acknowledge and celebrate coaching in your organization with clarity and ease 2015 prism nomination...
TRANSCRIPT
Acknowledge and Celebrate
Coaching in your Organization
with Clarity and Ease
2015 PRISM Nomination & Award
Process
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Benefits to Applying Organizations
Recognizing improved bottom line results and leaders
Well told success story to commemorate organizational achievement
Publicity for best in class for organizational coaching
Award celebrating excellence in coaching
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Nomination Eligibility Criteria
To be eligible for the ICF Washington State PRISM Award, nominees must satisfy several criteria, including: Nominated organization must be located in
Washington State
Be nominated by an ICF Credentialed coach with current ICF membership
Coaching initiative active at least 12 months
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Nomination Eligibility Criteria
Coaching initiative impacted individual coaching clients and/or organization in a observable and measurable way.
oHigh potential employee development
oLeadership development
oChange management initiatives
oTeam/group effectiveness
oCustomer service improvements
oProblem solving capability
oCommunication and feedback skills
oEmployee health and wellness
oEmployee engagementoEmployee work/life
balance
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Additional Requirements
Nominating ICF coach and team should be prepared to share their success story: With one member of the panel of judges who may
seek clarifying information in an interview format on October 2 or 5;
With PRISM Award Celebration attendees during the evening of November 3; and
With Symposium Event attendees in a 90-minute learning format during the day of November 3
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Detailed Evaluative Criteria (continued) Impact: Provide any observable and measureable details that underscore the value, influence or effectiveness of the coaching initiative. Examples could include, but not be limited to, the following(500 words or less):
Integration of coaching measured by number of employees/proportion of workforce receiving coaching Employees who have received coaching provide positive testimonials that demonstrate the breadth
and/or depth of coaching initiative Employee indicators provided that validate increased levels of workplace engagement and well-being
(e.g. decreased stress, increased resilience, goal attainment)
Return on Expectations (ROE) measurements provided for non-monetary employee/organizational goals that were identified before coaching initiative was implemented
Return on Investment (ROI) measurements calculated for areas that emphasized financial business outcomes or for any impacted goal areas that can be converted to a monetary value
Detailed Evaluative Criteria (continued) Sustainability: Provide examples of how coaching has become embedded into the fabric of the organization or identify any plans to develop/expand the coaching initiative further. Examples could include, but not be limited to, the following(500 words or less):
Organization has coaching champions/advocates in senior leadership position who can communicate the coaching strategy effectively
Coaching has become positioned as a preferred solution when compared to other modalities
Coaching used as modality in forward-thinking areas (e.g. talent management, succession planning, employee development)
Coaching shows long-term resilience in organizational infrastructure/operating budget
Organizational leadership styles have changed positively resulting from the coaching
Detailed Evaluative Criteria (continued) Strategy: Provide specific examples of how organizational goals, strategic priorities or workplace needs are being addressed through the coaching initiative. Examples could include, but not be limited to, the following(500 words or less):
Coaching initiative aligns with organizational mission, vision, core values, or behaviors
Coaching initiative can be mapped clearly to current organizational goals/objectives Coaching initiative supported by dedicated allocation of human and/or financial resources
Coaching initiative has proven to be adaptable/has evolved to serve fast -emerging employee/organizational needs
Coaching has become a fundamental element to the organizational team-building processes
Detailed Evaluative Criteria ** NOTE: Prism judges will not be informed of the name of the nominated organization or participating coaches when judging the evaluative criteria. For the remaining sections of this Nomination Form we ask that you refrain from identifying the proper name of the Organizational Nominee or anyone associated with the coaching initiative. Rather, please provide anonymous references (e.g. the organization, the company, the coach, the coachee, the sponsor, etc.). The nomination form will be returned to you for editing if identifying names are referenced in the following sections. Standards: Provide examples of how the coaching initiative was developed in a way that would highlight a commitment to rigorous professional standards, industry excellence or best practices within organizational coaching. Examples could include, but not be limited to, the following(500 words or less):
Coaching initiative utilizes external or internal coaches who hold an ICF Credential
Individuals offering coach-specific training to employees have graduated from an ICF accredited/approved program
Coaches involved in the initiative have been offered coach mentoring/coaching supervision
ICF Code of Ethics has been identified as a resource in coaching agreement with the organization; in particular, confidentiality has been preserved in coaching conversations
Clear rationale for using coaching as the preferred solution
Snapshot of Coaching Initiative As the Nominating Coach, please describe why you feel that this organization should be recognized for anICF Washington State Prism Award: (250 words or less): Please describe the general scope of the coaching initiative in terms of the types of coaching that are being applied inside the organization: (250 words or less): Participating Coach(es) Aside from the Nominating Coach, please provide information for up to ten coaches who worked on this coaching initiative: Coach#
Name
Internal
External
ICF Credential level (if applicable)
Other organizational credential (if applicable)
ICF Member Y/N
Coach #1 Coach #2 Coach #3 Coach #4 Coach #5 Coach #6 Coach #7 Coach #8 Coach #9 Coach#10 You, or some of the individuals listed on this application, may be contacted by our panel of judges in order to provide additional/clarifying information about this coaching initiative. Should you have any questions, please send an email to [email protected].
Nomination Form
All submissions must use nomination form available at www.icfwashingtonstate.com
Email completed form to [email protected]
by 5 p.m. Pacific, Friday, September 11, 20152014 ICF Washington State Prism Award Nomination Form **All submissions must use this nomination form also available at www.icfwashingtonstate.com. Email completed form to [email protected] by 5 p.m. Pacific, Thursday, July 31, 2014** Nominating Coach Please provide contact details for one nominating coach who participated in the organization’s coaching initiative: Coach Name: ICF Credential level(e.g. ACC, PCC, MCC): Coach business/company name: Coach email: Coach phone: A prerequisite for Award eligibility is that the organization must have started implementation of the coaching initiative at least 12 months prior to this nomination submission. Note: The ICF International Prism Award requires 18 months. Organizational Nominee Please provide information about the specific organization where the coaching initiative was implemented: Organization Name: Organization address: Organization status (e.g. for-profit, non-profit, government):
Industry sector (e.g. pharmaceutical, telecommunications, manufacturing):
Number of employees: Annual revenue (USD): Implementation date of coaching initiative: Current status of coaching initiative: Please quantify the extent to which this coaching initiative has been implemented across the organization: Number of coaches used in coaching initiative: Number of employees receiving coaching: Number of department areas/business lines using coaching:
During the Prism nomination review process, the panel of judges may wish to contact the coaching sponsor (or a suitable designee) to provide additional/clarifying information about the coaching initiative. Please provide contact details for the most appropriate coaching sponsor (e.g. Human Resource, Learning & Development, Talent Management, etc…) within the organization: Sponsor Name: Title/Position: Coach email: Coach phone: Please provide contact details for up to three individuals within the organization who are considered to be the primary supporters or ‘champions’ for the coaching initiative: Champion#1 Champion#2 Champion#3 Name ICF Credential level (if applicable)
Title/Position Email Phone
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2014 ICF Washington State Prism Award & Nomination Form
In 2005, ICF Global adopted the Prism Award, a concept developed by the ICF Greater Toronto Chapter that recognizes organizations that demonstrate how professional coachingpays off on many fronts. This award has become the epitome of what professional coaching can accomplish at the organizational level. ICF Washington State is proud to launch the Prism Award in 2014. The deadline for 2014 ICF Washington State Prism Award nominations is 5 p.m. Pacific, Thursday, July 31, 2014. All nominationsmust be submitted using the nomination form available at www.icfwashingtonstate.com and emailed to [email protected]. All applicants will be notified in September 2014. The Prism Award ceremony will be held in October 2014. Please stay tuned for the date announcement.
Benefits to Applying Organizations
The ICF Washington State Prism Award ceremony provides a forum for organizations in the for-profit, government, and non-profit sectors to celebrate and share their successes with other individuals throughout the coaching community.
Award nominees gain recognition as leading-edge organizations that use coaching to develop their leaders and improve bottom-line results.
Award finalists participate in the Prism Award ceremony. Award winners receive a customized Award statue commemorating their organizational achievement
in coaching. Award winners will be featured in ICF Washington State promotions and presentations. Award winners are granted permission to use the ICF Prism logo for one full year and may include
this information in advertisements that result in immense publicity to their organizations.
ICF Washington State Prism Award Nomination Eligibility Criteria
To be eligible for the ICF Washington State Prism Award, nominees must satisfy several criteria, including:
The organization must be nominated by an external or internal coach who holds an ICF Credential and has participated in the coaching initiative.
The segment of the organization described in the nomination must be located in Washington State. The organization must have started implementation of the coaching initiative at least 12 months prior
to submitting nomination form. Note: The ICF International Prism Award requires 18 months. The coaching initiative must have yielded reliable results that have impacted either the individual
coachees and/or the sponsor organization in ways that are observable and/or measureable. During the nomination review process, the coaching sponsor, or a suitable designee, will be prepared
to provide the panel of judges with additional/clarifying information about their coaching initiative. The coaching sponsor, or a suitable designee, will participate in the ICF Washington State Prism
Award ceremony. Award winning organizations must consent to provide the ICF with additional information about their
coaching initiative that may be incorporated in future press releases, testimonials, and/or case studies.
Senior leaders within the organization remain active champions for sustaining the coaching initiative.
The coaching initiative should have impacted individual coachees and/or the sponsor organization in a clearly observable way. The areas impacted by coaching may include, but not be limited to, the following:
Hi-potential employee development Leadership development Change management initiatives Team/group effectiveness Customer service improvements
Problem solving capabilities Communication/feedback skills Employee health and wellness Employee engagement Employee work/life balance
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Nominating Coach
Provide contact details for one nominating coach who participated in the organization’s coaching initiative: o Coach name: Sue Paxtono ICF Credential level (e.g. ACC,
PCC, MCC): PCCo Current ICF membershipo Coach business/company
name: Composite Integrated Products (CIP)
o Coach email: [email protected]
o Coach phone: 425-998-8987
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Organizational Nominee
Information about the specific organization where coaching initiative was implemented: o Organization name: Composite Integrated
Productso Organization address: 123 321st Place SW,
Seattle, WA 98081o Organization status (e.g. for-profit, non-
profit, government): For Profito Industry sector (e.g. pharmaceutical,
telecommunications, manufacturing): Manufacturing
o Number of employees: 152o Annual revenue (USD): $1.3 milliono Implementation date of coaching
initiative: Jan 2,2014o Current status of coaching initiative:
Ongoing
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Organizational Nominee
Quantify the extent the coaching initiative has been implemented across the organization: Number of coaches used in coaching initiative:
5 Number of employees receiving coaching: 42 Number of department areas/business lines
using coaching: All Management levels and High Performers
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Sponsor or Champion Information
Provide contact details for the coaching sponsor (e.g. HR, Learning & Development, Talent Management etc…) within the organization:
Coaching
EXAMPLE
Name Title/Position E-Mail Phone
ICF
Credential
Champion #1 Sam Cooke
Talent Mgmt Ldr
425-123-4567 ACC
Champion #2 Jen Lexicon
Finance &MktLdr
Champion #3 Ethan Chris
Leadership Dev
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Snapshot of Coaching Initiative EXAMPLE
As the Nominating Coach, describe why you feel this organization should be recognized for an ICF Washington State PRISM Award: (250 words or less):
Composite Integrated Products (CIP) hold itself to high standards in the innovation of integrated composite products and have done an excellent job putting together a program that runs smoothly not just for CIP Management but also for the Coaches. CIP chose to adopt and build a coaching culture and deepen its leadership capabilities to drive the culture. CIP is committed to the program for the long-haul, and has done the internal work to review and refresh its values and mission to reflect the change in culture its wants to see.I am nominating CPI for the ICF WA PRISM Award because this program is more than lip service;....
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Scope of Coaching Initiative EXAMPLE
Please describe the generalscope of the coaching initiative in terms of the types of coaching being applied inside the organization: (250 words or less):
In 2013 Composite Integrated Products implemented a leadership development program to build a coaching culture within the organization to increase engagement, accountability, performance, and deepen leadership capabilities to expand their potential. The program was created to help leaders shift from a consulting and problem solving methodology into a growth and development focus.
The program was designed with two phases:Phase I an interactive workshop where all leaders learn the fundamentals of a coaching approach to effectively communicate, gain clarity about how they show up as a leader,…Phase II Each participant is matched with a coach. The benefits of this confidential partnership is participants are able to anchor their learning from the workshop into their daily work, be coached through their blind spots and be challenged beyond their comfort zone for exemplary results. …
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Participating Coach(es)
NameInternal Coach
External Coach
ICF Credential Level (If
Applicable)
Other Organizational Credential (If Applicable)
ICF Member
(Y/N)
Coach #1
Sam Hess X ACC Y
Coach #2
Jessica Freed X ACC Y
Coach #3
Tonya Nunion
X SHRM SPHR
Coach #4
Frank Lyon X ACC
Coach #5
Sue Paxton x MCC Y
Coach #6
Coach #7
• Provide information about the coaches who worked on this coaching initiative:
.
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Evaluation Criteria
Judges will only receive the answers to the
following four questions and will not be
informed of the name of the nominated
organization or participating coaches when
judging the evaluative criteria.
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Strategy
Provide specific examples of how
organizational goals, strategic priorities
or workplace needs are being addressed
through the coaching initiative. Examples
could include, but not be limited to, the
following (500 words or less):
16
Strategy Examples
Coaching initiative aligns with organizational mission, vision, core values, or behaviors
Coaching initiative can be mapped clearly to current organizational goals/objectives
Coaching initiative supported by dedicated allocation of human and/or financial resources
Coaching initiative has proven to be adaptable/has evolved to serve fast –emerging employee/organizational needs
Coaching has become a fundamental element to the organizational team-building processes
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Strategy - EXAMPLE
When did the coaching initiative start?
Who w
as in
cluded
?
WHAT IS IT CALLED?
How does this in
itiativ
e meet
the company goals?
Who was coached?
How were clients selected?
How did it align withCompany Values?
Why did you start this initiative?
Was it Voluntary? Why Coaching?
What was the gap or strategy that coaching was
brought in to address?
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Standards
Provide examples of how the coaching initiative was developed in a way that would highlight a commitment to rigorous professional standards, industry excellence or best practices within organizational coaching. Examples could include, but not be limited to, the following (500 words or less):
19
Standards - Examples
Coaching initiative utilizes external or internal coaches who hold an ICF Credential and who is an ICF member
Individuals offering coach-specific training to employees have graduated from an ICF accredited/approved program
Coaches involved in the initiative have been offered coach mentoring/coaching supervision
ICF Code of Ethics has been identified as a resource in coaching agreement with the organization; in particular, confidentiality has been preserved in coaching conversations
Clear rationale for using coaching as the preferred solution
20
Standards - EXAMPLE
How did you maintain
Confidentiality
between
coach and client?
What was your Code of Ethics?
Did you use the ICF Competencies – which ones?
What best practices did
you implement or re-use?
How was
coac
hing co
nducted
?
Face t
o Fac
e? P
hone? V
ideo
?
Why did you use the
coaching methodology?
How did you maintainConfidentiality?
Did you use certified coaches?
How
did
you
choo
se c
oach
es?
How the coaching initiative was developed?
21
Sustainability
Sustainability: Provide examples of how coaching has become embedded into the fabric of the organization or identify any plans to develop/expand the coaching initiative further. Examples could include, but not be limited to, the following (500 words or less):
22
Sustainability - Examples
Organization has coaching champions/advocates in senior leadership position who can communicate the coaching strategy effectively
Coaching has become positioned as a preferred solution when compared to other modalities
Coaching used as modality in forward-thinking areas (e.g. talent management, succession planning, employee development)
Coaching shows long-term resilience in organizational infrastructure/operating budget
Organizational leadership styles have changed positively resulting from the coaching
23
Sustainability - EXAMPLE
How do you sustain the gains?
Where will coaching
be used in the future? What a
reas m
ost
benefi
ted fr
om
coach
ing?
Where will you implement
coaching next?
How were coaching relationships evaluated?
What changes did you make to the initiative over time?
Success stories?
Vision for the
future
of coaching?
How
was
it
mea
sure
d?
How coaching has become embedded in the culture?
24
Impact
Provide any observable and measureable details that underscore the value, influence or effectiveness of the coaching initiative. Examples could include, but not be limited to, the following (500 words or less):
25
Impact - Examples
Integration of coaching measured by number of employees/proportion of workforce receiving coaching
Employees who have received coaching provide positive testimonials that demonstrate the breadth and/or depth of coaching initiative
Employee indicators provided that validate increased levels of workplace engagement and well-being (e.g. decreased stress, increased resilience, goal attainment)
Return on Expectations (ROE) measurements provided for non-monetary employee/organizational goals that were identified before coaching initiative was implemented
Return on Investment (ROI) measurements calculated for areas that emphasized financial business outcomes or for any impacted goal areas that can be converted to a monetary value
26
Impact EXAMPLE
How did you
measure
behavioral
change?
What w
as
the
impac
t of
coac
hing?
What results did you achieveWhat were the responses to surveys, feedback etc?
Any measures specific to coaching?
How do you ensure
forward movem
ent?
What changed
within
the business?
How is coaching becoming
embedded in business
and/or HR process?
If this specific coaching program was eliminated,
what would remain?
Which groups
are you
expanding
coaching to
and why?
What are the observable and measureable details?
Questions
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Mark your Calendars!!!
2015 ICF Washington State PRISM Symposium &
Annual PRISM Award Ceremony
November 3, 2015
Washington State Convention Center800 Convention Place
Seattle, WA 98101
Registration opens Monday, September 7, 2015
www.icfwashingtonstate.com