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