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Leading Organizational Change – Part IV

August 23, 2016 By Ira Chaleff

Personal Change and Development
Using the Organizational Change Model
by David Grau

The framework used for implementing change in organizations is a close analogue to the change process used by individuals seeking to move to their next higher level of performance. Executives find it valuable to work with a coach who is an objective, outside observer. The coach facilitates, guides, and provides feedback and support to executives as they move along the path from goal creation to implementation. Executive goals are the desired developmental changes that will result in an increased positive impact by the leader in his or her organization.

With organizational change, executives work with their leadership teams to assist in defining the change goal and with the creation of the change process and seek additional input from other members of their organization.

With personal change, executives enter the coaching relationship with their own sense of the goals and, in conversation with the coach, may clarify or change the goals they choose to pursue. The coach asks questions that help the executive reflect on the changes they are seeking. To achieve greater self-awareness and understanding of one’s impact on others, the executive may choose to complete self-assessments. These can provide insight into the changes that are desirable and the actions they need to take to achieve their goals. Should the executive choose to do so, the coach may conduct 360-feedback interviews. The coach talks with people the executive believes know him or her well. Typical questions include:

  • “What does [xxx] do that makes him/her effective?”
  • “What could [xxx] do to be even more effective?” and
  • “What are [xxx]’s greatest strengths?

The coach presents a thematic summary to the executive and provides specific examples of comments, without attribution, that led to the creation of each theme. From this information, the executive might choose to review critical leadership and management competencies with the coach and decide which to work on for improvement.

The executive uses the results of the assessments, the feedback, the exploration of competencies, and outcomes from conversations with the coach to refine their goals, develop key performance indicators and decide upon the actions to accomplish their objectives. As with implementing organizational change, it is important to prioritize the goals, objectives, and actions to an achievable few. When goals and objectives are realized others can be introduced.

As the executive pursues his or her goals the coach is there to discuss challenges that arise and works with the executive to develop options for resolving those challenges. The executive looks for support and ideas from the coach as they follow the action plan. The coach may offer tools and techniques to assist in executive development and suggest articles or books to read, or actions to take between sessions to support the executive in what he or she wants to accomplish.

Change can be difficult. There may be assumptions, competing commitments or beliefs that undermine the achievement of the desired change. The coach works with the executive to overcome those obstacles. Together they create a system that holds the executive accountable for pursuing the action plan and achieving results.

While the coach walks with the executive on the developmental journey, it is the executive who drives the change process. He or she chooses the goals and the ways in which those goals are achieved. By engaging in this process, executives bring themselves to a level of performance that enables them to make a greater difference in their organizations, in the lives of their employees, with the customers they serve and in their relationships with the other stakeholders of their organization.

Filed Under: Articles, David Grau, Leadership Development

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Marsha Hughes-Rease - Senior Associate

After fifteen years of coaching and consulting experience and over twenty five years of leadership experience at different organizational levels, Marsha Hughes-Rease partners with senior leaders and managers to address what she calls “swamp issues”, those really messy and complex challenges that can greatly diminish productivity, stakeholder satisfaction, financial performance and personal effectiveness in any organization.

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Ira Chaleff - President

Ira Chaleff is the founder and president of Executive Coaching & Consulting Associates. He has been named one of the top 100 leadership thinkers by Executive Excellence Magazine. He practices the high-stakes art of helping talented people prepare for and succeed in senior level roles. Whether working in the public sector with Senior Executive Service leaders or in the private sector with CEOs and leadership teams, he brings clarity to core success issues, and provides savvy and supportive guidance in tackling them.

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Beverly Jones - Senior Associate

Beverly Jones helps executives bring new productivity to their organizations, and works with professionals to restructure and re-energize their work lives. Throughout her varied career, Bev has engaged in leadership and change management activities, and today she coaches accomplished professionals and executives who want to become more effective. Bev’s current and recent coaching clients include attorneys, other professionals and small business owners, and also executives with university systems, with a national laboratory, and with a major brokerage firm.

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Mandeep Singh - Senior Associate

Mandeep partners with leaders who want to bring their own vision and passions into service for the world. This necessarily means deep inner work – increasing self-awareness and personal mastery, taking ownership and accountability, and expanding the ability to influence people and networks from within the system. While this may sound like hard work, in practice it tends to be completely natural, energizing, satisfying and fun. “Serious” and “impactful” are not correlated. Mandeep’s natural style is gentle, and his clients and he tend to forge long term, easy, trusted partnerships.

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Rosa Maria Barreiro - Strategic Management & Human Resources Consultant

Rosa María Barreiro is an innovative leader, business strategist and change agent with an extensive background and success in global operating environments throughout the USA and Europe, Latin America and the Caribbean. Rosa María has repeatedly been recruited to design and execute change management, employee engagement, leadership development and performance improvement initiatives for a wide variety of organizations and companies.

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Kari Uman - Senior Associate

Kari Uman, Senior Associate of Executive Coaching & Consulting Associates in Fairfax, VA, has more than twenty-five years’ experience as a coach, consultant, and trainer. Her particular experience and interest in gender issues, and their impact on relationships and performance, enables her to help individuals change behaviors that are undermining their best efforts.

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David Grau - Senior Associate

David Grau is an executive and leadership coach in Bethesda, MD, with an in-depth consulting background in organization development and change management. He has over 17 years of coaching and consulting experience in the corporate, government, and non-profit sectors. He has particular abilities in assisting executives in identifying and making maximum and appropriate use of their strengths and identifying their opportunities for increased effectiveness as a leader.

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Emily Barnes - Senior Associate

To organizations and individuals adjusting to recent, current or anticipated change, Emily Barnes brings the strategic focus and competencies gained during fifteen years of diverse experience with various leadership, relationship, performance and communication challenges. A consultant and strategy coach, Ms. Barnes helps clients create and implement new success strategies.

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