| The Center for Management and Organization | | | | of our highly rated people who left, and current |
| Effectiveness talks with Dennis St. Jean, Assistant | | | | valued employees, told us that both the quality |
| Director Professional Development Division, Boy | | | | and quantity of coaching was lacking. They were |
| Scouts of America, Irving, Texas. CMOE: Having | | | | not receiving enough coaching, feedback/direction, |
| recently attended one of your leadership | | | | and the coaching was either not effective or |
| conferences I walked away with a totally | | | | focused only on barriers, not on developmental |
| different view of Boy Scouts of America. Can | | | | plans. Even when discussing barriers there was |
| you tell us about your organization? Dennis: Our | | | | not enough emphasis on why and how |
| intent is to have the volunteers in the community, | | | | to improve. CMOE: Then the Professional |
| and the youth, receive the recognition. As a result | | | | Development Division got involved? Dennis: Only |
| most people think of us as a volunteer | | | | because our Chief Executive Officer after a |
| organization and don’t know that we have | | | | number of focus group sessions with new Unit |
| 3,500 full time commissioned professional staff | | | | Serving Executives, recognized that our |
| working in 326 local Boy Scout Councils. Our Staff | | | | organization hadn’t provided the tools or |
| Leaders work with our first level professional, Unit | | | | process to be a good coach. Our projected |
| Serving Executives. CMOE: What is the role of a | | | | growth and increased competition for attracting |
| Unit Serving Executive? Dennis: They are the | | | | and retaining top caliber people further spotlighted |
| workhorses of our organization, responsible for | | | | this. Then we were asked to get involved. CMOE: |
| fund raising, recruiting volunteers, recruiting new | | | | What has been your experience with the |
| members, and starting new scouting units. They | | | | CMOE’s Leadership Coaching Workshop |
| work directly with the volunteers and their efforts | | | | and Coaching Model? Dennis: We know this gives |
| determine our success in meeting our Mission and | | | | them the tools to implement the Coaching |
| Goals. CMOE: So the Staff Leaders manage the | | | | function of our OMS and be more effective in |
| Unit Servicing Executives? Dennis: They do more | | | | their day to day interaction with the professional |
| than manage, they lead and develop. Even though | | | | staff. CMOE: Can you give us some examples of |
| we are a not-for-profit organization, we operate | | | | the Coaching Model working? Dennis: Two come |
| like a business. Since our staff salaries are the | | | | to mind. A Field Director attended the workshop |
| biggest line item in our budget, we must maximize | | | | two weeks prior to the quarterly reviews. He |
| the contribution of our people. We believe that | | | | called back to relate how well they had gone and |
| maximization is more acute for the Scouts. Every | | | | that they exceeded his expectations for a |
| dollar spent has to be raised. It is absolutely | | | | positive performance feedback and development |
| imperative that the Staff Leader sharpens the | | | | session. The second was a Staff Leader who |
| skills of those reporting to them and constantly | | | | used the model in a corrective discussion. She |
| develops them to become even better. CMOE: | | | | called me to report that with this tool, the results |
| What role does leadership coaching skills play in | | | | were more positive than she had ever expected |
| achieving this goal? Dennis: Our Operational | | | | and that the employee was making some real |
| Management System (OMS), like many other | | | | progress. There are many more examples but |
| performance management systems, has four | | | | these two are the most recent. CMOE: Any other |
| phases: Clearly communicating expectations, | | | | thoughts you would like to share? Dennis: As a |
| Providing feedback on barriers and needed | | | | not-for-profit organization we are excited about |
| development, Coaching to improve, and Rewards | | | | helping our leaders become even better coaches. |
| based upon performance. CMOE: Are your Staff | | | | This will help them maximize the contribution of |
| Leaders good coaches? Dennis: They are good | | | | our employees and volunteers and better enable |
| people and we assumed that leadership coaching | | | | us to achieve our Mission. |
| behaviors were natural. Our feedback from some | | | | |