Team & Exec Coaching PROGRAMME OVERVIEW · culture. Organisations that develop their managers to be...

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BUILDING SUSTAINABLE FEEDBACK CULTURE Team & Exec Coaching PROGRAMME OVERVIEW

Transcript of Team & Exec Coaching PROGRAMME OVERVIEW · culture. Organisations that develop their managers to be...

Page 1: Team & Exec Coaching PROGRAMME OVERVIEW · culture. Organisations that develop their managers to be coaches experience consistently higher levels of employee productivity and engagement

BUILDING SUSTAINABLE

FEEDBACK CULTURE Team & Exec Coaching

PROGRAMME OVERVIEW

Page 2: Team & Exec Coaching PROGRAMME OVERVIEW · culture. Organisations that develop their managers to be coaches experience consistently higher levels of employee productivity and engagement

2 OXFORD LEADERSHIP | BUILDING SUSTAINABLE FEEDBACK CULTURE

Intensive interventions to improve individual focus and team performance while developing greater personal and professional competence.

Page 3: Team & Exec Coaching PROGRAMME OVERVIEW · culture. Organisations that develop their managers to be coaches experience consistently higher levels of employee productivity and engagement

The main cause of ‘strategy execution failure’ is an outdated notion that the role of the leader is to command and control people.

We provide a systematic approach to developing a Leader-as-Coach culture. Organisations that develop their managers to be coaches experience consistently higher levels of employee productivity and engagement and enjoy improved economic performance. A defining quality of a Leader-as-Coach is their ability to develop a winning mood.

BUILDING SUSTAINABLE FEEDBACK CULTURE

For more information about Oxford Leadership or to get in touch, visit us at:

www.oxordleadership.com

OXFORD LEADERSHIP 3Copyright © 2011-2016 Oxford Leadership.

Page 4: Team & Exec Coaching PROGRAMME OVERVIEW · culture. Organisations that develop their managers to be coaches experience consistently higher levels of employee productivity and engagement

Organisations that operate at high speed and complexity need leaders who are coaches, not controllers

High levels of speed, complexity and uncertainty make it difficult for leaders to know and control everything that goes on throughout a widely dispersed organisation. The people who must execute strategy need to be involved from the outset in its creation. The role of the leader is to coach people to outperform and create a winning mood in the organisation.

Leader-as-Coach culture involves a systematic and synchronised approach to the development of leaders. An important aspect is the development of interpersonal skills that support giving feedback, removing barriers, managing conflict, holding crucial conversations and engaging colleagues as responsible adults.

We develop leaders who shape the understanding, development and learning of team members so they can act independently in alignment with the global strategy of the organisation.

7 Leadership Capabilities to Create a Winning Mood

1. Dialogue: Find effective ways

forward together

2. Team dynamics: Get the best from

our differences

3. Give and receive feedback: Hold

conversations that drive change

4. Coaching: Stimulate growth from within

5. Appreciation and celebration: Build

more confidence

6. Building trust: Reduce anxiety

and ambiguity

7. Decision making: Accelerate execution

Self-ConfidenceBELIEF

EnergyHOPE

Collective Momentum

CARE

ResultsGRATITUDE

WINNING MOOD

OXFORD LEADERSHIPTM

Leader-as-Coach Culture Model

Copyright © Oxford Leadership

W I N N I N G M O O D

WINNING MOOD

SELF CONFIDENCE

ENE

RG

Y

RE

SULT

S

COLLECTIVE MOMENTUM

Appreciation&

Celebration

Give & Receive

Feedback

Coaching

DialogueBuildingTrust

TeamDynamics

DecisionMaking

DO

4 OXFORD LEADERSHIP | BUILDING SUSTAINABLE FEEDBACK CULTURE

Page 5: Team & Exec Coaching PROGRAMME OVERVIEW · culture. Organisations that develop their managers to be coaches experience consistently higher levels of employee productivity and engagement

Leader-as-Coach Culture

The biggest barrier to strategy deployment is a persistent belief that creation of strategy should occur at the top of the organisation and then be executed at the levels below. This stems from an outdated notion that leadership means control from a distance of a prescribed plan of action. This is a common root cause of strategy execution failure. Developing a Leader-as-Coach culture is the best remedy for this condition.

Developing a ‘Leader-as -Coach’ culture is key to an organisation’s ability to execute strategy and remain focused.

From Controller to Coach – The Leader’s Journey

Autocratic(Do it my way)

Command & Control

A fully autocratic style.

Either there is no time for discussion, the team is not yet formed or members do not know what to do. Used in a crisis, when the team is new, or when policy, rules or the law allow no other choice.

Democratic(Here are the facts, let’s discuss and decide)

Collaboration with Control

A high proportion of autocratic style as the team is still forming,learning or in training. Common team purpose and principles are still being formed.

The Leader maintains authority, defines strategy and explains tactics required. Holds individuals accountable for results. Limited distributed decision making.

Empowered Team with Control

The Leader holds final authority but delegates responsibility to the team to get things done. Used when team members are working well together and have the competence to make sound decisions.

Leader is involved but largely leaves it to the team to make decisions.

Collaborative Authority

The Leader has devolved authority to the team to get things done.

Team members have the competence, cohesion and mandates to make sound decisions. The team works collaboratively, relying on its collective wisdom to make decisions and achieve results. The Leader’s role in the team is defined - focused on long-term, high value matters of strategic importance.

Free Reign(Do it your way)

Managementby Exception

The Leader has set the right conditions and only intervenes when things are not going according to plan. The team is fully empowered and has the full trust of the Leader.

The Leader is kept informed by a fully competent and experienced team and intervenes only when results deviate significantly from the plan. The Leader is focused on shaping the company’s future strategic course.

Copyright © 2016 Oxford Leadership. OXFORD LEADERSHIP 5

Page 6: Team & Exec Coaching PROGRAMME OVERVIEW · culture. Organisations that develop their managers to be coaches experience consistently higher levels of employee productivity and engagement

Characteristics of a Leader-as-Coach Culture

The characteristics are:

1. Rapid response and agility

2. Steering calibration

3. Highly devolved decision making

4. Clarity of strategic priorities

5. Absolute personal responsibility

6. Fierce resolve

7. Fully empowered people

8. Highly competent

9. Fully response-able

6 OXFORD LEADERSHIP | BUILDING SUSTAINABLE FEEDBACK CULTURE

Page 7: Team & Exec Coaching PROGRAMME OVERVIEW · culture. Organisations that develop their managers to be coaches experience consistently higher levels of employee productivity and engagement

Copyright © 2016 Oxford Leadership. OXFORD LEADERSHIP 7

We develop leaders who shape the understanding, development and learning of team members so they can act independently in alignment with the global strategy of the organisation.

Page 8: Team & Exec Coaching PROGRAMME OVERVIEW · culture. Organisations that develop their managers to be coaches experience consistently higher levels of employee productivity and engagement

Copyright © 2016 Oxford Leadership. All rights reserved.

Customised coaching programmes for CEOs, board members, senior executives, and high-potential leaders.

About Oxford LeadershipTM

Oxford Leadership™ is a global leadership consultancy that aligns people, purpose & strategy - driving socially responsible transformation in global organisations. Our international network includes 215 partners, consultants, and coaches in 24 countries throughout Europe, North America, Latin America, Asia, and Africa. We transform leaders, align teams and create fierce resolve and passion to win. Typical interventions are to accelerate performance, execute strategy and embed capability and change. Our programmes are part of the core curriculum in many of our client’s corporate universities, and our leadership development programmes have over 300,000 executive alumni. Methodologies are based on more than 100 corporate turnarounds and performance acceleration assignments in FTSE 100 and Fortune 500 companies.

Austria, Belgium, Brazil, Canada, China, Colombia, Denmark, Finland, France, Germany, Italy, Mexico, Norway, Poland, Portugal, Russia, Serbia, South Africa, Spain, Sweden, The Netherlands, UK, Uruguay, and the USA.

Performance Consulting

Leadership Development

Team & Exec Coaching

For more information about Oxford Leadership or to get in touch, visit us at:

www.oxordleadership.com


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