Article: A coaching style of leadership: Prakash Bhide

Learning & Development

A coaching style of leadership: Prakash Bhide

Directors, business heads and top management trust that executive coaching is effective and aim to move towards a 'coaching style' of leadership over next five years
 

Executive coaching focused on improving ‘two high impact behaviors' leading to improved leadership effectiveness and business results

 

In 2004, the family directors agreed for ’executive mentoring‘ by a renowned external mentor. In 2005, 60 business heads and VPs attended a 2 day workshop by R. R. Nair, renowned executive coach from Bangalore, on improving coaching and mentoring skills. By 2007, we had invested heavily in improving leadership competencies as well as knowledge and technical skills. The next logical step was to improve the leadership style. In January 2008, we partnered with Hewitt (now AON Hewitt) to conduct a 360 degree web-based leadership impact survey using ‘Human Synergistics Australia’ for 59 top leaders, including family directors, business leaders and VPs. This was followed by 30 business heads and VPs voluntarily participating in the ‘One Year Executive Coaching‘ by Hewitt coaches using the ‘Marshall Goldsmith Methodology’ to improve leadership behaviors. Executive coaching focused on improving ‘two high impact behaviors‘ for improved leadership effectiveness and business results. Besides the one-to-one coaching by Hewitt each month, coachees selected 5 to 6 stakeholders (boss, peers & subordinates) to give them ’feed forward‘ suggestions and feedback on their two high impact behaviors. We realized that there is no ‘one way’ for behavioral change in people. Therefore linking high impact behaviors to leaders’ own legacy statement for 2015, quarterly 360 degree dip-stick surveys on improvement on specific behaviors, writing daily personal journal by each coachee, bi-monthly group sharing of experiences on improvement by coachees and quarterly review by director in-charge, corporate HR and the coach, were some of the unique features of the executive coaching intervention. More than 80 percent coachees have shown significant improvement on the two high impact behaviors. In 2009-2010, a combination of internal and external coaches coached the next batch of 24 business heads & VPs. The year 2010-2011 saw completion of executive coaching for 20 high potential VPs and GMs, and have initiated the same for the next batch of 20 high potential VPs and GMs. Through ’Mentoring & Coaching – Krishna Arjuna Initiative‘, 600 Arjunas (high performers) are being mentored and coached by 400 Krishnas (bosses) for developing leadership competencies. In July 2011, we initiated LIFE (Leadership Development Initiative through Fire of Experience) based on McCall’s work and Center for Creative Leadership book on “Developing Tomorrow’s Leaders Today (2010)” for coaching 20 high potential leaders.

This shows the trust of directors, business heads and top management that executive coaching is effective and we aim to move towards a ’coaching style‘ of leadership over next five years.
 

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Topics: Learning & Development, Leadership, C-Suite, #HRIndustry

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