NEW TRENDS IN THE LEADERSHIP COMPETENCIES DEVELOPMENT
25
Mara Turolla April 25 th, 2013
description
NEW TRENDS IN THE LEADERSHIP COMPETENCIES DEVELOPMENT. Mara Turolla April 25 th, 2013. AGENDA. LECTURE COACHING EVOLUTION SCENARIO DIFFERENT COACHING MODELS RESEARCH DEBATE GUESTS COACHES. COACHING SCENARIO SOURCE: CAREER CENTER. DIFFERENT COACHING MODELS. - PowerPoint PPT Presentation
Transcript of NEW TRENDS IN THE LEADERSHIP COMPETENCIES DEVELOPMENT
Mara Turolla
April 25th, 2013
LECTURE
oCOACHING EVOLUTION SCENARIO
oDIFFERENT COACHING MODELS
oRESEARCH
DEBATE
oGUESTS COACHES
AGENDA
COACHING DIVERSIFICATION HISTORY SINCE 2005
Executive Coaching
Career Coaching – Counseling
Retirement Coaching – Life Coaching /Pre-retirement Planning
Family Members Coaching
High Potential Coaching
Team Coaching
DIFFERENT COACHING MODELS
EXECUTIVE COACHING
In operation: since 2005
Target audience: executives
Career Center representativeness: 82%
Corporate clients: 85
Coachees: 550 executives
Corporate sponsorship: 95%
Market most demanded
Focus: executive competencies
Format: individual with HR and leadership participation
CAREER COACHING (COUNSELING)
o In Operation: since 2001
o Target audience: executives
o Format: individual
o Individual Sponsorship: 95%
o Covered topics:
• Personal and professional history
• Profile mapping, competencies, present moment and wishes
• Viability check, project design
• Decision support and project implementation follow up
o Focus: Provide orientation and support to the career
development, approaching organizational context aspects,
technical aspects and career direction inside the organization
view.
•In Operation: since 2007
•Target audience: 55 to 60 years old executives (93 individual
coachees since 2007)
•Corporate preparation for retirement project structuring (coachee
and Organization)
•Focus: professional, social, health/quality of life, emotional,
financial and legal dimensions; build and implement the next life
project
•May include knowledge management and succession
•Follows the baby boomers (1945 to 1960) retirement period
LIFE COACHING (PRE-RETIREMENT – INDIVIDUAL)
LIFE COACHING (PRE-RETIREMENT – GROUP)
o In Operation: since 2007
o Target audience: Supervisors, Coordinators, Administrative and
Operational staff. Total of 1736 participants attended (2010 to
2012)
o Program length: Varied
o Covered topics: Same as the individual program
FAMILY MEMBERS COACHING
o In Operation: since 2009
o Target audience: different generation of family members from
Brazilian business groups from various segments.
o Format: individual, initial phase may be done in groups
o Coachees: 30 family members (2009 to 2013)
o Covered topics:
• Life and career guiding, professional and personal scopes
• Personal and professional history mapping, profile and personality,
developed and/or needed competencies, role in the familiar
structure, wishes and future project, career counseling, executive
coaching, life coaching, support in project building and viability.
o Alignment: Family Office and Family Statute
HIGH POTENTIAL COACHING
o In Operation: since 2006
o Target audience: trainees and interns
o Format: group and individual
o Program length: Varied
Covered topics:
• Integration in the corporate world and the company culture
• Behavioral competencies development
• Project development support and area of interest choice
• Special individual sessions format with greater management
involvement
TEAM COACHING
o In Operation: since 2011
o Team Coaching: Development of single topic/competencies same
for all participants. Completely group delivered.
o Group Coaching/Team Building: Focuses in the relations of a
determined team (partnerships, group identity, productivity,
communication etc.). Delivered in groups with individual
sessions to address specific needs.
o Board Alignment: Focus in the senior management, in aligning
relationships, goals and strategic directions.
BASIS 2012/2013
o 2007 to 2010 – Strong trend in Managerial and Leadership
Competencies
o 2011 – Trend in Relationship Competencies
o 2012 and 2013 – Trend consolidation in Relationship
Competencies
Corporate clients most demanded competencies – 2012/2013:
1) Relationship Competencies
2) Leadership Competencies
3) Managerial Competencies
4) Strategic Competencies
5) Technical Competencies
Total researched: 135 competencies
CAREER CENTER HISTORY
RESEARCH RESULTS
RESEARCH RESULTS
COMPETENCIES BLOCK QUANT. %
Relationship Competencies 63 46,7%
RESEARCH TOTAL 135 100%
RESEARCH RESULTS
COMPETENCIES BLOCK QUANT. %
Leadership Competencies 44 32,6%
RESEARCH TOTAL 135 100%
RESEARCH RESULTS
COMPETENCIES BLOCK QUANT. %
Managerial Competencies 44 32,6%
RESEARCH TOTAL 135 100%
RESEARCH RESULTS
COMPETENCIES BLOCK QUANT. %
Strategic Competencies 7 5,2%
RESEARCH TOTAL 135 100%
COMPETENCIES BLOCK QUANT. %
Technical Competencies 1 0,7%
RESEARCH TOTAL 135 100%
RESEARCH RESULTS
DATA ANALYSIS
1. Relationship Competencies (Communication, Interpersonal Relationship,
Political Skills, Influence and Persuasion):
oNational and global market competition
oCorporate internal competition
oGreater tension amongst executives
oEffective seeking for solution in adversities
oNeed for establishment of partnerships between peers, managers and teams
oNeed for reading political scenarios and acting effectively, respecting
ethical standards
oBusiness culture and climate is an engagement factor for the new
generations (Y and Millennium) and to the retention of senior executives
2. Leadership and Team Development Competencies (Team
Development, Feedback and Delegation):
oIdentify and develop talents, create backups or a wealth of
potential talents to the Organization. (Brazil’s labor shortage)
oYoung professionals elevated to Leader/Manager positions without
training or preparation
oNeed for understanding generation Y and Millennium behaviors, in
order to engage and develop new management culture in the
Organizations
DATA ANALYSIS
3. Managerial Competencies (Innovation, Planning, Time
Management, Managerial Efficiency, Customer Orientation and
Results Orientation):
oPractical paths to achieve the planned strategy
oFocus: Processes, Simplification x Data security
oBrazilian culture: tendency to flexibility in excess and little
planning. Flexibility X Discipline (Jim Collins: Great by Choice
– Fanatic Discipline, Productive Paranoia and Empirical
Creativity).
DATA ANALYSIS
4. Strategic Competencies (Business View and Strategic View):
oStrategy – many times it comes ready from outside
oIncreasingly short-term and survival results
oBusiness View – more practical (knowing one’s own area, the
relation between the company’s areas, the company position in the
market and the competitors)
DATA ANALYSIS
5. Technical Competencies (Negotiation):
oLess demanded
oNegotiation – greater demand due to it’s potential to leverage
the sales capacity and company revenue
oCommercial expansion, customer loyalty (focus in the long-term
relationships and in building long lasting partnerships)
DATA ANALYSIS
