Executive Coaching and Business Strategy

Successful executive coaching requires sophisticated understanding of organizations as well as of individuals. Nowhere is that more apparent than in the intersection of business strategy and the executive coaching that supports it. Senior leaders play a critical role in setting direction, defining strategic positions, and providing focus for the business operations needed for successful execution. Through executive coaching, a leader can be more effective, as an individual, in guiding the execution of the strategy. Furthermore, given the positions these individuals occupy in their organizations, coaching can also affect the formation of strategy.

An essential HR responsibility is to support the business strategy with initiatives, programs, processes, and business partner consulting that may help the organization achieve its business goals. Executive coaching is one area in which HR has the potential to support not only the execution of the strategy but its development as well. Involvement of HR in executive coaching may take a variety of forms that include supporting an ad hoc request for coaching, developing a coaching program as part of a larger HR or executive development strategy, or providing executive coaching directly as an internal coach.

Four Different Coaching Roles

This approach (Witherspoon and White, 1996) defines each coaching role according to its purpose:

• Coaching for skills, which focuses on specific skills required for a current job

• Coaching for performance, which focuses more broadly on a present job

• Coaching for development, which is directed toward learning for a future job

• Coaching for the executive's agenda, which focuses on learning that is related to an executive's agenda in the broadest sense

The last role, coaching for the executive's agenda, is the most directly relevant to strategy. Building on Witherspoon and White's model, in this role, a coach might:

• Be a sounding board for an executive who needs to explore the feasibility of several potential strategy scenarios
• Help test an executive's assumptions regarding marketplace realities and the opportunities they present
• Point out blind spots on the part of the executive that are impeding implementation
• Enhance creativity
• Support the efforts required to pursue a given strategic direction by helping an executive lay out a change strategy that supports the business strategy

The role of coaching for the executive's agenda seems to have the greatest relevance for strategy; however, any of the roles could help focus learning that relates to business strategy. For example, when coaching for skills, an executive may need to address some of the following areas:

• Acquiring more knowledge about the new Internet economy in order to fully understand emerging strategic options
• Honing negotiation skills for new partnerships with customers who simultaneously become partners, suppliers, and competitors
• Further refining expert communication skills with the goal of implementing and providing leadership through major organizational change.

The other two roles, coaching for performance and coaching for development, may also be appropriate for specific situations involving strategy formation or execution.

Ref: Catherine Fitzgerald and Jennifer Berger

Training and HR Technology--Retrain the Brain.

As aging baby boomers look to keep on working, producers of `brain fitness' software—aimed at improving memory and keeping the mind sharp—see an opportunity to pitch their products to employers.

Software tools to keep the brain fit are headed to the workplace.

The products have been making a splash in the consumer market in recent years as older Americans wrestle with memory loss and other cognitive declines. And now vendors of "brain fitness" software are beginning to see employers as another fertile market, especially given the desire of baby boomers to stay in the workforce for years to come.

A host of challenges face this nascent industry. They include doubts about the effectiveness of the software, concerns that exercises in front of a computer will bore people, and the prospect that employees in their 40s, 50s and 60s will feel stigmatized signing up for what could be considered brain rehab.

But advocates are confident the burgeoning field of brain health is far more than a fad, and companies are likely to see significant benefits in areas such as productivity and retention through the use of the new software tools.

Posit Science, a San Francisco-based firm, says several employers are testing its software this year. Posit Science's Brain Fitness Program has been shown to improve the memory of people 60 years or older by 10 years or more, and the company's CEO, Jeff Zimman, expects solid results in corporate trials as well. "This is going to be a hot area," he says.

The Players

The brain fitness arena has its roots in scientific findings during the past two decades that the brain is fundamentally "plastic"—capable of rewiring itself even late in life. That's good news, because experts also note that brain functioning begins to fall off as early as age 25. Among the key researchers in the field is Posit Science founder Michael Merzenich, a neuroscientist at the University of California, San Francisco who was recently featured in a PBS program on brain fitness.

To combat the dulling of the mind and stave off the horrifying effects of dementia, a host of vendors now tout brain training software programs, including Happy Neuron.com, CogniFit, Posit Science and Fit Brains. Video game company Nintendo also is a player with its Brain Age software.

Posit Science expects solid results in corporate testing trials of its software. "This is going to be a hot area." --Jeff Zimman, CEO, Posit Science

The content of these programs varies. Happy Neuron.com, for example, offers games designed to work out five major brain functions: language, attention, memory, visual processing and "executive function," which includes logical reasoning. One of Happy Neuron's language games, "Split Words," asks users to match the parts of words divided into two or more sections, with the help of a general category for the session such as "gardening."

Fit Brains plans this month to introduce games for a range of cognitive functions. By the end of March, it intends to add games as well as other features such as brain fitness metrics.

Brain Age, built for the Nintendo DS mobile game device, runs users through activities such as solving math problems, playing sudoku puzzle games and reading literature aloud.

Posit Science, meanwhile, works to improve memory and train the brain on basic processing skills. In one activity, users are asked to listen to two tones played in rapid succession, then decide whether the second was higher or lower than the first.

Benefit Questioned.

The brain training software industry is new but promising. Brain Age and its sequel Brain Age 2 have together sold more than 14 million copies worldwide since 2005, says George Harrison, who was senior vice president of marketing at Nintendo of America before retiring from the company at the end of 2007. Nintendo's brain games are inspired by the work of Japanese neuroscientist Ryuta Kawashima, and they estimate the "age" of users' brains based on their performance. But the products are pitched primarily as fun, Harrison says. "We haven't done any scientific research to demonstrate any health claims," he says.

On the other end of the spectrum, Posit Science has had its software tested by researchers who have presented findings in scholarly journals and at conferences. In November, the company touted results of a study of 524 healthy adults 65 and older. Half of them completed up to 40 hours of the Posit Science program. The other half followed the advice that older people will benefit from new learning in different subject areas, and completed up to 40 hours of a computer-based educational training program on topics such as the history of Great Britain.

Those in the Posit Science group showed "significantly superior" gains in standardized, clinical measures of memory equal to roughly 10 years, the company said in a statement. The company also said participants in the Posit Science program showed significant gains in how they perceived their memory and cognitive abilities, such as remembering names and phone numbers or where they had left their keys, as well as communication abilities and feelings of self-confidence.

Even so, the degree to which software programs can slow the cognitive decline associated with aging has been questioned. Sandra Aamod, editor of the journal Nature Neuroscience, and Sam Wang, professor of molecular biology and neuroscience at Princeton University, offered a critical view of the products in a November New York Times opinion piece. A better bet, the authors argued, is physical exercise.

"So instead of spending money on computer games or puzzles to improve your brain's health, invest in a gym membership," the authors wrote. "Or just turn off the computer and go for a brisk walk."

Some advocates for computer brain fitness products say software training should be part of a broader range of brain health activities, including walking and swimming.

Paul Nussbaum, a neuropsychologist and chief scientific officer of Fit Brains, suggests a five-part program for brain health, with attention to socializing, physical activity, mental stimulation, nutrition and spirituality.

Targeting the workforce

Until now, companies haven't paid much attention to brain health, Nussbaum says. He notes the way corporate health fairs typically have tables set up for diabetes and bone density. "There's nothing at these health fairs focused on the brain," he says.

Corporate training departments also have ignored sharpening basic employee mental skills such as memory or language processing.

The graying of the workforce may change that. The number of U.S. workers 55 and older is projected to grow by 46.7 percent between 2006 and 2016, according to a December report from the Bureau of Labor Statistics. The rate of expansion in the number of those older workers is nearly 5.5 times the 8.5 percent growth projected for the labor force overall. People 55 and older are expected to make up 23 percent of the workforce in 2016, up from 17 percent in 2006 and 12 percent in 1996.

Staying Late in the Office

Narayana Murthy's views on staying late in the office. It's half past 8 in the office, but the lights are still on... PCs still running, coffee machines still buzzing... and who's at work? Most of them??? Take a closer look...

All or most specimens are ??-something male species of the human race... Look closer... again all or most of them are bachelors... and why are they sitting late? Working hard? No way!!! Any guesses???

Let's ask one of them... Here's what he says.... "What's there 2 do after going home... here we get to surf, AC, phone, food, coffee.. that is why I am working late... importantly no bossssssss!!!!!!!!!!!

This is the scene in most research centers and software companies and other off-shore offices. Bachelors "time-passing" during late hours in the office just bcoz they say they've nothing else to do...

Now what r the consequences... read on... "Working"(for the record only) late hours soon becomes part of the institute or company culture. With bosses more than eager to provide support to those "working" late in the form of taxi vouchers, food vouchers and of course good feedback,(oh, he's a hard worker... goes home only to change..!!).

They aren't helping things too... To hell with bosses who don't understand the difference between "sitting" late and "working" late!!! Very soon, the boss start expecting all employees to put in extra working hours.

So, My dear Bachelors let me tell you, life changes when u get married and start having a family... office is no longer a priority, family is... and that's when the problem starts... becoz u start having commitments at home too. For your boss, the earlier "hardworking" guy suddenly seems to become a "early leaver" even if u leave an hour after regular time... after doing the same amount of work.

People leaving on time after doing their tasks for the day are labeled as work-shirkers... Girls who thankfully always (its changing nowadays... though) leave on time are labeled as "not up to it". All the while, the bachelors pat their own backs and carry on "working" not realizing that they r spoiling the work culture at their own place and never realize that they would have to regret at one point of time.

* So what's the moral of the story?? *

* Very clear, LEAVE ON TIME!!!

* Never put in extra time " *unless really needed *"

* Don't stay back un-necessarily and spoil your company work culture which will in turn cause inconvenience to you and your colleagues.

There are hundred other things to do in the evening.. Learn music... Learn a foreign language... try a sport... TT, cricket......... importantly Get a girl friend or gal friend, take him/her around town... And for heaven's sake net cafe rates have dropped to an all-time low (plus, no fire-walls) and try cooking for a change.

Take a tip from the Smirnoff ad: *"Life's calling, where are you??"*

Please pass on this message to all those colleagues And please do it before leaving time, don't stay back till midnight to forward this!!!

ITS A TYPICAL INDIAN MENTALITY THAT WORKING FOR LONG HOURS MEANS VERY HARD WORKING & 100% COMMITMENT ETC. PEOPLE WHO REGULARLY SIT LATE IN THE OFFICE DONT KNOW TO MANAGE THEIR TIME. SIMPLE !!!

Downsizings and Mergers

Firm’s often use downsizing – reducing, usually dramatically, the number of people the firm employs to better their financial position. Yet many firms discover operating earnings don’t rise after major cuts. Low morale among those remaining may be part of the problem.

From a practical point of view, firms can take steps to reduce the remaining employees’ uncertainty and to boost their morale. A post-downsizing program at Duracell, Inc., (now part of Dow), illustrates what you can do. The program had post-downsizing announcement activities, including a full staff meeting at the facility; immediate follow up in which remaining employees were split into groups with senior managers to express their concerns and have their questions answered; and long term support, for instance by encouraging supervisors to meet with employees frequently and informally to encourage an open door atmosphere. Other companies, such as the Diners Club subsidiary of Citigroup used attitude surveys to help management monitor how post-downsizing effort are progressing.

Regardless of why you’re downsizing, think through the process, both to avoid unnecessary consequences and to ensure the process is fair. Here are some guidelines for implementing a reduction in force.

Identify objectives and constraints: For example, decide how many positions to eliminate at which locations, and what criteria to use to pinpoint the employees to whom you’ll offer voluntary exit incentives.

Form a downsizing team: This management team should prepare a communication strategy for explaining the downsizing; establish hiring and promotion levels; produce a downsizing schedule; and supervise the displaced employees’ benefit programs.

Address legal issues: You’ll want to ensure that others won’t view downsizing as a subterfuge to lay off protected classes of employees. Therefore, review factors such as age, race, and gender before finalizing and communicating any dismissals.

Plan post-implementation actions: Activities such as surveys and explanatory meetings can help maintain morale. Similarly, some suggest a hiring freeze of at least six months after the layoffs have taken effect.

Dress security concerns: As with any large layoffs, it may be wise to have security personnel in place in case there’s a problem from one or two employees and to follow the dismissal checklist discussed earlier.

Downsizings needn’t necessarily suggest the horror stories the press occasionally characterizes them as. Information sharing in terms of providing advanced notice regarding the layoff, and interpersonal sensitivity in terms of the manager’s demeanor during lay-offs can both help cushion the otherwise negative effects.

One lawyer contends that when employees seek out lawyers after layoffs it’s often because they’re unhappy with the layoff was achieved. The people who will actually be announcing the downsizing and dealing with the employees need to be able to explain factually what is happening and what the employees’ rights are, and must limit their comments to what is true.

In terms of dismissal, mergers and acquisitions are usually one-sided. One company essentially acquires the other, and it is often the employees of the latter who find themselves looking for new jobs. In such a situation, the remaining employees in the acquired firm may be hypersensitive to mistreatment of their colleagues. Seeing your former colleagues fired is bad enough for morale. Seeing them fired under conditions that smack of unfairness poisons the relationship. As a rule, therefore:

1. Avoid the appearance of power and domination
2. Avoid win-lose behavior
3. Remain businesslike and professional in all dealings
4. Maintain as positive a feeling about the acquired company as possible
5. Remember that the degree to which your organization treats the acquired group with care and dignity will affect the confidence, productivity, and commitment of those who remain.

ROLE OF TOP MANAGEMENT IN CONTINUOUS IMPROVEMENT

Total Quality coupled with Continuous improvement is a mindset. Identifying problems is half solving the problems which again linked with a mindset. Total Quality management has its seeds in cultural change. Cultural change for Total Quality means creating an atmosphere of improvement free from blame and fear, where individuals can concentrate on applying their minds towards continuous beneficial changes.

Almost every company finds a scapegoat—their own culture, when they begin to lose established markets or their profitability and turnover graphs look down. Cultures cannot be changed with slogans and the good intentions of management. It requires individuals to expose the weakness in their own department and sections at the cost of ridicule, and look upon these weaknesses as problems needing creative solutions. This cannot be the act of a few individuals, but each and every member of management must necessarily go through this process.

A core group of professionals called ‘Facilitators’ belonging to various functional areas of the organization are formed to propel the activity for achieving Total Quality Management. The facilitators take the risks accept the ridicule, and the pressures of traditional organizations, including politicization, as a part of the process of meaningful change. A manual from each department is prepared which is called ‘Process of eliminating losses’ (PEL). This manual reflects the act of courage of individuals to expose their weaknesses and use this as a reference point for improvement and growth. Top management cannot ignore these cases which can amount to a few million dollars for some organizations. PEL gives the basis on which to act and bring beneficial changes. While traditional Accounting system have stood the test of time as instrument of financial control, they have not been able to unearth the costs of not doing the right things right the first time. But the accounting system will continue to play tits role in holding onto the gains, once achieved.

To sustain and add fuel to the process of continuous improvement, management must take policy decisions to reward the Right Behavior. Management must be alert in identifying the wrong behavior and taking necessary action if such behavior is detrimental for total quality management.

Human Resources are the catalyst for Modern Business

Sweeping changes continue to reshape the workplace. Today’s HR professional needs to be more than simply an expert on personnel issues. He/she also needs to be an informed and skilled businessperson since HR professionals must play a key role in helping their organization remain competitive in the marketplace.

HR professionals need to use their sense of commitment, inter-personal skills and training to help make their company a success. The environment of constant change means that they must pay particular attention to cultivating competencies in communications and decision-making skills. They must be able to present the vision of their company clearly. Within this, they must also have a clear and functional perception of the operational management needs. They need to examine and review existing procedures to ensure that improved solutions can be designed and built. They need to emphasize the importance of continuous progress and managing change through goal setting. And finally, they must ensure that the resulting organization is populated and driven by empowered employees.