Group Coaching

Failing to plan is planning to fail

Client industry:
Software/Technology

Employee Size:
2,20,000


Group Coaching Context:

This adage is true irrespective of the size of the organization. In some large organizations, the notion of planning is more prevalent. This was the situation with one of the largest software companies in the world. They knew that all of the guidance that was being proffered was only utilized as a tick-box exercise “to show” pipeline but the plans were barely genuine and sustainable. We were roped in to help fix three issues –

1. Build a genuine Account Plan

2. Make sure that the plan is aligned to the customer’s biggest priorities and aspirations.

3. Build a sustenance plan for the account planning effort.

Group Coaching Conduct:

Through the Group Coaching Exercise, we wanted to achieve three objectives –

1. Showcase the power of high-quality coaching

2. Demonstrate how coaching in an environment of constructive tension, helps everybody achieve more

3. Allow managers who were observers to glean salient aspects of coaching for their subsequent application

The first section of the demonstration of coaching allowed the account teams to think strategically and to come up with tens of millions of dollars of additional pipeline. The managers who were observers also realized, how structuring conversations and interspersing the conduct of the session with powerful questions and frameworks that stretches thinking, helped the group to achieve more authentic outcomes.

The second section on the application of coaching helped the managers to apply their learnings to a different account and to demonstrate their situationally fluency.

Group Coaching Results:

The account teams had multiple realizations:

1. How little they knew about their clients

2. How they assumed they were all aligned

3. How coaching could help a group become a team

4. How coaching can help drive pragmatism into aspiration

5. How they come up with millions of dollars of net new pipeline, given the right environment and structure

From a manager’s viewpoint they realized:

1. How the conduct of a group coaching session is widely different from just observation

2. What good coaching is all about and how group coaching is different from individual coaching

3. How structuring conversations helps teams achieve more

4. How powerful questions can explode possibilities for teams

5. How the power of coaching can transform their performance, when diligently applied

From an organizational perspective they realized:

1. The magic key to scaling performance within the organization

2. How to embed coaching within the culture and DNA of the organization 3. How to maximize ROI on their investments in coaching

BEFORE

One of the largest software organisations lacked a genuine account plan

Their plan wasn’t aligned to the customer’s biggest priorities and aspirations.

No sustenance plan for the account planning effort.

AFTER

They came up with millions of dollars of net new pipeline, given the right environment and structure

They realized structuring conversations helps teams achieve more with customers.

They discovered a sustainable way to scale performance within the organization

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