Every coaching project is unique and fluid, but all one-on-one coaching projects follow a similar process. Below are responses to the most frequently asked questions regarding the L6L process.
Why are there six levels?
While studying the productivity and effectiveness of elite athletes and high performance business professionals, Dr. Long discovered that they fall into one of six levels within a bell curve, with Level One being the least effective performer and Level Six being the strongest. Most people, 68% are in the middle of the bell curve. Level Six Leadership Human Capital Programs provide the skills for people and organizations to move from one level to the next with the ultimate objective of developing Level Six Leaders.
What is the duration of a coaching project?
We ask clients for an initial 4-month commitment. Habits have been formed over a lifetime and throughout a career. A suitable time period is required for leaders to recognize their strengths and weaknesses, followed by employing the coaching process that leverages strengths and improves weaknesses. Our goal is to develop habits that stand up to the daily pressures of executive life that once held our clients back. Coaching projects are often extended and may be established for longer time periods.
What is my role in the coaching relationship as a leader?
L6L research has identified one significant factor that determines success—a growth-oriented attitude. Executives who are willing to learn and develop are successful candidates. Executives who are satisfied and content with their current level of performance and their organizations’ current level of performance are not suitable candidates for coaching projects.
● Work collaboratively with L6L to establish a goal attainment process
● Complete leadership assessments—in-house or by L6L
● Develop a personal action plan that includes desired outcomes, timeframes and measurements
● Complete homework assignments
● Apply strategies in appropriate business situations
● Receive mid-point and end-point progress evaluations
● Review feedback from stakeholders
● Participate actively in the coaching relationship
How often do coaching sessions occur?
Executives can expect to meet 2-3 times per month for about 1-2 hours for each session, depending upon the executive’s learning tendencies. The frequency, duration and type of meeting depend on the executive’s needs and work/travel schedule. Depending on the issues and situations faced, sessions may extend to 3 hours and coaching sessions may occur 1-2 times per week.
What happens during a coaching session?
Initially, a review is provided from the most recent coaching session followed by an examination of what has happened since the last meeting. Usually, a progression is followed unless another issue surfaces that requires immediate attention. The executive directs the process and the coach flows among the teacher-coach-counselor-consultant roles.
What are some typical issues that are addressed?
As mentioned before, each coaching relationship is unique and each executive holds a different set of strengths and weaknesses, but L6L research has identified issues that many executives share.
● Communication
● Decision making & judgment
● Managing change
● Use of power & authority
● Working through others
● Establishing & meeting high performance standards
● Emotional self-awareness
● Impulse control
● Executive presence
Where do the coaching sessions take place?
Most coaching sessions are face-to-face but due to today’s fast paced business world, L6L employs distance learning technologies (DLT). Depending upon the organization’s capabilities, DLT’s range from phone to video-conferencing to educational videos.
What about group and organization coaching?
Traditional classroom learning is applied when working with groups. One-on-one coaching may be used in conjunction with group learning. Again, DLT’s may be used to reduce costs and facilitate development.
How is success measured?
A number of factors are taken into account. Above all, we examine performance improvement and the influences that help enhance productivity. Feedback from colleagues, superiors and subordinates are also strongly considered. Finally, we examine the progress in executive skill development. Success has been achieved when significant progress is realized where it positively affects the bottom line—performance.
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