Coaching

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Coaching Stories

Joel Montgomery (JoelMonty)'s career can be summarized as an Empowerment Coach--empowering people and organizations by helping them learn how to learn and how to change to improve the quality of their lives. Visit https://Empowerment-Coach.net for current projects and offerings.

Each of the stories here comes from Joel Montgomery's experience as a "performance coach" and an "empowerment coach."

These stories focus specifically on coaching organizations, though coaching has also been a part of Joel's consulting experience.

Global Client Facing ERP-Change

Client Context

A global semiconductor manufacturer implementing a hybrid Enterprise Resource Planning System throughout its organization.


Challenge

Coach a client organizational change team to plan their approach to prepare the organization for the changes and to enable return on investment in the new technology.

Action

Joel introduced several new approaches to understanding and navigating change.  Working with the client change team in workshops and in one-on-one coaching sessions, Joel guided the client change team to develop an effective "change management working plan," a "communications protocol," a "benefits mind-map," and a series of workshops which prepared key managers to act as change agents throughout the organization.

Results

The client change team followed and revised a comprehensive, integrated change plan and is introduced the change to the organization--at all levels from senior management to hourly employees.

This change program was terminated in December, 2000, due to changed organizational priorities after the time reported here.

Time-frame

Jan - Aug, 2000

Widgets & Doodads Game Creation

Client Context

The client was a global semiconductor firm preparing to implement an organization-wide hybrid Enterprise Resource Planning (ERP) system.

Challenge

In the context of coaching the organizational change management team to prepare the organization for the changes and to realize benefits from their investment, we discovered that nothing had been planned to help the organization and its employees learn the benefits of the changes through "hands-on" experience--without experiencing any threat or change in the process.  

Action

Joel and a senior client manager created an "explore game" that introduces the changes into the business context without posing any threat to the participants/learners.   

They developed "Widgets & DoodadsTM"  an interactive board game that allows participants to be CEO's of their business for a series of business months, dealing with the issues challenging their business--first as the business is now, then with the benefits to be provided by the new ERP system.

100 people participated in focus groups on "game nights."  Based on feedback from participants, the game evolved to its present form.

Results

The client had copies of the game ready to use as part of its organizational change program.

The game has applicability for other businesses and for university business schools.  The game can be ordered from DrM-Resources.wikispaces.com.

Time-frame

April - July, 2000

NATO--Naples, Italy 

Client Context

Military bases supporting North Atlantic Treaty Organization (NATO)'s Southern Military Region, Allied Command Europe with headquarters in Naples, Italy.  The bases served were located in Italy, Greece, and Turkey.

Challenge

Work with a team that varied between 6 and 12 security specialists and coordinate combined budgets from both NATO and the USA of US$600,000 per year.   Revise the approach for information security audits of all military bases in the region, assuring that all bases come up to quality standards for their information security.  Replace ineffective processes and procedures then in place and reduce the backlog of bases that had not been audited recently and that were not up to quality standards for information security.

Action

Developed innovative processes and procedures to improve quality and timeliness of information security audits for all military bases in the region.  Coached security consultants to learn and to apply the new processes procedures and negotiated budget support to implement the new procedures.

Results

Prior to the change there was a backlog of bases needing audits and needing to make enhancements to security measures to come up to established standards.  After the change all audits were up to date for all bases and all bases had implemented the recommended changes.  Prior to the change the consultants did not have a consistent way of performing the audits.  After the change all consultants implemented standardized audit procedures that led to consistent quality standards throughout the region.

Recognition

Joel was awarded the Joint Services Commendation Medal from Supreme Headquarters, Allied Command Europe, for the innovative processes and results associated with the change initiative.

Time Frame

September 1972 - October 1975

Large Group Awareness Training

Client Context

A Large Group Awareness Training provider with headquarters in California gave large group awareness and self-development training in a series public seminars held throughout the world.  Seminars were normally held Friday evening, Saturday, and Sunday.  Normally each seminar had between 80 and 150 participants and had one or two facilitators and a team of volunteer "assistants."  

Challenge

Coach volunteer "team captains" for the provider's volunteer teams.  Becoming a team captain involves volunteering as an assistant several times before acquiring the perspective and skill to coordinate the activities of the entire team.  New team captains work with a "guardian angel" to support them and to make sure that the learning event flows smoothly for all concerned.

Action

Joel became one of the "guardian angels" for volunteer team captains.  

In his "guardian angel" role, Joel assisted the new team captains to work with the assisting team to create and to maintain a warm, nurturing atmosphere for the participants and facilitators in the hotels where these events were staged and to make sure that the assisting team remained alert and proactively responsive to the needs of the participants and the Insight facilitators.

Results

Joel coached more than 12 new team captains for the programs in the USA and in South America.  More than 1,200 people participated in these events and were supported by the assisting teams Joel was coaching. 

Time-frame

1979 - 1982