Trust the Process

This week I had the opportunity to facilitate the first of two planning sessions for a client. Diverse individuals came together to discuss where they were going as an organization. The conversation was rich and resulted in a clear direction. Guided by their values, vision and mission, it was amazing to observe the process.

One of the things I have learned in my over 20 years of coaching and consulting, is to trust the process. This intention will make the difference between a successful and unsuccessful outcome(s). The following suggestions will also help:

1. Set an intention to trust the process.

2. See yourself in partnership with the client. The process is a collaboration.

3. Establish operating principles for the group process. I utilize four adapted from the book The Fourfold Way by Angeles Arrien. They are show up, speak the truth, listen to what has heart and meaning and be open to outcome.

4. Determine what pre-work, if any needs, to be completed prior to the session. This optimizes the time spent with the group.

5. Complete each session with a temperature check (how do you feel about the process) and one take-away.

6. As the facilitator, keep the ego and any personal agendas out of the process.

Trust the process may be a cliche. However when it comes to working with groups, it is critical to a successful outcome. How well do you trust the process in your organization?

The Value of 360 Feedback

Assessment is a critical piece to beginning an executive coaching assignment. One form of assessment is a 360 feedback instrument that gathers data from boss, peers, direct reports and self. The data is compiled into a report and presented to the individual being coached. I have been using a 360 feedback tool for over 15 years.

There has been much written about the value of this instrument. I believe this tool provides great value if positioned well. It is instrumental in helping the executive grow and develop as a leader. Let me offer some suggestions when utilizing this tool:

1. Clearly explain the purpose of the 360 feedback tool.
2. Educate the appropriate parties on the benefit of the instrument.
3. Stress the importance of the feedback for continued growth and development.
4. Provide a sample report.
5. Provide a sample letter that can be sent to all respondents explaining the purpose and the value to the individual.
6. Stress the confidentiality of individual responses (with the exception of boss).
7. Allow a minimum of 60 minutes (usually 90) to review the results with the coachee.
8. Ask open-ended questions to allow her/him to interpret the results.
9. Provide additional feedback, when necessary.
10. Use the information to determine additional goals to be addressed through the coaching process.

As for sharing the results with the coachee's supervisor, I believe it is really the responsibility of the individual, not the coach, to provide the information. However, the coach may be present to support the individual in sharing the results.

At times, we all need feedback. The 360 feedback instrument is one way to provide that feedback, particularly in a coaching situation.

How has a 360 feedback tool been utilized in your organization?