Just about anything can be measured. However, some things can be measured (quantified) more easily than others. For example, we can easily quantify the number of cans of soda in a case of soda. On the other hand it’s more difficult to quantify the effectiveness of a leadership development or coaching intervention because these would require qualitative measurements of behavioral outcomes.
In both examples some degree of measurement can be made through visual observation. In the soda example, a quantitative measurement can be made by a physical count. In the effectiveness of a leadership development or coaching intervention examples a qualitative measurement can be made by observing whether an individual’s post intervention behavior has changed in a desirable way or not.
However, the measurement of the effectiveness or benefits of a leadership or coaching intervention could be quantified if expected behavioral outcomes are tied to the achievement of a measurable organization goal, e.g., a growth in leadership skills and/or behavioral change that leads his or her team to meet or exceed its sales growth or merger integration goal.
The challenge in measuring a qualitative change resulting from an intervention is in isolating the benefit(s) or value attributed to the intervention rather than to coincidental environmental factor(s) like a change in the economy creating a more favorable sales environment or more favorable capital markets, i.e., making more money available to finance mergers and acquisitions.
Therefore when valuing the benefits of a leadership development or coaching intervention that is tied to the achievement of a measurable organization goal I recommend:
- Using two multi-rater assessments, i.e., at the beginning to establish a baseline, then at the end to assess the amount of change attributable to the intervention.
- Comparing the the dollar cost of the intervention and the dollar value of the actual results achieved against the dollar value of the organization goal to which the the intervention is tied.
In the absence of a measurable organization goal to which to tie the intervention I recommend:
- Using two multi-rater assessments.
- Subjectively assessing whether the benefits realized from the behavior change measured by the multi-rater assessments justified the dollar cost of the intervention.
Bob Corbett
In an ideal world the demographics of senior leadership should parallel the demographics of an organization’s customers. The thinking here is that diverse senior leaders are more likely to make product and/or service decisions that are in the best interests of their diverse customer base. Today, while some progress has been made, the demographics of senior leadership and customer demographics are not yet in synch.
To effectively transition a high performing, high potential person of color into a senior leadership role a sponsoring executive should:
- Utilize a customized Senior Management On Boarding Process to help the individual make a smooth entry and successful launch as a new valued member of the senior leadership team.
- Ensure the individual has a clear understanding of senior leadership team goals and respective accountabilities.
- Take a vested interest in the individual’s successful transition and alignment with new colleagues and commitment to team goals.
- Provide a clear understanding of preferred decision making processes and the organization’s political landscape.
The Corbett Group provides comprehensive strengths and needs assessments along with development coaching to leverage the strengths of high potential leaders of color preparing them for senior leadership roles. Additionally, we work with leaders and their teams to improve team alignment around goals, plans, actions and metrics and gain ownership and commitment by team members for their accomplishment.
Bob Corbett
Generally, leaders are viewed as successful when they consistently meet or exceed agreed upon organization goals. A valued leader in an organization is one who is both successful and an influencer in the organization.
Influencers contribute significantly to the resolution of organization issues by facilitating the airing of key perspectives, raising critical considerations, providing key insights, and facilitating the move to closure with actions.
Valued, influential leaders in organizations:
- have Credibility: are knowledgeable, have a proven track record, operate with integrity, and do what they say.
- offer Reciprocity: return the favor by working hard to help peers resolve their organization challenges.
- are a Resource: are seen as go to people by top management and peers.
- Communicate well: communications are clear and thoughtful.
- are Aligned with the organization and the leadership team: are committed to the organization’s goals and to the leadership team’s action plans to achieve those goals.
Leadership/executive coaching can help leaders assess their strengths in these areas and identify opportunities to develop and leverage them. This allows leaders to expand their value and influence.
Bob Corbett
Coaching can help leaders learn and develop. Self management is the energy and commitment needed to accomplish a leader’s learning and development goals.
Continuous learning is:
- a journey rather than a destination - when you think you know it all, you become obsolete.
- a continuous journey from incompetence to sustained competence.
Coaching is the process to:
- identify behavioral tendencies and personal blind spots.
- hold the coachee accountable.
Self management is managing yourself by:
- developing and owning your personal goals.
- committing to their achievement.
- exercising the discipline to accomplish them.
- ensuring alignment between your goals and actions.
Development is:
- aggregating your learnings.
- creating and growing a portfolio of relevant learnings.
- drawing from those relevant learnings.
Leadership coaching and self management facilitate and enable learning and development by supporting leaders’ efforts to realize their goals and dreams.
Bob Corbett
Leaders and their teams can accomplish more together than they can individually. When leaders and teams are aligned they’re on the same page and have:
- Shared Vision of the future (i.e., where are we headed?)
- Shared Expectations of what’s to be accomplished and who’s accountable
- Shared Collective Commitment (i.e., collective commitment to work collaboratively) to achieve desired results
- Shared Plan of Action (i.e., what, how, who and when) to drive for desired results
- Sufficient Resources to achieve results (e.g., people, technology, budget)
- Shared Recognition for desired results achieved (i.e., appropriately rewarding key contributions to success)
To facilitate alignment leaders must do the following key things well to support their teams:
- Coach and mentor team members.
- Encourage healthy debate.
- Confirm commitment to team goals.
Leadership and team coaching and mentoring are critical to sustained team alignment and success. Coaching and mentoring help leaders and teams appreciate their strengths and identify opportunities to leverage them further. Additionally, coaching and mentoring help leaders and teams develop an awareness of and corrective actions for blind spots, i.e., subconscious flawed behaviors and tendencies, that can get in the way of success.
Bob Corbett
