies in senior
  • 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
  • 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.

  • 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.

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
  • Deploy Tools to Track Progress and Overall
  • Provide Focused, Limited Engagement

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

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

Measuring the Return
  • Metrics from Strategic Objectives
  • Program Initiatives Determined by Strategic Plan
  • 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

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
  • Define opportunities for collaboration and
  • Providing tools and resources
  • Provide access to assessment process and
  • Provide physical location within the office
  • Access to management and HR
  • Provide a system for tracking progress
  • Understanding corporate priorities
  • Meeting with CEO
  • Aligning coaching with overall corporate
  • 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
  • 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
  • Managing ongoing support
  • Schedule monthly mentoring meetings

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
  • 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

  Chris Lamatsch 17-11-503 Mamedo-cho, Kohoku-ku,
Yokohama 222-0032 Mobile (81) 90 5313-8674 Office
(81) 45 546-7740
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.