In an environment of constant change--mergers, acquisitions, divestiture, executive turnover, cost containment and more--talent and learning leaders need to remain ever-diligent to the dynamic and evolving needs of developing leaders and teams. How coaching and development initiatives get communicated, planned, delivered, supported, and rewarded, in alignment with business objectives, will determine their efficiency, effectiveness, outcomes, and ROI—and may determine the success or failure of leaders, units, divisions, or entire organizations. Building effective teams is an executive competency high in importance but short in supply. How do we meet today’s challenges to “win” in these areas of development?

To help guide the roundtable panel discussion, our facilitator will cover some or all of the following:

• What do we mean by coaching? How is this different from advising, feedback, and/or mentoring?
• Why should we care about helping our leaders all be better coaches? What’s the strategic intent?
• How are you using coaching in your organization? What is your deployment strategy?”
• What changes, if any, have you made to ensure your business/HR systems are aligned to support these capabilities?
• How will you know if you’re effective/what would “good” look like?
• What lessons learned thus far?