| |NOVEMBER 202419CIOReviewUsing a MMTM approach means choosing tools and assessments with strong scientific rigor and job-relatedness. We suggest using the data in multiple ways, including guided discussion, benchmarking, and goal setting. For organizations starting their executive coaching journey, it is vital to start small, perhaps with only one assessment, while ensuring that any new assessments are valid, defensible, and aligned with the overall coaching & talent strategy.Maintain a Standardized ApproachIn addition to leveraging the right tools, there must be a standardized approach to using those tools. This starts with an engaged workforce who understands the metrics for success and why they are measured against that. PepsiCo maintains a global leadership framework that is embedded in the company culture and values, as well as our metrics. By using this framework in executive coaching, employees are able to use a common language to gain self-awareness of their leadership capabilities. Further, coachees understand that all other leaders are benchmarked against this framework, leading to increased transparency and an understanding of how their individual results ladder up to the broader organization. By using an organizational leadership framework as the north star of assessments, PepsiCo's executive coachees are provided with tangible feedback, guides to effective developmental conversations with their coach, and norm-based comparison information for the executive to see their results in context. This certifies a standardized approach in the sense that providing normative data and multiple assessment touchpoints allows the executive coachees to track their progress and understand from an organization-wide perspective what is critical to success. Maintaining a standardized framework and approach and instilling it within the organization can take time. Being purposeful about the overall talent strategy within the organization is a key first step to establishing a successful coaching program.Drive Long Term EngagementThe last lesson learned from a well-established developmental coaching program is that coaching takes time, but time is not always readily available. Working with top leadership within a global company, it is common that schedules change and priorities shift ­ creating challenges for the continuity of coaching relationships. Getting executives to invest multiple hours in their own development can be a balancing act. Thus, it's imperative to maintain buy-in and engagement throughout the process. One critical part of this process is gaining buy-in from senior leadership and having a key stakeholder sponsor the program. Similarly, when a coachee is nominated for the program, the coachee's manager should play a role in explaining the objectives of the coaching program and the potential performance or career unlocks for the coachee. We have found that involving managers at the outset is one of the strongest drivers of coachee engagement throughout the process. Another way to maintain engagement is to distribute assessments and feedback sessions throughout a coaching engagement. Doing so can create additional accountability opportunities across the coaching relationship and help manage a possible decline in coachee engagement.In summary, executive coaching is a multi-phased approach that warrants careful planning, active engagement, and scientific approaches to identifying strengths and opportunities. Organizations that want to develop executive coaching capabilities will benefit from creating a standardized approach that uses the right tools to assess and develop talent while driving long-term engagement across the enterprise. Brad JayneBeing purposeful about the overall talent strategy within the organization is a key first step to establishing a successful coaching program
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