by Doug Gray | Aug 1, 2015 | change, Coaching, healthcare, Leadership, Managers, talent
Physicians with resilience have:
- Increased career satisfaction
- Higher personal life satisfaction
- Enhanced performance and efficacy
- Engagement with lifelong learning
- Skills that may be modeled and directly transferable to patients (e.g., CBT)
Thankfully, resilience can be taught and developed.
Resiliency can be defined as “the capacity to adapt successfully in the presence of risk and adversity.”
Take this quick self diagnosis for burnout and resiliency:
Take a moment to write down where you think you are on a scale of 1 (low) to 10 (high) on these two measures. Note that burnout and resiliency are directly related and inversely related. Like any coin with two sides…
A self-diagnostic question is “How do you know if you are avoiding burnout behaviors?”
An organizational-diagnostic question is to ask your team if they have noticed you being less compassionate, hopeful and caring lately?
Or if you are daring, ask your team if they have noticed you being more abrupt, judgmental, or impatient lately?
(We are often hired to assess the degree of burnout or resiliency in a practice group.)
My experience is that these bullets are 5 reasons for you to do some work. “Physician heal thyself” is axiomatic. As a species, we need to make more anabolic choices than catabolic choices.
CBT is cognitive behavioral therapy, a psychological process that recognizes choice, personal strengths, and includes reqular behavioral feedback.
I hire a dentist when I need dental work; why wouldn’t you hire a psychologist when you need to develop resilience for your self or your team?
by Doug Gray | Jul 6, 2015 | Business, change, Coaching, Leadership, Managers, strengths, Success, talent, talent assessment
How do you measure learning and development?
The Greeks believed that the “rope of one’s life” was defined by three fates, who spun the thread of life, measured it, and then cut it.
Instead, imagine that your career can be described using a 10’ long piece of rope. If you dropped the rope at your feet it would look like several messy loops. Most of us choose to believe that we have some impact on the “rope of our careers.”
Now imagine that you have a work team of 5 people. If they each had a 10’ long piece of rope and dropped those ropes at your feet, then how would you describe that messy image?
Talent management is a cyclical model frequently described with three loops: attraction, development and retention. Some of those key metrics include efficiency, effectiveness and outcomes. A tremendous resource for talent managers who want to demonstrate accountability, like any CFO or business leader, is at www.centerfortalentreporting.org
The ultimate goal of talent management should be to retain desired employees, not all employees.
There are actually 6 loops in talent management. Think of your process as 6 inter-related loops that include: talent acquisition, learning and development, leadership development, performance, total rewards, and succession planning. Here is a definition of each loop, plus some comments.
- “Learning and development” services support all of the organizational activities aimed at improving the performance of individuals and groups within the organization. The learning and development process includes addressing gaps in skills, knowledge and competencies, and then building the strategic talent capabilities of the organization through a systematic focus on competence required to meet business objectives. Aspects of learning and development may include job profiles, competency mapping, knowledge management, behaviors, skills, ability tracking, learning content, training, coaching and assessments.
Despite the trend toward digital content delivery, adoption of digital content remains below 20% in most industries. Make certain that you are using short, sensational videos, interactive quizzes, and social followers or gamification to promote goals of instructional designers. The bottom line? Be careful if investing in digital solutions and expecting high user adoption rates.
The 70:20:10 model for learning and development is a guideline or frame of reference that is now used to both 1) promote learning and 2) restrict learning. Let us assume that learning results from 70% on-the-job or self-directed learning, 20% from managerial or client feedback, and 10% from courses and reading. Then what does that mean in your organization?
- Do you expect to foster innovation internally, by engaging employees or actively managing their professional development plans?
- Do you restrict that manager who spends more than 20% of her time and energy on that direct report that has high potential, but lacks procedural knowledge of customer delivery?
- Do you invest in external coaching and consulting for your top 20% producers, as a development tool to increase retention some 14 months on average?
We do not need any insight from the Greek fates to measure the impact of learning and development on the “rope of our careers.”
We do need to foster learning communities in order to increase engagement, retain desired employees, and serve our clients and customers.
If you need help measuring the impact of learning and development for individuals or organizations, then contact us today.
by Doug Gray | Jul 4, 2015 | change, Coaching, Leadership, Managers, talent, talent assessment
The 6 Loops in Talent Management Lifecycle
The Greeks maintained that the “rope of one’s life” was defined by three fates, who spun the thread of life, measured it, and then cut it.
Now imagine that your career can be described using a 10’ long piece of rope. If you dropped the rope at your feet it would look like several messy loops. Most of us choose to believe that we have some impact on the “rope of our careers.”
Now further imagine that you have a work team of 5 people. If they each had a 10’ long piece of rope and dropped those ropes at your feet, then how would you describe that messy image?
Talent management is a cyclical model frequently described with three loops: attraction, development and retention. Business leaders glibly talk about the “hire to retire” or “cradle to grave” sequence, although there is little evidence remaining of that model in the U.S. economy. Instead, the process is shortened to a “hire to fire” process. Some of those key metrics include efficiency, effectiveness and outcomes. A tremendous resource for talent managers who want to demonstrate accountability, like any CFO or business leader, is at www.centerfortalentreporting.org
The ultimate goal of talent management should be to retain desired employees, not all employees. (That would be a spurious, and expensive goal. There are plenty of good reasons to fire employees or not invest in them. And there are plenty of measures of accountability.)
There are actually 6 loops in talent management.
Think of your process as 6 inter-related loops that include: talent acquisition, learning and development, leadership development, performance, total rewards, and succession planning. Here is a definition of each, plus some comments.
- “Talent acquisition” is a strategic approach to identifying, attracting, and onboarding talent to efficiently and effectively meet dynamic business needs. Aspects of talent acquisition typically include sourcing, candidate pools, assessment, employer brand, recruiting, selection, diversity planning, critical role identification, onboarding, and talent mobility.
Sadly, 60% of HR expenses focus on talent acquisition, instead of developing and retaining desired employees. Note that the remaining 5 buckets in the talent management lifecycle focus on developing and retaining desired employees.
My question: Why would your business line leaders, CHRO or CFO focus only on talent acquisition?
You may choose to believe in those three Greek fates who define the “rope of your life.”
Contact us today if you want to improve the “rope of your career” with assessments or talent management consulting.
by Doug Gray | Jun 24, 2015 | Business, change, Coaching, Leadership, Managers, money, physicians, Success, talent, talent assessment
There is chaos in the executive coaching and leadership consulting industry.
The top 6 reasons for that chaos include 1) low barrier to entry by anyone who chooses to call himself an “executive coach,” 2) low accountability for the coaching process, 3) unclear business agreements and ROI, 4) proliferation of “certification programs” (often by self-congratulating organizations and/or universities that respond to perceived market opportunities), 5) digital overwhelm of choices at low cost and variable quality, and 6) clients or buying agents in organizations who fear taking action. My opinion is that the chaos in the coaching industry can be reduced.
So here is my effort to reduce the chaos, by providing fee ranges and best practices. Please forward this page to your colleagues.
1. Individual Coaching or Consulting Services. Fees range from $3,000- $50,000 for 6 months. Individual coaching may be defined as a customized leadership development process that enables leaders to practice new skills or behavioral outcomes. Individual consulting may be a more directive style, where we provide expertise based on world-class examples or evidence-based recommendations to accelerate your leadership development. The average executive coaching engagement is $25,000 for 6 months, about 40 hours. The average small business coaching engagement is $6,000 for 6 months, about 18 hours. Typically, an individual coaching process includes an intake, meeting with key stakeholders, written action plan with behavioral outcomes, clear measures of success/ KPIs, quantitative and qualitative assessments, satisfaction survey, and demonstrated behavioral outcomes at completion. Be wary of anyone who offers a term of engagement shorter than 6 months, because behavioral change takes time. Be wary of anyone who provides an hourly rate, because that is a transactional approach and it may be unethical (Do I really need to extend this coaching engagement if we have not met the desired outcomes within 6 months?) Be wary of additional fees for assessments, a sample intake, books, materials, or excessive travel… Only select coaches who provide tremendous value and exceed that promise. Only select coaches who guarantee results for their services. Only select coaches with many testimonials demonstrating clear behavioral outcomes. Still confused? Then call us for details or schedule a complimentary, confidential session here.
2. Team Coaching or Group Coaching. Fees range from $1,000 per person to $4,000 per person for 6 months. There is a trend toward providing coaching services that bundle clients together by team (e.g. the IT department in Houston) or by group (e.g. all district managers or all newly promoted supervisors.) Many coaches bundle these services for one reason– because the coaches then make more money. We all need to make money. However, that is not a compelling reason to bundle valuable services into a commoditized market such as “online team-coaching modules…” We do not recommend these online modules because there is no evidence that the results are significant. There is conflicting data on the significance of team coaching engagements. These programs must be customized for specific organizational needs, they must have executive sponsorship, and they must have milestones for phases of success. Yes, we can provide team coaching programs for any organization. Contact us for details or referrals.
3. Organizational Coaching or Consulting Services. Fees range from $15,000- $100,000 per person for 6 months. Fees vary by role of the leader (c-suite or a HiPo), geography (Asia or North America), and client expectations. There is massive value to any organization if you can be guaranteed access to pre-qualified coaches in New York as well as Mexico City or Paris. We are affiliated with CoachSource, the largest global provider of executive coaches, in over 1,000 in 45+ countries. These service providers can provide breadth for any initiative in any geography, thereby increasing the likelihood of your organizational alignment or new program implementation. If you are interested in a scaled solution for a specific industry or business need, then you need to select an organizational coaching service provider. We have selected and managed hundreds of executive coaches at multiple F500 global organizations since 2005. Contact us for details.
4. Organizational Assessment Services. Fees range from $500- $28,000 per person. Assessments range from an individual validated tool such as the Hogan Suite or DISC (there are over 15,000 validated assessments) to multi-rater, multi modal assessments with high predictive validity. We can provide virtually any individual or organizational assessment. Assessments are essential to leadership development. Just as you would never go to a physician until the nurse provides your vitals, we recommend using validated assessment tools to measure behavioral changes over time. We often provide assessments by themselves for your new hires or a newly promoted leaders. We always include assessments in coaching solutions, as part of the process. Contact me for details or referrals.
Since 1997, we have seen tremendous changes in the business and leadership coaching services industry. As a timely example, minutes ago I received a cold call from a “leader” in the sales coaching software industry. I quickly learned that he knew less about the industry than he should, and I excused myself from the call. You can avoid the chaos.
If you are interested in seeing trend survey reports from the coaching industry, or from our research on the relationship of positive psychology on business leaders and executive coaching, please contact us.
Now you have some pricing numbers and best practices. So what is your next step?
- You have to vet coaches. Call 3-4 of the best. Read their testimonials. Make sure that they are working on their own professional development. I have hired sales coaches at times. And business coaches at other times. The terms were clean. Their value was tremendous. I currently work with 2 of the best coaches in North America. (Perhaps I need more help than most people.) Make sure the consultants that you select focus on value, and guarantee their work.
- Take a small step: Contact us. Or call 704.995.6647. Or schedule your initial consultation here.
There is no reason to be fearful amid the chaos.
by Doug Gray | Jun 22, 2015 | change, Coaching, Leadership, Managers, strengths, talent
Hello friends,
I thought you may want to see some recent trend data for external coaching and internal coaching, by industry and size of company.
Highlights:
- After the recession, companies are investing more than ever in leadership development and key talent, with both external and internal coaching
- 39% of these 140 companies use internal coaches for leaders who are lower in the organization, and over 75% use external coaches for their senior leaders (directors and above)
- The top 3 types of coaching remain 1) development-focused coaching, 2) performance-focused coaching, and 3) 360 debriefs
- Fees invoiced at a standard or fixed rate per engagement, rather than an hourly or variable rate, have increased from 26% in 2012 to 38% in 2014
- Hourly rates for executive coaching range from $600+/hour for CEOs and direct reports to $300/hour for directors and above; naturally, those rates vary by size of the company, industry, and level of the leaders
- The top 3 topics covered in coaching engagements have not changed for many years; they include: 1) executive presence/ influencing skills, 2) relationship management, and 3) leading teams and people development
If you should have any questions, please let me know.
Doug Gray, PCC, CEO/Founder www.action-learning.com
2014_TCB_Executive_Coaching_Survey
by Doug Gray | Jun 14, 2015 | change, Coaching, healthcare, Leadership, Managers, physicians
The core of physician-patient relationships is trust.
But what do you know about your physician’s values regarding end of life decisions, or women’s reproductive choice? What do you know about the treatment and care suggested by your physician, who may be eligible for a $5,000 referral fee or $2,500 volume price incentive?
Leana Wen, MD, is a Rhodes Scholar and author of “When Doctors Don’t Listen.” Her TED talk, called “What your doctor won’t disclose,” has been viewed by over 1.3 million people.
Her story includes role models from her childhood in China, to a campaign called “Who’s my doctor?” designed to encourage doctors to share their values and be more transparent with their patients.
She states, “we need to change the paradigm of medicine from sickness and fear to openness and healing.“
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