Coaching Sig Coaching Leaders For Tomorrow 6.7.10
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Transcript of Coaching Sig Coaching Leaders For Tomorrow 6.7.10
Welcome to
Coaching Leaders Today for the Challenges of Tomorrow
ASTD Coaching SIGJeanne Schulze & Michelle Weitzman
Penn Lake Library7 June 2010
What brings you here?
Objectives: Examine business shifts and challenges
post recession Top 20 Companies for Leadership Compare past to future: Leaders/Coaches The Three Essential Leverages for Legacy
Leaders Implications for Coaches
Go Retro: Our Coaching Journey
For each decade Business Landscape/culture Who was getting coached? About what? Challenges for the leader Challenges for the coach
10 Minutes
Consider this:
“We are not just living in an age of change; we’re living through a ‘change of age’:
the most profound inflection point in human history since the Enlightenment.”
Eamon Kelly
Five Forces Reshaping the Global Economy: McKinsey
1. Overall economic volatility is a permanent feature (European debt)
2. Shift in global economic activity from developed to developing economies
3. Growth in the number of consumers in emerging markets
4. Technologies that enable a free flow of information and collaboration worldwide
5. Increasingly global labor markets: productivity & talent management
Five Forces: Future? Capturing growth in emerging markets –
requires retooling of existing business models and reconfiguring companies’ price/value equations.
Need for risk management strategies – geopolitical instability and market volatility in emerging markets
Technology will materially reshape consumer awareness, choice and interactivity models. Power of technology shapes competitive advantage
Changes for Leaders?Changes for Coaches?
The Best of the Best
Companies for Leadership
2009 Best Companies for LeadershipHay Group/Business Week
1. General Electric2. Southwest Airlines3. 3M Company4. Procter & Gamble5. Accenture6. Wal-Mart Stores7. Nestle8. Coca-Cola9. McDonald’s Corporation10. Infosys Technologies
11. IBM12. Cisco13. United Parcel Service14. IKEA15. ABB16. Zappos17. Hewlett-Packard18. Goldman Sachs19. Unilever20. General Mills, Inc.
The Best Companies for Leadership
Produce better shareholder returns Create better leaders: results, develop
capabilities, a ready talent pool Operate better in more complex environments Position themselves for the . Manage & invest in development for a culture of
leadership Address bigger and broader issues: social
responsibility, women in sr. positions, easier to work from home, appreciation of global issues required for the job
Learnings from the Best Encourage ‘purpose driven’ leadership Build cross-functional collaboration capability Treat talent management as a strategic corporate asset (it takes an
organization to raise a leader) Leverage your culture to drive and sustain development Develop strategic thinking skills Expect your leaders to teach and mentor others (take accountability for
next generation leaders) Leadership more than ever will drive business performance Ignore leadership development at your own peril Best Companies develop leaders who can operate in an increasingly
complex and deeply connected global environment No one way to develop a culture of leadership Engagement and enablement are key to driving organizational
performance
In a complex world Leaders need to be: Agile learners Strategic and tactical Emotionally intelligent Inspiring Fast and careful decision makers Builders of teams Influential New technical competencies And, create environments that drive
performance and engagement
So what are the underlying characteristics of leaders who have these capabilities?
1. Self Awareness (Leveraging Self)
2. PQ (Leveraging People)3. LQ (Leveraging Information)
SA Self
Knowledge/Self
Awareness
Self awareness of what?
1. Strengths2. Overused3. OKs (average)4. Weaknesses5. Blind Spots6. Untesteds7. Derailers
Self Assessment?
Less accurate than anyone
Most accurate about strengths
Less accurate about weaknesses
Least accurate about interpersonal weaknesses
(PQ)© Copyright 1999- 2002 Robert W. Eichinger, All Rights Reserved
Research?
Successful people are more self aware
Successful people seek out more feedback from more sources
Successful people do more with the feedback they get
Development Suggestion
HAVENO
BLINDSPOTS
Leaders who know themselves better are in turn better
able to leverage or deploy themselves
against the mission
PQ
People Skills and Listening
Most managers and executives should and could listen more
Listening is the great universal lubricant
Listening has two purposes:1. Learning something useful2. Respect for the time and effort of others (engaging others)
People Skills and Managing Conflict
Most managers and executives have trouble with managing face to face conflict constructively
Managing conflict is the great universal lubricant to managing change
Development Suggestion
ListenFOR and to
Others
LQ
Learning Agility• The ability and willingness to
learn, change, and gain from life experiences; use failures, successes, and feedback to form rules of thumb, models, maps, paradigms, or templates; apply learning effectively in other quite different situations.
Learning how to deal effectively with first-time or changing situations is more
predictive of long-term success than raw
intelligence.
Research
Learning Agile / High Potentials
• Seek and have more experiences to learn from
• Better self awareness• Enjoy complex, first time problems• Get more out of experiences• Perform better because they
incorporate new perspectives and skills
The three essential leverages
to enhance success with others
1.Self Agility
2.People Agility
3.Learning Agility
Conclusion
The three essential leverages
1.Leveraging yourself
2.Leveraging others
3.Leveraging new information
Conclusion
How do people develop these skills?
70 Jobs
20 People
10 Courses
25 Hardships
Hardships• Serious Business Mistakes
• Missed Promotion/Fired/Downsized/ Demoted/Lousy Jobs
• Personal Trauma
• Problem Subordinates
• Unexpected Critical/Negative Feedback
• Bad Boss (es)
• Diversity Issues/Errors/Politically Incorrect
1. Full-time Jobs2. Part-time Assignments
- Taskforces- Special Projects
3. Feedback4. Coaching/Counseling/
Mentoring5. Self-Development6. Courses/Workshops/Seminars
5 Main Types of Follow-up Plans
1. Development Plan
2. Enhancement Plan
3. Good to Great Plan4. Workaround Plan5. Substitution or
Compensation Plan
1.Development PlanWeakness to Average
2. Enhancement PlanAverage to Good
3. Good to Great PlanGood to Outstanding
4. Workaround PlanWork Around a Known
problem5. Substitution or
Compensation PlanFind other Skills that
do the Same Thing
What Does all of this Mean for Coaches?Who? What?
Why? When?
How? Where?
Discussion
How can coaches help LQ, SA and PQ Challenged Leaders?
What is your business case for coaching LQ, SA and PQ?
How would you market your services in a VUCA world?
12 Coaching Essentials1. Build self-awareness2. Expand perspective3. Increase team
building skills4. Practice emotional
resiliency5. Build builders of
talent6. Challenge creativity,
innovation7. Explore global
business issues, practices & models
8. Try on new behaviors (low risk experiments)
9. Cultivate a feedback rich environment
10. Embrace change11. Appreciate those “not
like me”12. Evolve to a culture of
leadership and engagement
As Today, So tomorrow My next steps are to….
?
References http://www.haygroup.com/ww/downloads/Details.aspx?I
D=24479
http://www.businessweek.com/careers/special_reports/20100216best_companies_for_leadership.htm
http:/www.mckinseyquarterly.com/Five_forces_reshaping_the_global_economy_McKinsey_Global_Survey_results_2581
The Leadership Machine by Robert W. Eichinger & Michael M. Lombardo
FYI For Learning Agility™ by Robert W. Eichinger, Mike M. Lombardo & Cara C. Capretta
Coaching Leaders Today for the Challenges of Tomorrow
ASTD Coaching SIGJeanne Schulze & Michelle Weitzman
Penn Lake Library7 June 2010