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The
TGCP Approach
1. In a typical Coaching assignment—say Derailment Prevention—we’ll ordinarily spend 25-35 hours over a period of 4-12 months with the candidate, as we move through our five-stage process:
Assess
_
Debrief _
Plan
_
Act
_
Reassess/Refine
2.
Ideally, each assignment is a highly collaborative effort among the three
constituents—Candidate, Coach, and Management.
While our Coaching process is confidential, we place the control of the
information flow in the hands of the candidate and proactively encourage
candidates to involve management, as much as possible, in the ongoing change
process. In our Coaching
Methodology, gains made by the candidate will sustain only if they have created Change
Partners™ in their workaday environment.
3.
As our name implies, one of our core values is Partnership. This, then, is also an apt description of the nature of our
relationship with our Coaching candidates.
We are their Change Partner and
are extremely active, participatory, and collegial in our involvement with our
candidates. When it comes to their
strengths, we are energetic and vocal cheerleaders. When it comes to their development needs and
counter-productive tendencies, we are quick and candid in our efforts to
demonstrate how such tendencies are self-defeating and, consequently,
non-rational. In this sense we are
proactively confrontational, but with all the finesse and sensitivity one would
expect from such highly trained and experienced behavior change experts.
4.
In judging the value of our contribution to a client organization, we see
performance—enhanced performance and increased satisfaction—as the bottom-line metric.
Consequently, we are in regular contact with the organization (management
and/or HR) to gauge the nature and extent of the candidate’s change efforts.
This is an essential feedback loop with which we progressively refine our
Coaching intervention. Again, this
reflects our underlying collaborative and partnering philosophy.
5.
Our specific approach to Leadership Development is grounded in the research on
leadership. (There are in the
neighborhood of 7,500 books and articles examining the phenomenon.)
For example, we know that there are four valid and effective predictors
of leadership potential, so we know what data to collect and what metrics to use
when doing front-end assessment of a leader or potential leader.
Similarly, there is
a finite set of leadership skills and styles that a candidate must focus on and
develop. We see four different spheres within which a future leader must
concentrate: Mental Agility – Interpersonal Finesse – Change
Mastery – Goal Orientation.
Within these spheres there are 17 component competencies that drive
performance.
The abridged version? We
like the view of one of Silicon Valley’s CEOs and Chairmen:
“The most important trait of a good leader is knowing who you are.”
Leadership Development occurs from the inside out.
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