The Executive Career Coach Training Program Module 2: Coaching Executive Career Transition

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The Executive Career CoachTraining
ProgramModule 2 Coaching Executive Career
Transition

• Instructors Marcia Bench, MCCC
• Christiane Rivard

2
Review of Last Weeks Session

• How can we counter the very real dangers of
  executive coaching with prospective clients?
• What are the three typical types of executive
  coaching engagements?
• What are the most common boundary issues the
  coach is confronted with, when working with an
  executive whose organization is paying for the
  services of an executive coach?

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Learning Objectives

• Gain a working knowledge of the Authentic
  Vocation Model of Career Design
• Uncover the special challenges of working with
  executives in career transition
• Understand Motivation and how it applies to
  executives in transition
• Become familiar with the CECC course project

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Course Project

• Option 1 Interview a senior executive in a
  company in your city or of which you are
  otherwise aware and ask them a series of
  questions about the course content
• Yyou must talk with the executive for at least 20
  minutes, and then summarize the results of your
  discussion in a paper no more than 5 pages in
  length

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Course Project Continued

• Option 2 If there is a course topic among the
  12 listed about which you have particular
  interest, you may do additional research on that
  topic through interviews, web search, or
  library/journal research and prepare a paper no
  more than 5 pages in length on that topic.
• Your project is due by the end of the 11th week
  of class and must be emailed to your instructors.

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Introduction to Authentic Vocation Model

• Life purpose What is the purpose or mission of
  your life that must be expressed through your
  work?
• Values What values must be expressed in your
  work for optimal satisfaction?
• Motivators and interests What motivates you to
  do your best and what areas are of interest to
  you?
• Knowledge, Skills and Abilities What skills do
  you have that you want to continue using?

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Introduction to Authentic Vocation Model cont

• 5. Work and Other Experience What experience can
  you leverage in your next position?
• 6. Desired Job/Career What job titles and/or
  industries would suit your goals?
• 7. Environment What location, culture, and other
  factors would be critical in your work
  environment?
• 8. Business Reality Is your target financially
  viable? Can you make a living at it? If not,
  what needs to be adjusted so you can?

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Life Purpose
Authentic Vocation Model of Career Design
Values
B U S I N E S S R E A L I T Y
Motivators and Interests
Authentic Vocation
Knowledge, Skills and Abilities
Work Other Experience
Job/Career Targets
Desired Work Environment
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The Nature of Change is Changing
Old Zero model of change (1900-1975)
New Zero model of change (1975-present)
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A Few Facts About Change

• 80 of workers dont enjoy their jobs
• U.S. workers are working a full month longer than
  they were in 1969 (and women a full 287 hours
  more!)
• 70 of workers making 30,000 or more would give
  up 1 day per week of pay for more free time
• US workers are second only to Japan in number of
  hours worked per year

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What is a transition?

• What do you think of when you hear the word
  transition?
• What factors can contribute to executive career
  transition?
• Transition is a shift from one
  situation or state of being to another,
  whether gradual or abrupt Definition (from
  Thriving in Transition by Marcia Bench
  fka Perkins- Reed, Simon Schuster)

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Executives in Career Transition

• Is the executive client shaped by the
  character of his or her workplace, or is the
  organization shaped by the character of the
  executive?
• What do you think?
• What other factors can
• contribute to executive
• career transition?

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The Dynamic Model of Transition Continued

• 1. Discontentment a sense of dissatisfaction
  with the cur5rent state of affairs (e.g. job not
  as enjoyable as it once was)
• 2. Crisis/Decision abrupt transitions may
  begin with a crisis, a sudden event that forces
  one into transition (e.g., a layoff without
  notice) gradual transitions start with
  discontentment and move to a decision to change
  an unwillingness to allow things to continue the
  way they were
• 3. Sorting Out a period of confusion, as
  though we have lost our bearings, in which we
  reflect on our values, purpose and choices, try
  on new possibilities, and experience a
  roller-coaster of emotions

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The Dynamic Model of Transition Continued

• 4. Vision a mental picture of the next steps
  (e.g., the job we want to pursue or the kind of
  work we want to do)
• 5. Action we begin our job search in earnest
  prepare a resume, surf the online job boards, set
  up networking meetings, and the like. And
  ultimately we begin our new job. But we dont
  stop there!
• 6. Evaluation periodic questioning, as
  objectively as we can, as to whether our work (or
  other situation to which we have transitioned) is
  still serving us and allowing us to optimize our
  potential, or whether we need to refine it a bit
  (or a lot!)

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The Dynamic Model of Transition Continued

• Please discuss the relevance of using the
  QuantumShift! Coaching model when working through
  the change process with a client.
• How could you use the Authentic Vocation model of
  coaching to help a client move from the Crisis
  phase through Sorting Out to the Vision, Action
  and Evaluation phases of the process?

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Motivation

• Why is understanding a clients motivation so
  important?

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Maslow's Hierarchy of Needs

• Maslow suggested that as each level of need is
  substantially satisfied, the next need becomes
  dominant
• You need to address the needs at or above the
  level of satisfaction

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Maslow's Hierarchy of Needs Continued
Self-Actualization Needs
Self-Esteem Needs
Love / Social Needs
Safety Needs
Physical Needs
Self-Esteem Needs
Self-Actualization Needs
Love / Social Needs
Safety Needs
Physical Needs

• Food/thirst
• Health
• Exercise/rest
• Sex
• Shelter

• Security
• Protection
• Comfort
• Peace
• Order

• Acceptance
• Belonging
• Love/
• affection
• Participation

• Recognition/
• prestige
• Leadership
• Achievement
• Competence
• Strength/
• intelligence

• Fulfillment of
• potential
• Challenge
• Curiosity
• Creativity
• Ascetic
• appreciation

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Hertzbergs Motivation - Hygiene Theory

• Hertzberg's two-factor theory offers that we have
  basic needs (hygiene needs) which, when not met,
  cause us to be dissatisfied.
• These hygiene factors are derived from the work
  and the environment around the work
• There is a separate set of needs which, when
  resolved, do make us satisfied. These are called
  motivators.

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Hertzbergs Motivation - Hygiene Theory Continued

Satisfaction is Intrinsic Achievement Recognitio
n Responsibility Address motivating factors
to build satisfaction
Dissatisfaction is Extrinsic Work and the work
environment (policies, procedures,
etc.) Addressing extrinsic factors does not
create more satisfaction
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McClelland - Intrinsic Motivation Theory

• McClelland theorized that intrinsic motivation is
  when an individual is motivated by internal
  factors, as opposed to the external drivers of
  extrinsic motivation.
• Intrinsic motivation drives an individual to do
  things just for the fun of it, or because he
  believes it is a good or right thing to do.

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McClelland - Intrinsic Motivation Theory
Continued

• Need for achievement the drive to excel, to
  achieve in relation to a set of standards, to
  strive to succeed.
• Need for power (influence) the need to make
  others behave in a way that they would not have
  behaved otherwise.
• Need for affiliation the desire for friendly and
  close interpersonal relationships.

Achievement
Power
Affiliation
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Executive Motive Profile
H M L
Ach Aff Pwr