Coaching 3.0
Katarina Emma Schapiro
Coaching as Aspect of Leadership
There are more unquestioned answers than unanswered questions.
Research storyline Research findingsCritical themes
© Katarina Emma Schapiro, 2008-2010, Research for Dissertation HEC/ Oxford University
Leaders of 8 nationalities operating in 4 European countries (CZ, SK, UK, FR) were interviewed
The scope
29 (70.7%) 12 (29.3%)
30-40
40-50
50-60
vek
gender
© Katarina Emma Schapiro, 2008-2010, Research for Dissertation HEC/ Oxford University
Leadership experience and position
Currently CEO/ GM
36 (87.8%)
Years in senior executive
position incld. senior director
Average years in senior
(VP or CEO) position
Currently VP/ Board member
5 (12.2%)
The seniority
© Katarina Emma Schapiro, 2008-2010, Research for Dissertation HEC/ Oxford University
No, I do not coach
6
Yes, I coach others
35
Leaders’ coaching of subordinates and colleagues in their organisation
The extent to which coaching is used in company/ organisation
Yes, occasionally
Yes, regularly No, not at all
© Katarina Emma Schapiro, 2008-2010, Research for Dissertation HEC/ Oxford University
Surprising findings
Peopleinteraction time 3/4 -1/5
Total time 1/2 - 2/3
1/5 – 1/4
1/3 – 1/2
Time spent in direct interactions with people and coaching activities
PrioritizingCommunicatingMotivatingInspiring
Specific coaching skills and activities leaders use whilst coaching
Relational skillsQuestioningFeedbackListening
People interactionsOther Coaching time
The Interaction
© Katarina Emma Schapiro, 2008-2010, Research for Dissertation HEC/ Oxford University
Participant experience with 1-1 coaching (any type or duration) and desire for future coaching experiences
No28 (68.3)
Yes13 (31.7%)
Yes, would like to experience coaching again
100%
No, would not liketo experience
coaching
53.6%
Yes, would liketo experience
coaching
46.4%Participant
experience with 1-1 coaching
© Katarina Emma Schapiro, 2008-2010, Research for Dissertation HEC/ Oxford University
Surprising findings
Questions on ‚coaching in action‘ answered automatically with little deep thought
© Katarina Emma Schapiro, 2008-2010, Research for Dissertation HEC/ Oxford University
Surprising findings
Limited view of how coachingskills can be used & limited scope of situations in which leaders use coaching
Personal one-to-one coaching with a professional coach in a business
setting
Peer coaching in a management team
Coaching talents and high potential individuals Coaching subordinates and
colleagues in an organisational context
Leaders’ coaching experience/ interaction
Surprising findings
Almost unanimous agreement that coaching could change the basic mental and habitual metabolism of the organization, when appliedwith a clear strategic intent
OutcomesWhere is the way ?
© Katarina Emma Schapiro, 2008-2010, Research for Dissertation HEC/ Oxford University
The top four characteristics held by admired leadersincluded honesty (88%), forward-looking (75%), inspiring (68%), and competent (63%).
(understand the mental model which guides your thinking)
Who am I? On leaders
(look to broaden your line of sight) What is discussable and what is not? On learning and change
Confronting undiscussables usually opens the way for a new, highly productive dialogues
(new ways of doing and new ways of looking at things) What am I searching for? On coaching in organisations
Coaching is more an art of discovery than technology of delivery
(look to broaden your line of sight) How can I know myself better? On feedback
Conversation is a meeting of minds with different memories and habits.
(invest in ability to think in grey space) How do I deal with uncertainties? On anxieties
The challenge of leaders today is not only to manage the present but also to create the future.
(look for varied scenarios of the future) What do I want to create ? On organisation and leadership
Safe space , where we can experiment with fresh perspectives, without having to commit to it immediately
(check and recheck for hidden assumptions) What do I want to make visible? On coaching skills and competencies
Cultivate full range of people potential.Ask people what kind of experiences and challenges they want to explore and experience in their life and career
What kind of coaching for leaders? Leading from a different place
Don't hide from the truths you need to hear, often from what you already know.
Where are we going ?
Coaching brings deeper meaning to companies by connecting the heads and hearts of people.
Katarina Emma Schapiro
Between stimulus and response there is a space.
In that space lies our freedom and power to choose your own response
In our response lies our growth and freedom Viktor Frankl
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