Stakeholder-Centered Coaching

MSA – The Safety Company Established in 1914 by two U.S. Bureau of Mines engineers Developed first “flameless” miners’ cap lamp with Thomas Edison Largest company in the world dedicated to producing personal protective equipment

and environmental monitoring instruments Approximately USD 1 Billion annual sales; 4000+ products; 5300+ employees Affiliate companies in 40+ countries; sales in 120+ countries Research & Engineering centers on three continents Major Markets:

Fire Service, Law Enforcement, Military, Industry, OGPC, Energy/Utilities, Construction, Mining

Core Product Lines: Respirators, Breathing Apparatus, Head/Eye/Face & Hearing Protection, Fall & Rescue Harnesses, Thermal Imaging Cameras, Ballistic Protection, Gas Monitoring & Detection Instruments (Portable & Permanent System Solutions)

Getting Started

Positioning and buy-in (culture dependent) How ready is the organization? Why are we doing this? Who sponsors?

Selection of coaches 2 with extensive coaching experience 2 who didn’t, but had the right mindset and skills

Selection of coachees People with strong records, being developed for or transitioning

to new positions or responsibilities Across multiple functions: sales, global engineering, plant

engineering, sales, HR

Program Development

For structure and clarity: Determine coaching methodology “Rules of engagement” and coaching contract –

outline commitments of all parties Schedule for monthly meetings and stakeholder

check-ins Determine goals and outcomes measures (behavioral

and project) Develop tools to support coaches and coachees –

learning materials, assessments/feedback, planning & measurement

Mini-survey set up

Sample Goals

Uses his team building skills to build a sense of team with his direct reports

Is more accessible to his team Sets clear expectations and deadlines Gather input and drive consensus to move project forward Communicate face to face more often, instead of email in order to build

relationships Use a flexible communication style with associates and vendors

(Situational Leadership) Improve follow up skills with team members Communicate with more passion to drive change Listen better to get clarity and understanding Plus project/business goals

Evaluation and Measurement

Mini-surveys (coachees) After Action Reviews (coachees) Manager and Stakeholder Review (process and

impact) Project Results

Sample Mini-SurveySample Mini-Survey

Team Items:

1. Supports the final decision of the team even if argued against in the decision making process

-3

-2

-1

0

1

2

3

NCN

NI

Individual Items:

1. Listen to and understand different points of view with an open mind before giving my opinion

-3 -2 -1 0 1 2 3 NCN NI

2. Delegate based on others ability and motivation -3 -2 -1 0 1 2 3 NCN NI How has this person followed-up with you on areas that he/she has

been trying to improve? (Check one) ___No Perceptible Follow-Up ___Little Follow-Up ___Some Follow-Up ___Frequent Follow-Up ___Consistent (Periodic) Follow-Up

What can this individual do to become a more effective team member? ______________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________

Results: Improvement from Baseline

82.5% of all goals cumulatively. 88.6% of all goals per their supervisors. 80.2% of all goals per their direct reports

who acted as stakeholders. 82.5% of all goals per their peer/colleague

stakeholder feedback All coachees, stakeholders and managers

had positive feedback about the program – learned new skills, saw impact on the business, liked the process

Lessons Learned

Most difficult – for coachees to make the commitment to change and keep focused on it. Stop the engagement if they don’t meet their commitments.

Don’t remove responsibility from the coachee - some will try

Make sure you choose the best stakeholders – people who interact with the coachee regularly during the process

Direct reports may NOT be best as stakeholders in the beginning – culture and relationship dependent

Lessons Learned – con’t

Positioning within the organization is critical – positive & developmental

Keep managers involved in the process Make clear that the mini-surveys measure

PERCEPTIONS of others Can retain Chris for 90 days to work through

start up issues Keep it simple – quick, easy, focused,

meaningful

Contact Information

Judy Bradle, OD Specialist, MSA judy.bradle@msanet.com

Chris Coffeyhttp://www.christophercoffey.com/html/coaching.htm