Coaching for Action: A Report on Long-term Advising in a Program Context: A Report on Long-term Advising in a Program Context
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Coaching for Action - Victoria A. Guthrie
COACHING FOR ACTION
A REPORT ON LONG-TERM ADVISING IN A PROGRAM CONTEXT
COACHING FOR ACTION
A REPORT ON LONG-TERM ADVISING IN A PROGRAM CONTEXT
Victoria A. Guthrie
Center for Creative Leadership
Greensboro, North Carolina
The Center for Creative Leadership is an international, nonprofit educational institution founded in 1970 to advance the understanding, practice, and development of leadership for the benefit of society worldwide. As a part of this mission, it publishes books and reports that aim to contribute to a general process of inquiry and understanding in which ideas related to leadership are raised, exchanged, and evaluated. The ideas presented in its publications are those of the author or authors.
The Center thanks you for supporting its work through the purchase of this volume. If you have comments, suggestions, or questions about any CCL Press publication, please contact the Director of Publications at the address given below.
Center for Creative Leadership
Post Office Box 26300
Greensboro, North Carolina 27438-6300
Telephone 336-288-7210 • www.ccl.org/publications
©1999 Center for Creative Leadership
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.
CCL No. 181
Library of Congress Cataloging-in-Publication Data
Guthrie, Victoria A.
Coaching for action : a report on long-term advising in a program context / by Victoria A. Guthrie.
p. cm.
Includes bibliographical references.
ISBN 1-932973-56-7
1. Executives—Training of. 2. Mentoring. I. Title.
HD30.4.G87 1999
Table of Contents
Preface
Introduction
Why Process Advisors Are Important to Development
The Center’s View of Development
What the Clients Wanted from Development Training
Meeting the Challenge of Development
Creating the Process Advisor
Naming and Defining the Process Advisor
The Tasks of the Process Advisor
The Tools of the Process Advisor
The Roles of the Process Advisor
How to Be an Effective Process Advisor
The Three Keys of Effective Process Advisors
Developing Effective Process Advisors
What We Have Learned About Process Advising
Process Advising Is Different from Executive Coaching
Process Advising Requires Advisee Readiness
The Process Advisor Provides a Safe Environment
The Process Advisor Must Understand the Advisee’s Situation
Process Advising Is Real-time Support
The Process Advisor Provides On-time Action Learning
The Process Advisor Blends Candor and Belief in the Advisee
The Process Advisor Works with the Changes the Advisee Wants to Make
Process Advising Makes the Most of the Advisor-Advisee Pairing
The Process Advisor Establishes Clear Expectations and a Framework
Other Uses for Process Advising
To Nurture Developmental Relationships and Systems
To Maximize New Technologies
To Support Strategic Goals
To Set Action Plans or Development Plans
Is Process Advising Right for Your Organization?
A Brief Exercise for Determining the Suitability of Process Advising
Alternative and Adjunct Roles for Internal Long-term Advising
The Value of Process Advising
References
Suggested Reading
Appendices
Appendix A. Description of the LeaderLab Program
Appendix B. Learning Journals: A Means for Reflecting on Practice
Appendix C. Participant Essay on the Tools of the Program
Appendix D. Examples of Process Advisor Roles in Action
Appendix E. Statements by LeaderLab Participants About Their Process Advising Experience
Appendix F. Case Study
Appendix G. A Survey of Clients’ Needs Around Programs
Preface
The purpose of this report is to document some important lessons that we at the Center for Creative Leadership (CCL) have learned about enhancing development in the work setting. Our findings enable CCL to add elements to leadership development program delivery that reinforce the participants’ learnings from the classroom experience. One of the elements included in several CCL programs is the coaching-and-support role of process advisor (PA). The process advisor works closely with the participant to help him or her understand and develop his or her goals, both during the program and for a period of time following it; and the advisor-advisee partnership will span anywhere from six months to a year.
The PA concept has been part of the Awareness Program for Executive Excellence (APEX)®, the custom program for Florida School Superintendents, programs for specific clients in various industries, and LeaderLab®. Because it has been an especially strong element in LeaderLab, where we have been able to follow the development of the concept for ten years, this report will focus on our learnings about the PA process within this program. LeaderLab is an action-learning program based on client surveys of the training needs and challenges of organizations and on state-of-the-art research in the field. The role of the PA in this program is to continue the assessment begun in the survey, determine the level of challenge, and support the participant during his or her developmental process. Because the program spans a period of six months, the PA element fits into it particularly well.
Over the years that the PA role has been used in LeaderLab, CCL has studied its origins, observed its impact, and