1 Transforming Microsoft’s High Potential Development Experience through CoachingCarol Hedly High Potential Leadership Development Consultant Microsoft Sales Marketing & Services Group Brian Underhill Founder CoachSource

2 Cycle of Leaders Building LeadersLeadership Development in Microsoft ExPo Leaders Building Leaders Cycle of Leaders Building Leaders ExPo is a long term leadership development experience in Microsoft SMSG for high potentials. EXECUTIVE SENIOR MANAGER MANAGER INDIVIDUAL CONTRIBUTOR ExPo allows emerging and experienced leaders to learn from each other through five developmental components that are tied to the five drivers of accelerated development.

3 Levels of Leadership Tier 2 Tier 3 Tier 1ExPo Tiers are the organizing function for offering a differentiated development experience based on needs of specific career stages. The Tier 1 development focus is: Building Leadership Capability in identified priority areas* Building a globally diverse network The Tier 2 development focus is:  Increasing an understanding of the requirement of leadership at Microsoft  Broadening network across the time zone The Tier 3 development focus is:  Building commitment and aspiration to leadership through greater self awareness  Understanding of Microsoft SMSG and non SMSG business Tier 1 Business Leaders(M4) Functional Leaders (M3) Manager of Managers (M2) Tier 2 Manager & Individual Contributors 5&6 Tier 3 Individual Contributors 2-4 * Microsoft Leadership Model

4 Executive Coaching ProgramExPo Leaders Building Leaders

5 Coaching Framework Common Approach On-going dialog MeasurementFeed Forward Coaching versus Advice Giving Standard Tools Coaching Action Plan Microsoft 360 instrument Accountabilities On-going dialog Annual Launch briefings Quarterly Coaches briefing Year-end close out Measurement

6 Objectives of Executive Coaching ProgramSupport development and goal achievement Create a professional and personal development plan Enhance the application of learning Provide support for increased leadership effectiveness in a confidential, trusting environment HIPO COACH COACHING Coach's responsibility is the process. Client’s responsibility is the outcome.

7 Critical Success FactorsElements that enable clients to be successful Clear definition of coaching and how it differs from mentoring Finite time associated with coaching intervention Clearly defined outcomes of coaching Coaching action plan Manager engagement Measurement Elements that enable coaches to be successful Coach selection (credentials, experience, local language) Coach matching Coach briefings (helping them to understand their client) Coaching process (focus on the process not the coach's individual methodology or tools) Coaching forum (provide the opportunity for coaches to learn more about the company and for the company to debrief the coaches for key themes)

8 Coach Participant Matching:Pool: 53 / 13 / 13 Two bios are sent to clients Call to establish fit Client makes selection Coach sends coaching agreement, books sessions & notifies CoachSource Fixed start date Fixed CAP date Coaches get “full” = speeds up process leaders in 6 weeks!

9 Clearly Defined Outcome

10 Finite Time -- Typical Engagement FormatAccountability-based Framework drives hours

11 Manager Engagement Two Meetings with ManagerSession #2 – Manager provides support and agrees with goals Session #6 -- Mid-way through the process to ensure alignment

12 Coaches Engagement 3 Meetings with MicrosoftSession #1 – Kickoff. Discuss process, Microsoft business update Session #2 – Mid-way through year - Coaches provide trends, Microsoft provides business update Session #3 – Year end – discuss trends, opportunities for next year improvement

13 Coaching Forum Objectives Share Coaching Trends Best PracticesLearning & Development 2 days in Redmond Presentations by execs, ld, best practice sharing, further insights into Microsoft culture 70% attendance, minimal expenses covered

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15 Measurement Input from the Manager, the Client and the Coach:Coach survey conducted to identify any broad issues and establish themes, 4.5 hours in Coach Updates conducted quarterly to identify regional themes and trends At the end of the engagement, a short survey of key stakeholders (Managers, Participants and Coaches) conducted

16 Satisfaction Survey 97% satisfaction

17 +1 or higher indicates a positive, identifiable, change in behaviorMini Survey +1 or higher indicates a positive, identifiable, change in behavior

18 Aggregate Reporting Identify Regional trends Measures: UtilizationEfficiency Coach Satisfaction Behavioral changes

19 Q&A