Advancing Executive Coaching E-Book

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Serie: J-B SIOP Professional Practice Series
• Sprache: Englisch

Seitenzahl: 772

Veröffentlichungsjahr: 2010

Beschreibung

Praise for Advancing Executive Coaching "Rich in content, this book is an impressive and varied reviewof the field of coaching from a notable assembly of authors. It isthought provoking yet practical, and represents an importantcontribution to a fast-moving field. A must read for anyoneinterested in executive coaching and all organizations that want toimplement coaching " --Marshall Goldsmith, executive coach and author of theNew York Times best-sellers, MOJO and What Got YouHere Won't Get You There "This excellent book on executive coaching takes the reader onan exciting journey of discovery and explores the link betweenpractice and research. A great resource for HR professionals andcoaches." --Professor Stephen Palmer, Ph.D., director of theCoaching Psychology Unit, City University, London, UnitedKingdom "If you are looking for a solid evidence-based book onleadership and executive coaching - look no further. Fromtools and techniques, to theoretical frameworks and practice adviceon how to implement and measure leadership coaching - it'sall here. A must-have for the novice and experienced executivecoach alike. Enjoy!" --Anthony M. Grant, Ph.D., director, CoachingPsychology Unit, University of Sydney "The book offers both tested strategies and techniques and anexploration of emerging issues and new directions." --Cindy McCauley, Ph.D., senior fellow at the Centerfor Creative Leadership "The editors have compiled an 'all-star' roster of authors whotackle issues from implementing and evaluating coaching programs tomaximizing the effectiveness of individual coaching relationships.This book will be a must have for anyone interested in world-classexecutive coaching." --Kurt Kraiger, Ph.D., 2010 SIOP President, Professorand Director of the Industrial and Organizational PsychologyProgram at Colorado State University

Leseprobe

Contents

Foreword

Preface

The Editors

The Contributors

Introduction: State of Executive Coaching: Framing Leadership Coaching Issues

Section One: Your Traveling Companions: Coach, Client, and Organizational Issues

Chapter One: Activating the Active Ingredients of Leadership Coaching

The Active Ingredients in Coaching

Theories and How They Apply to the Active Ingredients

How Theory Interacts with the Active Ingredients

Conclusion

References

Chapter Two: The Coach

Sourcing Coaches

Screening Coaches

What Coaches Look For

Building Coaches

Conclusion

Reference

Chapter Three: Learning to Coach Leaders

Introduction

Toward a Definition of Leadership Coaching

Pedagogy: How We Teach What We Teach

Coaching Competencies

Coaching Topics and Processes

Personal Model Outputs

In Conclusion: A Paradox

References

Chapter Four: Good to Great Coaching

Definitions and Distinctions

Easy to Be a Good Coach

Difficult to Be a Great Coach

Developing Expertise in Coaching

Conclusion

References

Chapter Five: The Client

The Evolving Population of Clients

The Importance of the Individual

Challenges Facing Current Client Populations

Implications for Coaching New Populations of Coachees

References

Chapter Six: Maximizing Impact

A Model for Coaching in Organizations

Alignment

Support

Evaluation

Concluding Thoughts

References

Section Two: The Journey: Processes and Practices of Leadership Coaching

Chapter Seven: Building the Coaching Alliance

Challenges to Building Coaching Relationships

Beginning the Process of Self-Calibration

The Coaching Relationship Dynamic

The Coaching Alliance Lens

Client Outcomes—The Results of Effective Coach Calibration

Conclusion

References

Chapter Eight: Coaching Programs

Creating a Coaching Culture

Action Learning Coaching

Succession Planning Coaching

Coaching in Executive On-Boarding

Conclusion

References

Chapter Nine: Ethics in Coaching

Exploring Ethics

Reviewing Ethics in Parallel Domains

Ethics in Coaching

Ethical Decision-Making Models in Coaching

Conclusions

References

Chapter Ten: Tools and Techniques

Defining Coaching Frameworks, Techniques, and Tools

Organizing Framework

Conclusion

References

Appendix A: Examples of Coaching Frameworks

Sources

Appendix B: Examples of Coaching Techniques

Sources

Appendix C: Examples of Coaching Assessment Tools

Sources

Appendix D: Sample Individual Development Plan

Chapter Eleven: E-Coaching

Laying the Foundation

Building the E-Coaching Practice

Supporting the E-Coaching Process

Conclusion

References

Section Three: “Recalculating” Directions: Evaluating the Effectiveness of Leadership Coaching

Chapter Twelve: Evaluating the Effectiveness of Coaching

Identifying Evaluation Stakeholders

Identifying Relevant Criteria

Selecting Appropriate Methodologies

Summary and Conclusion

References

Chapter Thirteen: Evaluating the ROI of Coaching

Taking a Coaching Approach to ROI

Evaluating the ROI of Coaching in a Government Agency

Metrixglobal® Impact Compass: A Model for Telling the ROI Story

Reflection

Chapter Fourteen: The Coaching Impact Study™

Introduction

Origins of the Study

Objectives

Design

Implementation

Moving Forward

Recommendations for Coaching Researchers and Evaluation Consultants

References

Chapter Fifteen: What Clients Want

Organization Life Cycles

Organizational Levels of Coaching

Conclusion: What Clients Need and Want

References

Chapter Sixteen: New Directions

Coach, Client, and Organizational Issues

Processes and Practices of Leadership Coaching

Evaluating the Effectiveness of Leadership Coaching

Concluding Comments

References

Name Index

Subject Index

Advancing Executive Coaching

Copyright © 2011 by John Wiley & Sons, Inc. All rights reserved.

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Library of Congress Cataloging-in-Publication Data

Hernez-Broome, Gina.

Advancing executive coaching : setting the course for successful leadership coaching / Gina Hernez-Broome, Lisa A. Boyce. — 1st ed.

p. cm. — (J-B SIOP professional practice series ; 29)

Includes index.

ISBN 978-0-470-55332-9 (cloth); 978-0-470-90226-4 (ebk); 978-0-470-90236-3 (ebk); 978-0-470-90238-7 (ebk)

1. Executive coaching. I. Boyce, Lisa A. II. Title.

HD30.4.H46 2010

658.4'07124—dc22

2010028697

The Professional Practice Series

The Professional Practice Series is sponsored by The Society for Industrial and Organizational Psychology, Inc. (SIOP). The series was launched in 1988 to provide industrial and organizational psychologists, organizational scientists and practitioners, human resources professionals, managers, executives and those interested in organizational behavior and performance with volumes that are insightful, current, informative and relevant to organizational practice. The volumes in the Professional Practice Series are guided by five tenets designed to enhance future organizational practice:

1. Focus on practice, but grounded in science.

2. Translate organizational science into practice by generating guidelines, principles and lessons learned that can shape and guide practice.

3. Showcase the application of industrial and organizational psychology to solve problems.

4. Document and demonstrate best industrial and organizational-based practices.

5. Stimulate research needed to guide future organizational practice.

The volumes seek to inform those interested in practice with guidance, insights and advice on how to apply the concepts, findings, methods, and tools derived from industrial and organizational psychology to solve human-related organizational problems.

Previous Professional Practice Series volumes include:

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Handbook of Workplace Assessment: Evidence-Based Practices for Selecting and Developing Organizational Talent

John C. Scott and Douglas H. Reynolds, Editors

Going Global: Practical Applications and Recommendations for HR and OD Professionals in the Global Workplace

Kyle Lundby, Editor

Strategy-Driven Talent Management: A Leadership Imperative

Rob Silzer and Ben E. Dowell, Editors

Performance Management

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Customer Service Delivery

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Employment Discrimination Litigation

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Improving Learning Transfer in Organizations

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Resizing the Organization

Kenneth P. De Meuse, Mitchell Lee Marks, Editors

Implementing Organizational Interventions

Jerry W. Hedge, Elaine D. Pulakos, Editors

Organization Development

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Creating, Implementing, and Managing Effective Training and Development

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The 21st Century Executive

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Managing Selection in Changing Organizations

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Evolving Practices in Human Resource Management

Allen I. Kraut, Abraham K. Korman, Editors

Individual Psychological Assessment

Richard Jeanneret, Rob Silzer, Editors

Performance Appraisal

James W. Smither, Editor

Organizational Surveys

Allen I. Kraut, Editor

Employees, Careers, and Job Creating

Manuel London, Editor

Published by Guilford Press

Diagnosis for Organizational Change

Ann Howard and Associates

Human Dilemmas in Work Organizations

Abraham K. Korman and Associates

Diversity in the Workplace

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Working with Organizations and Their People

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The Professional Practice Series

SERIES EDITOR

Allen I. Kraut

Baruch College/Kraut Associates

EDITORIAL BOARD

Seymour Adler

Aon Consulting

Neil R. Anderson

University of Amsterdam

Neal M. Ashkanasy

University of Queensland

Lawrence Fogli

People Focus, Inc.

C. Harry Hui

University of Hong Kong

Elizabeth B. Kolmstetter

Director of National Intelligence

Kyle Lundby

Valtera

Kathleen Kappy Lundquist

APT

William H. Macey

Valtera

Lise M. Saari

New York University

Handan Sinangil

Marmara University

Michael A. West

Aston University

Advancing Executive Coaching

Foreword

A recent cover story in Business Week (Brady, 2010) makes a telling comment about the current state of coaching. It reports that CEO Jeffrey Immelt of GE, a company with an outstanding reputation for developing leaders, has just recently “launched a pilot program to bring in personal coaches for high potential talent, a practice that GE once reserved mainly for those in need of remedial work.”

It is clear to most people in modern organizations that coaching has become a mainstream human resource management practice. It was not always so. In a recent conversation with the well-known coaching consultant Marshall Goldsmith, he noted that only twenty-five years ago, the need for coaching was a sign of trouble (personal communication, April 2010). In one large and well-regarded organization he worked with on management development, the very top performance rating for executives was labeled “Does the job in an outstanding fashion without any need for coaching.”

The field of leadership coaching has matured and grown greatly during the last two decades. As befits any maturing and growing field, today there are many debates on crucial issues about coaching. These controversies, along with “established truths,” are the subject matter of this book. For anyone interested in coaching, this book brings great wisdom, experience, and suggestions for superior coaching.

My own sense is that coaching is a relatively new phenomenon within the practice of industrial/organizational (I/O) psychology. A brief if unsystematic look at some popular textbooks confirms this impression. One well-used text, published in 1992, does not even have an index reference to coaching (Miner, 1992).

A more popular concept at that time was the notion of mentoring. As noted by Noe (1988), mentoring had two major dimensions. The first was job-related and involved sponsorship, exposure to visibility, and providing challenging assignments. These were functions often expected of an individual’s manager. The second dimension was psychosocial in nature and involved personal acceptance, counseling, and interpersonal coaching. Though some managers may have been good at this, it often created a split in their responsibilities that was difficult for many managers to bridge.

Less than a decade ago, another popular text in I/O psychology (Muchinsky, 2003) also had no index reference to coaching, although it did include one on mentoring. However a more recent and well-used text in the field does have index references to coaching as well as to mentoring. In fact, it notes that “coaching has become an important part of leadership development” (Landy & Conte, 2007). Moreover, this current text includes a table on the old and new assumptions about coaching as it has moved from being a remedial practice to one of positive and proactive leadership development.

Over the last two decades, many people outside of I/O psychology became involved in coaching. Entry into the field was relatively easy. The opportunities for more income and more apparent glamour drew people from clinical and counseling psychology as well as from social work and from human resource management. To bolster this trend, many organizations emerged to train and certify coaches, and professional associations such as the International Coach Federation were formed.

Meanwhile, a subset of I/O psychologists were also actively involved in coaching. Many of them were thoughtful and literate practitioners who wrote about the issues and controversies they felt needed attention. For example, the pieces by Hollenbeck (2002) and by Peterson (2002) discuss many of the same issues described in the current volume. A lively recent discussion on the similarities and differences that executive coaching shares with psychotherapy, along with the implications for who are suitable practitioners, is one of the contemporary concerns among I/O psychologists (see McKenna & Davis, 2009, and related commentaries).

This volume, edited by Lisa Boyce and Gina Hernez-Broome, is based on a 2008 Leading Edge Conference sponsored by the Society for Industrial and Organizational Psychology. This conference brought together several dozen of the leading practitioners in executive coaching for a two-day session of presentations and discussion on issues in coaching.

This volume is not a “proceedings” of those presentations. Indeed the conference serves merely as the framework on which this book is based. The contributions in the book may be rooted in the earlier 2008 sessions, but the authors have added the thoughtful reflections that came out of the discussions and commentaries on those sessions. This book’s editors have put together a wonderfully useful book. They and their invited contributors share with us the best thinking and practices of expert professionals in this field.

A signal contribution from the editors is the framework under which they have organized the contributions in this book. As shown in Figure I.1 in the Introduction, the framework helps us to appreciate all of the many complex elements that go into a successful coaching engagement. They point out that this includes the characteristics of both coach and client on several dimensions. More than that, they also note that several elements of the coaching process, including the mechanics of the relationship, as well as the content, techniques, and the coaching relationship itself, must all be considered. And we are led to realize that there are several ways to judge the outcomes of the coaching process.

All in all, this book is a “must read” for anyone who needs to use or engage in the coaching of executives. Practitioners, administrators, and researchers will all find the contributions in this book very helpful. The work of the editors and the chapter contributors are very much appreciated.

References

Brady, D. (2010). “Can GE still manage?” Business Week, April 15.

Hollenbeck, G. P. (2002). Coaching executives: Individual leader development. In R. Silzer, (Ed.), The 21st century executive: Innovative practices for building leadership at the top (pp. 77–113). San Francisco: Jossey-Bass.

Landy, F. J., & Conte, J. A. (2007). Work in the 21st century: An introduction to industrial and organizational psychology (2nd ed.). Malden, MA: Blackwell.

McKenna, D. D., & Davis, S. L. (2009). Hidden in plain sight: the active ingredients of executive coaching. Industrial and Organizational Psychology: Perspectives on Science and Practice, 2(3).

Miner, J. B. (1992). Industrial-organizational psychology. New York: McGraw-Hill.

Muchinsky, P. M. (2003). Psychology applied to work (7th ed.). Belmont, CA: Wadsworth/Thomson.

Noe, R. A. (1988). An investigation of the determinants of successful assigned mentoring relationships. Personnel Psychology, 41, 457–480.

Peterson, D. B. (2002). Management development: Coaching and mentoring programs. In K. Kraiger, (Eds.), Creating, implementing, and managing effective training and development: State of the art lessons for practice (pp. 160–191). San Francisco: Jossey-Bass.

Allen I. Kraut

Series Editor

Rye, New York

October 2010

Preface

Leadership coaching is a journey. A journey in terms of the progress a leader makes towards achieving success. A journey in terms of the distance coaching has traveled to evolve into an evidence-based practice. A journey in terms of the adventure on which we embark as we explore leading-edge thinking to advance our understanding of executive coaching. Though these journeys began decades ago when coaching emerged as an accepted mode of leadership development, we, as practitioners and researcher professionals, have a responsibility for setting the course to enrich our own and our organizations’ coaching programs and contributions to the knowledge of the coaching field.

Executive coaching is a relatively new discipline evolving from an outgrowth of developmental, educational, psychological, and organizational practices in the mid-1980s and gaining prominence as a profession by the late-1990s. During this period, we witnessed a growth in practice and publications with the emergence of successful coaching companies, coach training schools, certification and graduate programs, professional coaching organizations, peer-review articles, popular press publications, and dedicated coaching journals. Today, an estimated 70 percent of organizations with formal leadership development initiatives use coaching in their development strategy. For coaching to continue to grow and maintain momentum as a viable and significant means for leadership development, we must establish a strong link between research and practice.

Clearly, industrial/organizational (I/O) psychology offers such a science-practitioner perspective and is obliged to take a leading role in advancing executive coaching. This book presents an evidenced-based perspective by leading-edge practitioners and scientists in the field of coaching. A natural outgrowth of the Society for Industrial and Organizational Psychology’s 4th Annual Leading Edge Consortium on Executive Coaching for Effective Performance, our international colleagues joined forces with the consortium’s contributors to address the most critical issues affecting the future of leadership coaching and guide coaching programs and practices into the future.

Audience

Advancing Executive Coaching provides a resource for managers, executives, and HR professionals who are increasingly called on to coach as well as implement coaching initiatives as part of their roles. It identifies important issues to consider for those who have direct responsibility for making strategic choices about how and when to implement coaching both formally and informally.

Professional coaches who contract with individual executives or organizations will also find this book invaluable in providing insights to coaching from both the individual and organizational levels. In addition, the book’s central themes and comprehensive reference lists make it an invaluable tool for graduate and business students studying coaching and leadership development. Finally, all audiences will benefit from the global perspective provided on a variety of topics and issues.

This book presents progressive perspectives and practices for a variety of areas and contexts, thus it is not a rudimentary step-by-step handbook to coaching but an advanced guide to coaching for those interested in thinking about leadership coaching beyond the traditional perspective. The contents and the discussion consider the broader issues critical to effective coaching and the field as a whole.

Overview of the Contents

This book examines leadership coaching by organizing the issues within a Leadership Coaching Framework, which employs a systems approach to frame the myriad issues associated with executive coaching (discussed in detail in the Introduction). The framework examines coaching in terms of the inputs, processes, and outcomes and therefore the book is structured into three sections representing each aspect of the framework. If you will humor us, the variety of topics is organized around your traveling companions, the journey itself, and “recalculating” directions.

The first section provides insights on the key players in a coaching engagement: the coach, the client or coachee, and the organization. Chapter One provides a foundation by exploring the influence of coaches’ theoretical orientation on individual change in terms of the “active ingredients” that have an impact on leadership coaching outcomes, including the client, the relationship, and the process of coaching. Chapters Two, Three, and Four focus on the coach’s including guidance on sourcing, screening, training, and developing great leadership coaches. The focus then turns to the client in Chapter Five by examining the relevant client characteristics and the associated challenges and implications for coaching. Chapter Six transitions to the role of the organization in creating successful partnerships to align, support, and evaluate coaching at both the strategic and individual levels. Combined, these six chapters provide a greater understanding of what the participants, including the coach, the client, and the organization, bring to the coaching engagement, with insights on how to increase coaching effectiveness.

The second section of the book examines processes and practices of leadership coaching. The coaching relationship is considered by many to be the cornerstone of coaching and Chapter Seven applies a series of lenses to understand and build the coach-client alliance. Chapter Eight moves the discussion beyond the one-on-one relationships by highlighting the value of strategically focused coaching programs in promoting a coaching culture across organizations. Core to both individual and enterprise-wide practices is understanding the nature of ethics in coaching, which is presented in Chapter Nine. Chapter Ten amasses nearly a hundred tools, techniques, and frameworks and discusses their use in the practice of leadership coaching. Chapter Eleven then focuses on the use of technology in coaching. Combined, these five chapters provide insight into the complex processes of coaching at both the individual relationship and the organizational context, while emphasizing fundamental issues critical to maximizing the impact of coaching practices.

The third and final section examines the research, models, and applications for evaluating the impact of leadership coaching. Chapter Twelve provides a conceptual perspective of coaching evaluation informed by research and executive coaching experience, whereas Chapters Thirteen and Fourteen offer insights on how to calculate Return on Investment (ROI) and systematically perform evaluation, showcasing successful evaluation programs. Chapter Fifteen provides an organizing schema to understand and identify future coaching needs of organizations. Finally, our closing chapter reviews the major themes in the book, highlighting common threads and conflicting ideas, with recommendations to practice and science for advancing leadership coaching.

Advancing Executive Coaching provides three unique contributions to the field of coaching: the science-practitioner framework provided by I/O psychologists, an integration of a global perspective within each chapter, and the originality of chapter content, including a strategic-level perspective. The unique perspective provided by I/O psychologists grounds each chapter in systematic thinking, often integrating models to frame the topic, related recommendations, and future directions. Further, coaching is inherently global and therefore our authors made a conscious decision to incorporate a global discussion into each chapter, as we agreed that it was inappropriate to relegate global issues to a single chapter at the conclusion of the book. Finally, a majority of coaching books available focus on tactical-level issues from a clinical perspective for practicing coaches. Our goal was to provide a more comprehensive and strategic view from a science-practitioner perspective for a broader audience, including human resource professionals.

Acknowledgments

We are honored to have been instrumental in the preparation of this volume. Much of our professional identity and work has been focused in the coaching arena and has resulted in our being coeditors for this volume. There are many people in both of our professional lives who have contributed to our interest and excitement for the field of coaching.

Gina’s professional influences include the talented cadre of coaches she had the pleasure to work with and learn from in her twelve years at the Center for Creative Leadership (CCL). Her time at CCL also afforded her the opportunity to meet and get to know some of the most talented professionals in the coaching industry, many of them authors in the book. The University of the Rockies and, in particular, Steve Kirkpatrick, have been very generous with their support and provided the time and space this project required. It is a pleasure to work with an organization and colleagues who understand the value of this book and have supported it with such great enthusiasm. On a more personal note, I want to thank my husband, Jim, and my daughters, Rachel Lee and Hannah Jane. Their patience and constant encouragement throughout this endeavor made all the difference. Finally, I would like to give a special thanks to my coeditor, Lisa. She gently twisted my arm to continue this project at a time when it seemed a very daunting task. She is a friend as well as a colleague and epitomizes the meaning of both.

Lisa’s professional influences include both the United States Air Force (USAF) as an organization and their commanders (Gen. McCarthy, Col. Enger, and Col. McCrae) who provided her opportunities and supported her interest in coaching practice and research as well as her colleagues at the USAF Academy, who not only introduced her to coaching but encouraged her to understand and build an evidence-based program. Reaching back nearly twenty years, I must acknowledge three particular colleagues who embody the essence of USAF leadership coaching: Laura Neal, Jeff Jackson, and Joe Sanders. Without their initial and continued vision and friendship, I would not have begun or continued my leadership coaching journey. In addition, I am fortunate to be able to continue to learn from my former adviser, Steve Zaccaro, as he continues to challenge and expand my thinking and guide my professional growth. On a personal note, my husband, Scott Dudley, and children, Colton and Trigg, sacrificed many personal moments and provided both moral support and the gift of time which allowed me to complete this project. Finally, my warmest appreciation is extended to my coeditor, Gina. She is the ideal complement to my natural tendencies and, as a professional partner and personal friend, a role model in life’s journey.

We want to acknowledge the Professional Practice Series editorial board for their enthusiastic support and comments. They include Seymour Adler, Larry Fogli, Elizabeth Kolmstetter, Kyle Lundby, Bill Macey, and Lise Saari. Of course, Allen Kraut, the series editor, was particularly encouraging, especially in the beginning of this endeavor.

Without doubt, the lion’s share of our appreciation goes to the authors of the chapters in this book. They are among the most successful and expert in the field of executive coaching with schedules that reflect such. Their generosity in sharing their knowledge and time is estimable and an invaluable contribution to the field. We know you will find this book to be a valuable resource regardless of where you are in your coaching journey.

Gina Hernez-Broome

Colorado Springs, Colorado

Lisa A. Boyce

London, England

October 2010

The Editors

Gina Hernez-Broome is a core faculty member for the Organizational Leadership Program at the University of the Rockies. Prior to joining the University, Gina spent twelve years at the Center for Creative Leadership, where she designed and delivered leadership development and coaching programs and was lead researcher for the Center’s coaching research and evaluation efforts. Gina’s research interests include leadership coaching and leadership development on which she has published and presented extensively in a variety of professional and scholarly venues such as the Society for Industrial and Organizational Psychology, the Academy of Management, the International Coach Federation, the International Leadership Association, Human Resource Planning, and Leadership Quarterly. Gina also spent several years as an associate for a Denver-based consulting firm and worked closely with a diverse mix of client organizations, designing and facilitating customized training. She gained extensive experience designing and implementing various assessment processes including certification processes, assessment center technology, and 360-degree feedback processes. She earned both her doctoral and master’s degrees in industrial/organizational psychology from Colorado State University and her bachelor’s degree in psychology from the University of Colorado at Colorado Springs. Gina is a member of the Academy of Management, the American Psychological Association, and the Society for Industrial and Organizational Psychology.

Colonel Lisa A. Boyce is the Reserve Scientist and Deputy Site Commander at the European Office of Aerospace Research and Development in London for the United States Air Force (USAF). Previously, she was the Director of Behavioral Science Information Technology Applications Research at the USAF Academy. Lisa’s research interests include leadership and character development, military leadership with a focus towards application of technology, advancing leadership coaching, and applied social network including technology-supported decision making. She has over sixty publications and presentations on related topics and is currently on the editorial board of the Journal of Business and Psychology. In addition to over twenty years applying and teaching industrial/organizational psychology with the United States and Australian militaries, Lisa has consulted with numerous private and nonprofit organizations, including Hallmark, HELP Line Service, and Lonestar Brewery Company. The recipient of the Center for Creative Leadership’s Kenneth Clark Award and SIOP’s Rains Wallace Award, Lisa earned her PhD in industrial/organizational psychology from George Mason University, MS in industrial/organizational psychology from St. Mary’s University, and BS in behavioral science from the USAF Academy. Lisa is a member of the Academy of Management, the American Psychological Association, the Society for Industrial and Organizational Psychology, and Society of Military Psychology.

The Contributors

Allen I. Kraut is professor emeritus of management at Baruch College, City University of New York, which he joined in 1989. For much of his professional career, he worked at the IBM Corporation, where he held managerial posts in personnel research and management development, until leaving in 1989. In 1995, he received the Society for Industrial and Organizational Psychology’s Distinguished Professional Contributions Award, recognizing his work in advancing the usefulness of organizational surveys. In 1996, Jossey-Bass published Organizational Surveys: Tools for Assessment and Change, by Allen Kraut and Associates. His latest book, Getting Action from Organizational Surveys: New Concepts, Technologies, and Applications, is a 2006 publication by Jossey-Bass (a John Wiley imprint).

Merrill C. Anderson is a business consulting executive, author, and educator with over twenty years’ experience improving the performance of people and organizations. He is currently a principal and chief business architect of Cylient, a professional services firm that offers coaching-based leadership development, culture change, and MetrixGlobal® evaluation services. Merrill has held senior executive positions with Fortune 500 companies, including chief learning executive and vice president of organization development. He has consulted with over one hundred companies throughout the world to effectively manage and measure strategic organization change. He has over one hundred professional publications and speeches to his credit, including his latest book, Coaching That Counts. Merrill was recognized as the 2003 ASTD ROI Practitioner of the Year. His work with Caterpillar University to align training to the business was recognized by ASTD with an Excellence in Practice award. Merrill’s work has also been recognized by many other professional industry groups. Merrill has served as adjunct professor for graduate learning and organization development programs at Drake, Pepperdine, and Benedictine universities. He earned his PhD at New York University, MA at the University of Toronto, and his BA at the University of Colorado.

Mariangela Battista is vice president of organization capability at Pfizer, Inc., where she is responsible for the research center of excellence, including all engagement research, manager development and capability, including assessments and organization-wide change management practices. Prior to Pfizer, Mariangela spent eight years at Starwood Hotels & Resorts Worldwide, Inc., as vice president, Organizational Culture and Effectiveness. During her career at Starwood, Mariangela had strategic design and oversight for Internal Communication, Organizational Measurement, Community Affairs and People Programs, including mentoring, recognition, and ethics and compliance. She was also responsible for the design and implementation of broad talent management and leadership development processes and systems, including competency modeling, performance management, executive and leadership development programs, 360-degree feedback programs, executive coaching, succession planning, engagement surveys, change management, and the Starwood Associate Relief Fund. In her twenty-year career, Mariangela has also been part of the Human Resources function of the Pepsi Bottling Group (PBG), American Express, IBM, and the Interpublic Group of Companies (IPG). Mariangela earned a PhD in industrial/organizational psychology from the City University of New York. She is a member of the American Psychological Association, the Society for Industrial and Organizational Psychology and the Academy of Management.