Hybrid Coaching

hybrid-coaching-cycle

We have been exposed to and trained in various coaching approaches over the years and use a Hybrid, Integral Approach to Coaching, skillfully blending various approaches such as:

  • Dr. Peter Cairo’s Action Coaching
  • Marshall Goldsmith’s Coaching philosophies
  • Ken Wilber’s “Transcend & Approach” model
  • Dr. Peter Fuda’s Leadership Transformed

Our approach differs from the more “generalised” approach of executive coaching in terms of its actionable outputs during each session, through the use of semi-structured discussions, action learning based activities and developmental tools.

SB&A Integrated 6-Steps Model for Coaching
Step 1 Assessment Based We usually use validated assessment tools to ensure a realistic and accurate foundation for an effective, measurable Coaching Programme
Step 2 SB&A Recommendations SB&A Expert Consultans will provide their observations and suggestions for developmental areas and workarounds
Step 3 Coaching Goal Setting We carefully define Goals with management or the sponsor for the initiative. Goals are based on actual business/ performance or developmental needs
Step 4 Coaching Plan SB&A and the client define a Coaching plan that fully addresses needs and sets clear objectives
Step 5 3 to 6 Months Programme
  • 1 on 1
  • Action-Learning Oriented
  • Minimum of 1 session (90 minutes) per month
  • Developmental activities and interim assignments
Step 6 3-Monthly Evaluation To ensure coaching goals are met, SB&A will arrange a Review Meeting with the Client Sponsor and the coachee
Post-Programme End of Coaching Programme Evaluation SB&A will provide a comprehensive Post-programme Executive Report inclusive of recommendations, further needs for development or risk areas as well as sustainability suggestions
Case Study: Coaching for Board Member Succession Planning

SB&A received a RFP from a globally recognised self-service wholesaler to coach a European Senior Executive (John) who had been sent from their headquarters to work in the Greater China area to develop new concepts.

The situation:

The Greater China CEO felt that John had potential to become a Board Member but his direct boss was unsure of this.  John’s Performance Appraisal had pointed out a distinct lack of people skills and political and cultural sensitivity.

The stated need:

The Board Members felt that they wanted to invest in Performance Development Coaching for John because of his strategic capabilities and critical and analytical thinking strengths.  The brief was to develop his stakeholder relationships, his interpersonal communication style as well as his ability to develop his subordinates with a view to succession planning for his eventual return to headquarters.

SB&A solution and implementation plan:

Following a thorough Business Needs Analysis with the Sponsor of the initiative and key stakeholders, SB&A suggested a Coaching Plan based on our 6-step model.

 As a validated foundation for the coaching Programme, SB&A designed a 360®assessment based on the organisational leadership competencies but culturally tweaked to his Greater China subordinates.

 The following areas were customised and covered during two, two-hour sessions per month over an 18-month period: Stakeholder Influencing Skills, Engaging People and Socialising and Communication Skills, Making Probing Questions less directive, Managing Transitions and Complex Changes, Making written communications less analytical and more audience friendly, Stress Management,  Developing a Global Mindset, Career Planning Conversations and Strategies.  On occasion we used shadow coaching to track progress by attending John’s internal and stakeholder meetings

 At the end of the contracted period, John became Greater China Board Member.  He is currently back at global headquarters and being considered for a seat on the global Board of Directors.