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Krauthammer Impact Coaching

 

What is coaching?


Ronald Meijers, of the Executive Board of Krauthammer, is a board-level coach.
He says:
“’Coaching’ is awash with terminology.
We define it – and we speak of observable behaviour - as personalized guidance, which usually takes place in a face-to-face meeting.
The objective is to simultaneously boost personal performance and personal growth.
The coachee has a ‘no escape’ and confidential relationship with a guide who diligently confronts, stimulates, irritates and instructs. Change may take us out of our comfort zone – beyond, even - into the ‘panic zone’. So trust is a pre-requisite.
The coach must have absolute integrity and positivity, toughness and compassion. The priority is to build on strengths and create meaningful results.”

Philippe Bazin, a Senior Consultant at Krauthammer and author of ‘Le Petit Manuel d’Auto-Coaching’ adds:
“In the most important steps in our growth process, we can imagine we have no choice, that circumstances dictate our actions.
The coach’s role is to help the coachee to re-acquire his or her sense of responsibility, to show and open up the possible options.
The transformational power of coaching lies in a vital notion intimately linked to our humanity – responsible freedom.”

 

Coaching types and audiences


The Coaching and Mentoring Network in the UK helpfully synthesises common coaching types: business, executive, performance, skills and finally, personal coaching), with clear descriptions.

Krauthammer expresses its practice as follows:

  • Boardroom coaching for top managers and partners;
    senior sparring partners bring strategic and behavioural strengths to the table
  • Top team coaching for a team of top managers/partners
    simultaneously coached as part of a culture change or strategic re-orientation programme
  • Executive coaching for senior managers and professionals
    to raise an individual’s performance
  • Implementation coaching for senior managers/professionals
    training and facilitation as part of a crucial organisational initiative.

 

The 3 phased coaching model


The Krauthammer coaching faculty, part of Krauthammer University, has developed a ‘3 phased coaching model’ setting out the main steps in a coaching approach relative to the maturity of the coachee and his or her needs.
By maturity, we mean ‘competence’, rather than age or hierarchical position - although the two should correlate.
Here we map the maturity levels of coachees, to correctly pitch the coaching process, achieving maximum impact (with minimum frustration and wastage).

 
  I Transactional II Transformational III Autogenic
 
Definition Supervising 
performance		 Facilitating growth Unfreezing 
potential
Goal Help to perform 
a task		 Creating conditions 
for a change		 Learning to 
learn
Focus Acquisition of 
skills		 Development of 
personnal leadership		 Mastery of 
self-coaching
Need Achieve ‘B’ Change from 
‘A’ to ‘B’		 Discover a new 
‘A’ to ‘B’
Expectations Explicit Implicit Dormant
Time scale Short term Mid term Long term

Example
Angela is a senior financial manager whose new role extends to human resources management.
Transactional coaching will help her acquire the skills related to her new specialism.
She has hands-on line management experience, but now manages a remote international team. Here, she needs transformational coaching in some communication skills, (her empathy over the telephone needs development).
Her ability to assimilate and contribute to strategic complexity is high, however. Autogenic coaching – learning how to coach herself to the next level – will liberate her potential.