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Coaching & Mentoring
An Overview
A Presentation by TopTeam World
Athens, 28th September 2009

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Introduction
Purpose of this Document
The purpose of this document is to present our approach on Coaching and
Mentoring for Managers and Executive Teams in order to:
 Implement effectively organization strategy
 Sustain business performance based on optimum people engagement
This approach is based on my significant experience of coaching and
mentoring as I have applied it in the last 10 years with more than 100
managers and 20 management teams, which I mentored and coached on
business, values, leadership and ultimately on delivery of superior
performance
I hope to have the occasion soon to discuss this approach with you.
Best regards,
Gilles Gambade

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“Coaching & Mentoring”
Management Challenges
Based on our experience, we believe that the implementation of
coaching and mentoring represents, at term, a major change in the
Leadership Culture. This change needs to be clearly understood by the
managers at all levels of the organization and their engagement in such
project is a critical success factor for the implementation. Based on
that, our approach usually follows specific principles:
 GMs/Directors/Managers are focused on the business: the coaching/
mentoring program needs be strongly linked with business reality and
people performance;
 GMs/Directors/Managers have different learning experiences, based on
their background and professional experience: the coaching/mentoring
program has to offer to all of them the occasion to learn, taking in account
their specific learning experiences;
 GMs/Directors/Managers manage people and teams: the coaching/
mentoring program has to take in account both individual and team
dimensions as behaviors demonstrated have to be consistent in both
situations.

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“Coaching & Mentoring”
Business Value
Research Results:
92% increase to bottom line
99% coaching delivers tangible benefits to the organisation
and individual
96% effective way to promote learning
93% key mechanism to transfer learning from training courses
(CIPD research 2004)
58% better management skills
53% increased job motivation
(AC research 2004)

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“Coaching & Mentoring”
Business Value
ROI examples:
Coaching produced a 529% return on investment and significant
intangible benefits to the business. Fortune 500 company
Executive coaching delivers a ROI of nearly 6 times the initial
cost of coaching
Survey of 100 senior executives from Fortune 1000 companies by
Manchester Consulting, July 2004

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“Coaching & Mentoring”
Business Impact: Intangible
Frequency of impact by executives, Source: Proxys US survey 2007

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“Coaching & Mentoring ”
Our Proposed Approach
Our approach on coaching/mentoring covers different areas:
1. Business mentoring
2. Executive & Team coaching

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“Mentoring for Strategy Execution ”
Our Approach

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Starting Point
What Business Mentoring is not about
 Psychiatry
 Career Planning
 Sponsorship
 Telling what to do
 Problem fixing
 Leadership Development

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Starting Point
What Business Mentoring is about
 Experience  Trust and Confidentiality
 Honesty  Creativity and Innovation
 Openness  Expertise
 Impartiality  Advice
 Availability  Sounding Board

Usual duration: 11
3-6 months
“Mentoring for Strategy Execution”
Overview of a Business Mentoring Program
Business Mentoring is about supporting CEOs and management teams to
implement the company strategy. It includes a combination of individual
sessions with the BOD/MD/General Manager and team sessions with the
management team in order to analyze all the aspects for the implementation of
the corporate strategy, including :
 Clarifying the strategy and its implications for all levels of the organization;
 Development of performance scorecards with specific KPIs for all functions
of the organization;
 Analyze the implications of the strategy on the Work Culture;
 Analyze the key areas of change for the execution of the strategy;
 Analyze business risk
As a result:
 Solid implementation plan is put in place with clear actions, well-defined
responsibilities and key performance indicators;
 Management is confident that strategy defined is well articulated and that
they can execute it.

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“Mentoring for Strategy Execution”
What are the Steps Taken in a Business Mentoring
Program?
 Understanding of the business context: defining the value and
ROI of the mentoring program
 Assessment: conduct diagnosis to understand business
situation, organization and people issues
 Setting direction: initial contracting session with CEO and/or
management team to define the scope of the mentoring
program at team and individual level
 Implementing a defined plan of action
 Following through with working sessions with the CEO and/or
management team
 Final assessment of value created and/or business impact of
the mentoring program

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Step C: Finalize the Organization Structure
“Mentoring for Strategy Execution”
Implement the New Organization
Different Levels of Intervention
Change Management
Culture Transformation
Leadership Transformation

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“Coaching For Performance”
Our Approach

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Starting Point
What Coaching is not
 Directing, controlling, or manipulating others according to the
coach’s agenda
 Having all the answers and solving problems for others
 Being judgmental or punitive
 Coaching without mutual understanding and agreement
 Counseling or therapy

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Starting Point
What Coaching is
 Creating a trusting and collaborative environment in which personal
development and performance improvement occur
 Having a respectful conversation that focuses on the person being
coached
 A positive style of relating that can be utilized anywhere, anytime
 A means of helping people to achieve extraordinary performance
 A way of being with another individual that promotes reflection, self-
discovery and openness to taking more effective actions

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Starting Point
What a Coach does
 Models integrity and high standards for others
 Establishes collaborative relationships based on trust
 Treats others with respect, always using language that is constructive
 Tells the truth in a way that enables others to hear it and grow as a
result
 Provides objectivity
 Promotes discovery of possibilities, solutions and alternatives
 Supports others to stretch beyond their current capabilities
 Assists others to look honestly at gaps in their attitudes and
behaviors that decease their interpersonal effectiveness

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“Coaching for Performance ”
What are the Steps Taken in a Coaching Intervention?
 Understanding of the business context: defining the value and
ROI of the coaching intervention
 Assessment: use of tools for assessing individuals and/or
teams and/or business situation
 Setting direction: initial contracting session
 Implementing a defined plan of action
 Following through with coaching sessions
 Final assessment of value created and/or business impact of
the coaching intervention

Usual duration:
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6+ months
“Coaching for Performance”
1. Executive Coaching
Executive Coaching is about conducting individual sessions with
leaders (directors, managers) in order to enhance their skills in
specific areas. Objectives of executive coaching are agreed between
the company (sponsor), the coachee (client) and the coach. The
coaching program usually covers the following areas:
 Coaching for change: Supplementing and refocusing leadership skills
and/or facilitating adaptation to a new management environment;
 Coaching for growth: Accelerating the learning curve
for high-potential or recently promoted executive
As a result:
 Fast and visible results in improving skills with clear people and/or
business impact
 Increased confidence of the executive for leadership development

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“Coaching for Performance ”
2. Executive Coaching: A Structured Methodology
1 2 3 4 5
Here and There
Now 1. Priorities and Then
Source Objectives
2. Vision
Purpose Means
3. Simplification
Situation 4. Goal Setting Situation
Needs, 5. Goal Charting Next
Wants
The GAP
FOUNDATION

Usual duration:
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6-12 months
“Coaching for Performance”
2. Team Coaching
Team Coaching is about conducting team sessions with leaders
(directors, managers) and their teams in order to enhance the
effectiveness of teamwork. The team coaching program is agreed with
the team leader and usually covers the following areas:
 Purpose of the team
 Norms of conduct
 Effective behaviors for real teams
 Roles and interdependencies
 Support and development
As a result:
 Direct results on the productivity of the team
 Visible impact on business

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“Coaching for Performance”
Phase 3: The 5 Conditions for Top Team Effectiveness
2. Team Coaching: Methodology
Methodology is based on the research conducted by Dr. Richard
Hackman:
 A clear and challenging purpose & direction
 Translation of strategy and purpose of the team into meaningful interdependent
roles with shared responsibilities, and accountabilities
 An effective team governance (team rules and norms)
 Team processes that improve effectiveness (composition, rules of engagement,
norms)
 People with high right behaviors
 Individual and team behaviors that improve team effectiveness
 Specific processes that support and encourage team work
 Management systems and processes (e.g., decision making, remuneration) that
support team effectiveness
 Development in the working environment
 A Team that learns from experience and continues to improve through monitoring
and self-regulation

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“Coaching for Performance”
2. Team Coaching: Development Process
Individual Support
For
Strategy
Strategic Coaching
Execution Coaching
Interviews Team
the CEO
Members
Team
Effective
Contracting 6 to 12 months action plan Team
Session
For
Team Team Leadership Business
Immediate
Effectiveness Business Coaching Capability Mentoring
Assessment Improvement
Team Support
Each Development Program is tailored based on:
 Business situation of the Company
 Present situation of the Management Team
 Business agenda of the CEO for the next 2-3 years

Usual duration:
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3-6 months
“Coaching for Performance”
3. Career Coaching
Career Coaching is about conducting individual sessions with leaders
(directors, managers) in order to support them in giving an orientation
to their career. This process can come from an individual initiative or
can be organized by the company as part of the career development
plan. It usually includes:
 Review of personal motivations
 Exploring the different career paths
 Select 2-3 preferred target positions
 Build action plan for development
As a result:
 Individual feels motivated and engaged for his future in the organization
 Organization prepares future leaders

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“Coaching for Performance”
3. Career Coaching: Methodology
EXPLORE
We will introduce the Life Star and Work
Star. As we work through the EXPLORE
process, the coachee is asked to note key
learnings in these Star formats. When
complete, the Stars will provide a richly DREAM
coloured snapshot of who they are and what This is a very creative part of the programme when together
they need in order to be happy in their life and we generate a number of possible new career choices. We
work. call it DREAM because the idea here is to be expansive, to
By the end of the EXPLORE phase, the think outside the box, not to be constrained at this stage by
coachee is very clear about what he must traditional notions of what’s possible. In truth, almost anything
have in his career to be satisfied and is possible if it’s right for the coachee.
motivated. The two Stars act as the acid test
for evaluating any career ideas or job
opportunities.
A parallel process is to open an Ideas Bank,
where the coachee can capture any career
possibilities which come up throughout the DISCOVER.
early weeks of the programme, including We will then explore the most attractive ideas in some
ideas that he may have in mind before detail and then finally narrow these down to between
beginning coaching. one and three strong possibilities which will then be
explored in detail in the DISCOVER phase, which is the
final part of the programme.

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TopTeam World
Strategy, Leadership, Team Excellence
Gilles.Gambade@topteamworld.com
+30 2107454603
+30 6944295181