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Yaron Prywes, PhD, Coaching Psychologist at C Global Consulting & Creator of the LeaderNation 360 Degree Multi-Rater Feedback Instrument

#007: Delivering 360 Coaching to Senior Leadership Teams

Join Dr. Krister Lowe and leading organizational coach Dr. Yaron Prywes for this week’s episode of The Team Coaching Zone Podcast.   Dr. Yaron Prywes is a Coaching Psychologist and the Creator of the LeaderNation™ 360 Degree Multi-Rater Feedback Instrument.  In this episode Dr. Prywes shares a combined “hit and miss” story that focuses on coaching a senior leadership team.  The case highlights strategies for engaging team members who exhibit varying degrees of motivation to participate in the coaching process. The story also highlights the importance of proactively and regularly receiving coaching supervision in order to maintain one’s role and focus during team coaching engagements.  Dr. Prywes provides a number of valuable resources and recommendations: The Center for Creative Leadership, The Hudson Institute of Coaching, The LeaderNation 360 Multi-Rater Feedback Instrument, the NBI Thinking Preferences Assessment, The Confidentiality Spectrum, the CCL Situation Behavior Impact model, and more.  For show notes and more information on team coaching go to www.TeamCoachingZone.com.

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Learn more about Yaron at: https://www.linkedin.com/in/yaronprywes



  1. C Global Consulting: cglobal.com
  2. LeaderNation™ 360 Degree Feedback Assessment LeaderNation.com
  3. Center for Creative Leadership: ccl.org
  4. Schein, E. (1998).  Process Consultation Revisited: Building the Helping Relationship.
  5. Yaron Prywes  (2012) Examining the Influence of Goal Attainment Scaling on Changes in Goal Attainment in a Coaching Versus Non-Coaching Context. 
  6. Coach Training: The Hudson Institute of Coaching
  7. Confidentiality Spectrum (See Resource Center Downloads Section)
  8. Wilfred Bion: http://en.wikipedia.org/wiki/Wilfred_Bion
  9. Boyatzis, R. (2006). An overview of intentional change from a complexity perspective. Journal of Management, 25(7), 607-623.
  10. NBI Thinking Preferences Assessment: http://nbicertification.com
  11. CCL SBI Model – Situation Behavior Impact (See Resource Center Downloads Section)
  12. “The Downside of Being a PaceSetter” by Dr. Yaron Prywes (See Resource Center Downloads Section)


Part 1 – Getting to Know the Team Coach: Yaron Prywes, Ph.D.

  • Yaron Prywes, Ph.D., Coaching Psychologist, Partner at C Global Consulting, Creator of the LeaderNation 360 Degree Multi-Rater Feedback Instrument (www.LeaderNation.com)
  • Expert in the science that supports leadership development and organization change
  • Coach faculty member of the Center for Creative Leadership
  • Teaches Intercultural Communications at Columbia University
  • Has led conflict resolution trainings at the United Nations worldwide, award-wining author by the Organization Development Network on an article on the role of history in leading change.
  • Has been the lead author on numerous studies measuring the outcomes of coaching and leadership development initiatives in global corporations and non-governmental organizations.
  • Client List: American Express, Chrysler Motor Group, Cody, DSM, International Rescue Committee, L’Oreal, Sherman and Sterling, Undertone Networks, UNDP, UNICEF, Whirlpool and more.
  • Spends a lot time coaching leaders and working with teams.
  • Pattern life: puts himself in challenging situations in order to grow (both personal and professional)
  • Recently climbed Mt. Rainier, 14,410 feet, 66,000 steps
  • US Amateur Chess player 1600, BaGuaZhang martial artist
  • So much of the coaching work is emotional and it’s helpful to have some physical outlets to stay at the top of his game
  • Coaching background: doctoral dissertation was on coaching and goal attainment; practice of coaching has far exceeded the science of coaching; comparison group study. Did some work with a Hudson Institute of Coaching sample group. Most coaching research studies are case group studies rather than comparison group studies
  • Ethics and integrity around team coaching: not an easy jumping from individual coaching to team coaching; a lot of psychological dynamics
  • Clay Alderfer influence: most of our group dynamics theories are individual lens theories; we try to apply individual theories at the group level and that is problematic.
  • Center for Creative Leadership: well-established leadership development non-profit organization; Yaron pursued coach training through CCL; on the faculty at CCL

Part 2 – Hits and Misses

  • Story of a Miss
    • Current case
    • Yaron was called by the General Counsel, Head of Legal, interested in getting a 360 assessment for a certain leader
    • LeaderNation: Yaron has been an innovator in creating tools that can be helpful for coaches. A customizable leader 360 tool. Do-it-yourself. Cost competitive, interface is clean and easy to use, competency library based on American Psychological Association standards, flexible, clients can add their own competencies in addition to LeaderNation’s library
    • General Counsel: we have a “bully”; one of the senior executives can have some aggressive behavior
    • Prior to being acquired they got away with a lot informal group norms but now that they are getting acquired, the parent company is expecting a higher level of professionalism
    • Yaron decided to go for a team approach rather than an individual approach.
    • Wilfred Bion: individual behavior is not just driven by the individual alone; the CEO and team are not just bystanders but also contribute to the dynamic. They allow this kind of behavior to be normalized.
    • As part of contracting Yaron really tried to get a sense of how the 360 report was going to be used. As a basis for firing people?
    • Confidentiality Spectrum: confidentiality is viewed as a continuum with 6 levels
    • Differentiate what is private and what is public about the 360 report. Can’t use the 360 to ambush any of the clients.
    • Craft an individual development action plan based on the 360 along with the NBI Thinking Preferences Assessment. The action plan looks at both strengths as well as areas for improvement. The action plan is shared with the CEO but the assessment details were confidential.
    • Negotiated the boundaries up front
    • Process Proposed:
      • Step 1 – Executive Orientation for 90 minutes;
      • Step 2 – Rater Training for the raters;
      • Step 3 – Confidential 90 minutes one-to-one coaching session using the CCL SBI Model (Situation Behavior Impact ); Step 4 – Meeting with CEO and coachee on the individual action plan; Step 6 – Group Level NBI results and 360 trends across the executive team
    • Design didn’t hold: CEO was uncomfortable with exercises Yaron facilitated in the orientation session; discomfort with emotional conversations; bottom line preference impacts the context of the group; intervention started to crumble. Orientation session was only 45 minutes instead of 90 minutes
    • CEO then wanted each coachee to do a 15 to 30 minute coaching session to go over NBI and 360 data. Yaron felt this was not reasonable.
    • Bully was actually willing to go deeper and was receptive
    • Yaron had a consult with Krister; Yaron was triggered emotionally by the CEO’s response and not being on board; CEO was experiencing the leadership development effort as “noise.” Checking off the box versus rally being invested in the process.
    • Yaron’s self-esteem was challenged; felt devalued as a coach with the 15 minute coaching request.
    • Ethics and integrity of coaching: need to have accountability and support (e.g., coaching supervision, accountability, group coaching, etc…) when working with teams/systems.
    • Yaron and Krister discussed 3 choices:
      • 1) Self-Coaching: some research suggests that individuals alone read over the 360 results and sometimes change behavior;
      • 2) Rapid Coaching: 30 minutes, identify one strength and one area for improvement;
      • 3) Full 90 Minute Coaching Session: NBI, 360 Feedback, Individual Action Plan.
    • CEO liked giving people choice: CEO and President chose self-coaching but other execs (COO, CFO, etc…) chose full 90 minutes and one CTO chose the rapid coaching.
    • Yaron developed a one pager on the “Business Case of Emotional Intelligence” and name it “The Downside of Being a Pace Setter.” What’s the cost of being uncomfortable with emotions on the business?
    • Boyatzis: Intentional Change Theory informed Yaron’s thinking, change and role of emotions in coaching
    • CFO reports back saying he noticed a change in the group as a result of the 360 and coaching.
    • CEO however sacks the rest of the process.
    • Yaron finishes the one-to-ones. In closing he recommends three options moving forward:
      • Option 1 – Go Solo: do some own vision and strategy to ride out the time through the acquisition
      • Option 2 – Voluntary Coaching: those who want it continue to get one-to-one coaching; reduce some risk but doesn’t address the team dynamic.
      • Option 3 – Team Reset: high risk, high reward. Get the group to do the work (i.e., put the issues out on the table)
    • Role of politics: the tone at the top created a context of politics, cliques, interpersonal conflict, unhealthy group dynamic.
    • Yaron heard back that 3 takers wanted voluntary coaching including the CEO and the President and the Bully.
    • Has been an emotionally stressful for Yaron. Has felt like a miss but some light at the end of the tunnel.
    • Both a hit and a miss. Holding the line and boundaries and lots of negotiation around the structure of the intervention. CEO doesn’t dialogue but just imposes decisions. Yaron had to find creative choices in response in order to salvage the intervention. Feed into his need to exert authority.
    • Lessons Learned:
      • 1) Coaching Supervision – need support; raise the professional standards; for every 30 hours you should have at least one hour of supervision. Every two weeks or so have a one hour coach supervision session. MasterMind Groups/Peer Groups – turn to peers for on-demand coaching
      • 2) Tone at the Top – if the leader isn’t on board it can really moderate the impact of the process and outcomes of the initiative. In hindsight more one-to-one with CEO ahead of time. Not just going with the Head of Counsel. Don’t assume leadership is on board. Slow down to make sure there is alignment
      • 3) Staying in the Game – Yaron under no illusions that this may be more transactional vs. transformational change. Not over yet so could turn around.

Part 3 Parting Advice/ Resources

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