Executive Coaching Philosophy and Mission
Workplace Warrior®, Inc. provides executive coaching for senior executives who have an uncommon desire for results, who take charge, lead their teams and accomplish the mission. We believe they possess the "warrior spirit" that is critical for success in our volatile, complex environment. Sometimes, they are perceived as abrasive and occasionally called names like bully. Our goal is to help them be completely authentic and fulfill their mission while they drive results without damaging relationships®.
Most of these executives do not want to hurt people. Many times, they come from a national, ethnic or family culture that is more direct than that of the people who perceive them as abrasive. And, their drive for success may be perceived as disrespectful to people with different values and personality styles. We respect their warrior spirit” and challenge them to adopt the commitments in the Ethos of the Navy SEALs. These include accomplishing the mission and never being out of the fight. They also include leading by example, and placing the welfare and security of others before their own.
Workplace Warrior®, Inc. master level executive coaches have demonstrated success with the top leaders in companies and organizations. Master level executive coaches help leaders align their personal goals those of their company or organization. They utilize a combination of coaching, consulting, and mentoring. We support the definition of Master Corporate Executive Coach of The Association of Corporate Executive Coaches (www.acec-association.org) as an “Enterprise-Wide Business Partner©” ACEC is a private international membership-based association for mastery level Corporate Executive Coaches who coach the top tier of 90% of organizations listed as F1000 companies.
Sample Statement of Work
Good fit interview(s) (complimentary)
Determine whether coach expertise, approach and personal style is a good match with organization and executive who will be coached (participant).
Private meeting with Superior and HR if appropriate
Understand organization’s goals for coaching
Clarify what has been/will be said to the participant.
Agreement on confidentiality conditions, approach, roles and evaluation of success.
Meeting: Executive, Superior and, if appropriate, HR
Coach and participant are clear on the organization’s goals for coaching, approach, roles and evaluation of success
Agreement on confidentiality conditions.
Continue to build trust and safety
Further clarify initial goals
Administer and analyze personality, leadership style and 360 assessments, if appropriate
Coach conducts stakeholder interviews (if appropriate, coach may “shadow” particpant in their day to day activities)
Coach receives direct, confidential input from key stakeholders on participant's strengths and challenges as well as perceptions/expectations for future performance
Coach presents comments and trends to participant formatted to protect anonymity.
Participant begins the process of more fully understanding the perceptions and expectations of key stakeholders.
Assessment, Goals, Plan
Assess client strengths, challenges, opportunities, threats
Select goals consistent with particpant's core values and career plan and organization’s expectations.
Write a development plan
Meeting: Coach, Superior, Executive and, if appropriate, HR (Usually at 2 - 3 months)
Reach final agreement on goals and measures of success
Adjust program as necessary
Participant conducts (Marshall Goldsmith type) Feedforward” interviews with key stakeholders
Participant obtains input (internal market research) about their goal and the behaviors stakeholders want to see for “improved” rating
Participant demonstrates courage, humility, respect and commitment to results
Implicit negotiation with stakeholders regarding requirements improvement
Participant models asking for input to develop a team coaching culture
Ongoing coaching (3 months to 1 year)
Finalize development goals and implementation plan
Maintain participant focus, accountability, emotional intelligence, self-management and interpersonal skills
Provide business, leadership and organization development models processes and skills as necessary
Coach solicits input on progress through meetings with Superior and stakeholders (Typically quarterly)
Obtain ongoing stakeholder perceptions
Maintain participant focus and accountability
Surface value-chain, business process, and other relevant issues
ID/support management or production system or culture change opportunities, if applicable
Superior, particpant, coach and, if appropriate, HR and other stakeholders review progress toward goals.
Identify next steps
Decision to complete or continue coaching
Executive Coaching Qualifications
Jordan Goldrich, Founder/CEO has an international network of executive coaches who have been trained in his model and are available for in-person, video conference or telephone. All are Master Corporate Executive Coaches and/or have experience with The Center for Creative Leadership or the Boss Whispering Institute.
Jordan has earned the designation of Master Corporate Executive Coach (MCEC) from the Association of Corporate Executive Coaches (ACEC). He is on the ACEC executive advisory committee. He is a Professional Certified Coach with the International Coach Federation (https://coachfederation.org/icf-credential/pcc-paths).
Jordan has been a senior executive coach with the Center For Creative Leadership (CCL). In that role he participates as an evaluator of applicants to become an executive coach with the Center. He has coached hundreds of executives from the Center’s clients such as Ford, Fisher Investments, Southern California Edison, Cenovus, Valspar, ViaSat, Sodexo, the Federal Government and the United States Military.
He completed the “Executive Challenge Program—Global Strategic Leadership” at San Diego State University, College of Extended Studies. He received his professional coach training at The Coaches Training Institute, San Rafael, California. Goldrich is a member of the Boss Whispering Institute https://www.bosswhispering.com/
As Chief Operations Officer of a healthcare company, he was instrumental in creating an 800% increase in revenue over seven years, attaining a California Knox-Keene license and executing an acquisition by WellPoint Health Networks a Fortune 500 Company, now Anthem. He created a customer driven culture and utilized cross-functional team problem solving methods rooted in what is now known as Lean and Six Sigma or the Toyota Method.
Jordan Goldrich is certified in the following assessments:
• Center for Creative Leadership suite of (360) assessment tools
• California Personality Inventory (CPI 260)
• DiSC Profile
• Hogan Personality Inventory
• Influence Styles Indicator
• Meyers-Briggs (MBTI Step II)
• FIRO-B/FIRO Business
• Workplace Big 5
Speaking, Consulting & Training
Jordan Goldrich has delivered hundreds of speeches, talks, and training programs for corporations, closely held companies, and government, non-profit and academic organizations. His podcast "Workplace Warrior®: People Skills For The No-BS Executive is hosted on ITunes, . . . (Will fill in) You can view his interview on KTLA TV at ________.
Jordan designed and coordinated the Certificate Program in “Coaching for Organizational Excellence” for San Diego State University. The program consisted of six, twenty-eight-hour courses which were approved for Continuing Education Credits for California licensed therapists and by the International Coach Federation. He designed and has facilitated the Leadership Academy of the San Diego Community College District which has been delivered successfully for over eight years.
Speaking, Consulting & Training Topics
Workplace Warrior: A unique perspective on abrasiveness and bullying
Most people who write and speak about executives who are labelled abrasive or bullies call them use names like jerk, hyena, or more colorful terms. Calling people demeaning names because you want them to be more respectful is ironic if not hypocritical. More importantly, calling them names obscures that they have a warrior spirit which is critical in our volatile, uncertain and rapidly changing environment. And, calling them names is not a compassionate or effective approach to working with them.
Learning objectives include how to:
- Establish trust and respect
- Leverage their warrior spirit
- Challenge them to be better warriors than they already are
- Manage the risk they represent
- Increase the probability of keeping valuable executives on the team
How To Speak Powerfully Without Damaging Relationships
Speaking powerfully without damaging relationships is a methodology
for telling the truth while minimizing the probability that people will react negatively enough to create long-term damage. The ability to give negative feedback a critical factor for leadership success. This model is clear and direct without stepping over the line to abrasiveness or bullying.
Learning objectives include how to:
- Manage frustration, anger, conflict avoidance or concern about being too harsh
- Frame the conversation
- Clearly describe the person’s behavior and impact
- Provide an opportunity for input
- Close the conversation
How To Coach Executives Identified As Abrasive Or Bullies
Human Resources personnel, executive coaches and business consultants and trainers will hear a unique perspective for establishing trust and credibility with executives identified as abrasive or bullies. These executives provoke strong reactions and most of the literature calls them demeaning names like jerk, narcissist and more colorful terms. They are a challenge for many executive coaches. Using the ethos of the Navy SEALs, Jordan Goldrich, MCEC, discusses how to leverage what he views as their Warrior Spirit and challenge them to take their leadership to a higher level.
- How to establish trust and credibility with these executives
- Describe the characteristics of a warrior applicable to people of all backgrounds and genders
- Identify the drivers of behavior that is identified as abrasive or bullying
- Review an effective structure for coaching these executives
How To Be 100% Successful In Conversations About Serious Performance Issues
Most managers spend more time with problem employees than with their top performers. This decreases their ability to create team alignment and commitment.
Disciplinary conversations are often avoided so as not to discourage or overwhelm someone or add on to the load of someone with significant personal problems. The result for the employee is that they are not warned that they are heading towards a cliff with enough time to change course. At the core- most managers think of themselves as good, compassionate people and are uncomfortable with a conversation they think might be unduly harsh and critical.
- Understand the line between normal and serious performance conversations and coaching
- Choose the right goal: How to be 100% successful
- How to avoid the managers’ trap
- How to frame the conversation
- How to compassionately provide contingency feedback
How To Enjoy, Thrive Or At Least Survive An Abrasive Boss
This program is for people who are spoken to and managed in a way that a reasonable person would agree is disrespectful, demeaning, threatening, humiliating and intimidating? It is also for the people who support them. Jordan Goldrich was experienced as an overly direct and tactless executive and made the commitment to change. This program provides tips for how you can enjoy, thrive or, at least survive working with and for people who are called abrasive or bullies. Learning objectives include how to:
- Think of yourself as a target rather than a victim
- Not take it personally
- Appreciate their warrior spirit
- Stand on solid emotional ground
- Cultivate compassion for people you don’t think deserve it
Productive Conflict Management
Well-managed conflict leads to creativity, innovation and positive business results. Poorly managed conflict costs the organization in terms of money, quality, customer satisfaction, and employee retention.
Learning Objectives Include how to:
- Define and describe the causes of workplace conflict
- Identify and implement five techniques for managing strong emotions
- Utilize an internal customer-service approach to gaining buy-in and cooperation
- Be 100% successful in conversations about serious performance issues (The primary conflict in the workplace)
Speaking & Training Success
Commonly used names for results driven executives 1:23
Leadership during turbulent times at Oracle 1:50
Compassion for people you don’t think deserve it 1:19
Questions and Answers 14:17
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