The SuccessBased Coaching™ Program was developed by Bookman Resources, Inc. to help leaders achieve extraordinary results -- even in the face of daunting obstacles.

SuccessBased Coaching™ (SBC) encourages leaders to create and fulfill ambitious goals while receiving straight talk about their progress. This coaching experience provides leaders with the opportunity to enhance their inherent creativity and effectiveness.

Bob Bookman:

Bob Bookman has been coaching and mentoring since 1985. He helps clients see change with an appreciative eye; to look at what is rather than what is not and in so doing, generate exciting new possibilities, renewed passion, and creative energy.

• Energy Regulatory Commission - (1998 - 2003) In 1998 Mr. Bookman competed against 17 consulting firms, and won a contract to coach 240 senior executives at the Federal Energy Regulatory Commission, including the Commissioner. In 2001, Bookman Resources, Inc won another competitive contract to coach twenty additional senior executives at FERC. And Bob Bookman, in Sept, 2003. coached 140 senior FERC Leaders.
• Navel Surface Warfare Center (Dahlgren VA) - (1997 - 2003) Have coached over 100 leaders at this base. Many of the coaching sessions were with scientists, engineers, mathematicians.
• International Broadcasting Bureau (IBB) (1999 - 2001) Mr. Bookman developed a 360º instrument based on the Office of Personnel Management's (OPM) twenty-seven competencies for 85 senior leaders. Mr. Bookman coached and assisted these leaders with their Individual Development Plans (IDPs.)
• Reznick Fedder & Silverman - DC's largest accounting firm- (1999 - 2001)- coached 30 partners and 20 middle managers.
• ValueOptions - second largest Mental Health Insurance Co.(1999 - 2002) - National Mental Health Insurance Company with over 3,000 employees -- set up mentoring and coaching program for executives.
• Gene Logic, Inc - BioTech Firm (1998 - 2001), Mr. Bookman mentored 35 leaders.
• US Dept. of Navy - Civilian Personnel Office, Washington, DC, (1985 - 1993), coached over 5OO middle level manager's work in the engineering field.

Background:

• Education: Master's Degree in Child Development, Hunter College
• Work History: Cornell University faculty, Peace Corps Volunteer
• President of Team Productivity Programs, Inc since 1980

A Partial List of Mr. Bookman's Publications:

• Coaching and 360º Feedback, The Government Training News, 1999
• Cultivating Leaders Through Effective Feedback, Association Management, 1999

Mr. Bookman's SuccessBased Coaching™ has 4 key components working in concert:

1. Future-Design focuses on what is good in leadership styles from the past, and how people can use those attributes to form a leadership style that will meet both present and future organizational needs.
2. Skill-Based Learning focuses on management and leadership behaviors needed to achieve optimum personal and team productivity.
3. Straight talk: People have a hunger for genuine feedback, not sugar coated "nice-talk." "It's not what you say, it's how you say it."
4. Understanding Weaknesses AND Strengths in the Coaching Process

Develoloped INSIGHTMirror 360 link to INSIGHTMirror360.com

Most organizations take their employees' strengths for granted and focus on minimizing their weaknesses. These organizations become expert in those areas where their employees struggle, delicately rename these "skill gaps" or "areas of opportunity," and then send them off to a workshop, or coach in order to fix the weaknesses. But this is only half of the coaching process. According to a Gallup Organization's dramatic new research Now, Discover Your Strengths, by Marcus Buckingham, the greatest room for each person's growth is in the areas of their strength. Hence money on coaching must include identifying the person's strengths, figuring out ways to build on these strengths, and how to avoid weakness areas where possible. This even handed approach to one's weaknesses and strengths in our experience has paid huge dividends.

Overview Of SuccessBased Coaching™ and SuccessBased Mentoring™

Both programs designed and implemented by Bob Bookman, President of BRI

SuccessBased Coaching™ has four key components working in concert:

1. Future-Design focuses on what is good in leadership styles from the past, and how managers and leaders can use those attributes to form a leadership style that will meet both present and future organizational needs. Future-Design seeks out the very best of "what is" in terms of a leader's values, beliefs, and behaviors to help ignite "what might be." The aim is to generate new behaviors to be embraced rather than a "search and destroy mission" for those behaviors to be banished.

Future-Design does not come from a Pollyanna-like sense that "everything is fine." (We all know that if you don't pull out the weeds, then the weeds will eventually overtake your garden.) It does come from the belief that how a leader sees the future affects the present much more than how the leader sees the past. Hence, leaders with that understanding will eventually eschew those behaviors that do not fit into a newly designed leadership style to meet emerging organizational needs.

2. Skill-Based Learning focuses on those management and leadership skills needed to achieve optimum personal and team productivity. This segment is designed to:

• Evaluate the leader's management style via evaluative (360º) feedback instruments and one-to-one discussions.
• Assist leaders in identifying their strengths and weaknesses, and providing appropriate support and skills where needed.
• Formulate or refine short and long-term objectives creating a specific action plan to achieve their goals.

3. Straight talk: SuccessBased Coaching™ encourages leaders to create and fulfill ambitious goals while receiving positive and confidential straight talk about their progress. This coaching experience provides leaders with the opportunity to enhance their inherent creativity and effectiveness - through a process that is stimulating, supportive, and to a large extent, self-fulfilling straight talk.

4. Understanding People's Weaknesses AND Strengths in the Coaching Process:

Most organizations take their employees' strengths for granted and focus on minimizing their weaknesses. These organizations become expert in those areas where their employees struggle, delicately rename these "skill gaps" or "areas of opportunity," and then send them off to a workshop, or coach in order to fix the weaknesses. But this is only half of the coaching process. According to a Gallup Organization's dramatic new research Now, Discover Your Strengths, by Marcus Buckingham, the greatest room for each person's growth is in the areas of their strength. Hence money on coaching must include identifying the person's strengths, figuring out ways to build on these strengths, and how to avoid weakness areas where possible. This even handed approach to one's weaknesses and strengths in our experience has paid huge dividends.

Sample of specific worksheets Bob Bookman developed
for participants who wish to share their feedback
from a 360º Leadership Feedback Assessment
Bridging Conversation with Your Subordinates

Sometimes it's hard to obtain straightforward feedback from your subordinates. We have developed a process called, The Bridging Conversation™, that will help you bridge the gap between where you are with a particular leadership skill and where your Raters feel it is important for you to be in exercising that skill. Feel comfortable to modify this process in any way to best meet your needs.

1.    From the InsightMirror 360 results, select one skill for which you would like your subordinate input - relating to how you can improve in that particular area. In large groups of eight or more, you may wish to select two skills about which you would welcome suggestions.

Skill A:

Skill B:

2.    Prepare two charts. You will need four pieces of flipchart paper. Tape two together for each skill area to be discussed. At the top, write a question regarding an area that you would like to improve upon. Label the left side column under the heading "What can I (boss) do better?" List numbers 1-5 indicating that you would like at least five responses for this area. Label the right-side column "What am I (boss) doing that's working?" List a number 1 indicating that you would like at least one response to this column. Do this for both charts. See the diagram below. These flipcharts will be taped to the walls (or whatever method is appropriate) for use during the bridging conversation meeting.

3. Invite all of your subordinates, including those who did not participate in the InsightMirror 360 process, to come to a sixty to ninety-minute meeting that will focus on helping you enhance your leadership skills.

4. Explain that you will leave the room for thirty to forty-five minutes, and you would like the flipcharts completed in your absence with at least five suggestions of things you can do better and at least one thing you are doing that is working.

• With a large group, you may wish to have two separate smaller groups, each with its own group-appointed facilitator. Each group will work on a separate skill chosen by you. Subordinates can be assigned to a group by department, randomly selected, or by which topic a person feels most strongly about.
• Each group will appoint a "scribe" to record the comments on the flipchart to protect anonymity.
• Each group facilitator makes sure everyone's ideas are heard. Everyone's comments should be included on the flipchart.
• After flipcharts are completed, the facilitator will conduct a vote. Each person will get two votes for what they feel are the most important suggestions for you to consider. The facilitator will tally the votes and then circle the highest scoring suggestions.

5. When you return to the room in about thirty to forty-five minutes, you will read what's written on the flipcharts. If you don't understand a suggestion, ask for clarification and discuss the item. Never dispute the feedback. Your subordinates are doing you a favor by giving you their ideas and trust. You don't have to agree with what was written; but it is important to promise participants that you will reflect on what was communicated. Let them know you will get back to them shortly.

6. Thank participants for their candor. Set up another meeting within one week to get back to them on what actions, if any, you plan to take, or actions you wish to further discuss as a result of this insightful bridging conversation. If you cannot buy into some of their suggestions, let them know why.

(c) Bookman Resources, Inc

Feedback Conversation with Your Boss

Here are some ideas for processing the results of your report with your boss. We suggest you use this action sheet as a stimulus for your own approach, and not necessarily as a formal action worksheet.

I. Three strengths I feel proud of that appeared in my InsightMirror 360 report:

II. One or two areas needing improvement that affect my performance:

III. Corrective actions I plan to take:

IV. Requests - Ways your boss can help:

V. Ideas from your boss:

VI. Requests/Insights you would like to share with your boss regarding information you received through the InsightMirror 360 initiative:

Mentoring:

Success Based Mentoring™ helps both Mentor and Leader see change with an appreciative eye; to look at what is rather than what is not and in so doing, generate exciting new possibilities, renewed passion, and creative energy.

Success Based Mentoring™ stimulates learning, innovation, career development, and enthusiasm by involving people in what they find meaningful and life-giving in their work. This Mentoring process helps the Leader make a conscious decision to focus on and move toward a desired future in such a way that the difficulties are more easily resolved in a positive environment shaped by a commonly held vision of what is possible.

Here are what some clients of Bob Bookman have said about their executive coaching, and executive mentoring experience with him:

• I consider that the 360º feedback initiative to may be the single most tangible and successful change strategy we have seen at FERC. It has power. It is data-driven. It touches people personally. (This is after I coached for over a year 240 FERC leaders.).

  - Charlie Whitmore, Director of the Organizational Management Office for the Federal Energy Regulatory Commission.

• Fantastic job on helping us with mentoring my people four times over four years. Your caring and coaching skills made our senior people truly grow.

  - Mark Bradshaw, Director of Science & Technology, Joint Warfare Analysis Center

• My professional growth has accelerated enormously through your coaching.

  - Shelley Metzenbaum, Assistant Secretary, EPA

• The feedback from the 360º feedback instrument combined with your coaching skills has been very helpful both personally and professionally. The 360 can be a valuable resource for any executive but the coaching part of the equation brings the instrument full circle.

  - Dr. John Sholhead, formerly head of Contracts at VOA (Now with DOL.)

• My professional growth clearly accelerated through your coaching, and this is true for our thirty-three Principals within our accounting firm. I highly recommend your work.

  - Jon Ruttenburg, Managing Partner of Reznik Fedders & Silvers

• Just wanted you to know that the one-on-one coaching sessions you have done for many of our leaders truly pierced through their defenses in ways that new options and solutions come to light. You did a fabulous job.

  - Dana Papke, EVP of HR, ValueOptions

• Your coaching at our high tech firm went way beyond my expectations. You have become a member of our team in the truest sense. I have seen your work bring terrific benefits to our leaders.

  - Al Lichtenstein, Director of HR, Gene Logic, Inc.

• Your mentoring program was just what the leaders in our Office needed. They are more self-reliant and focused than ever before.

  - Thommi Mathews, Division Head for Training, DOE

Mark J Benedict, J.D.

Mark Benedict, J.D., has been a senior project manager at USDA, FSIS since 1990, and was a participant in one of Mr. Bookman's Coaching Seminars.

Mark can be reached at (202) 205-7913 e-mail: mark.benedict@dchqexs1.hqnet.usda.gov

December 22, 2002

Mr. Bob Bookman

RE: Commendation on your Coaching Class

Dear Mr. Bookman:

I am writing to compliment you on the course you taught for federal managers and supervisors that I attended earlier this year (August) at the USDA-FSIS Diversity Conference. I believe the title of the course was "Coaching - Helping Others Achieve Extraordinary Results." Your four hour course compared favorably with the Coaching segments of a two week Leadership Assessment and Development Program I recently completed in Denver. That course, developed for USDA was offered by OPM's Western Management Development Center.

In my estimation, your course and the materials you provided are among the best on the topic of Coaching that I have experienced in my twelve years of federal service. In my opinion, coaching skills are essential tools for managers and supervisors in today's federal workplace. As you know, I have a special interest in the needs of people with disabilities in the federal workforce. With the full implementation of the New Freedoms hiring initiative by FY05, 100,000 people with disabilities will enter the federal workforce. The valuable instruction on coaching your course provides will be invaluable to federal managers, supervisors and team leaders working with that large population of new federal employees who may have special developmental needs. The skills your course provides can help those managers, supervisors and team leaders assist others in achieving extraordinary results.

Thanks again for your course and the skill sets I use everyday in my federal job as well as in my private sector work. Coaching is a skill everyone can find application for everyday. As a coach for coaches, you play a vitally important role in enhancing the skills of the federal leaders of today and tomorrow.

Sincerely,

Mark J Benedict, J.D.
USDA-FSIS-OPPDT-RDDS

Copyright 2002 Bookman Resources, Inc.