coaching sig coaching leaders for tomorrow 6.7.10

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Presentation to the ASTD Coaching SIG on 6.7.10. Leader\'s success based on self-awareness, PQ & LQ.

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  • 1. Welcome to Coaching Leaders Today for the Challenges of Tomorrow
    ASTD Coaching SIG
    Jeanne Schulze & Michelle Weitzman
    Penn Lake Library
    7 June 2010
  • 2. 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
  • 3. 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
  • 4. Consider this:
    We are not just living in an age of change; were living through a change of age:
    the most profound inflection point in human history since the Enlightenment.
    Eamon Kelly
  • 5. Five Forces Reshaping the Global Economy: McKinsey
    Overall economic volatility is a permanent feature (European debt)
    Shift in global economic activity from developed to developing economies
    Growth in the number of consumers in emerging markets
    Technologies that enable a free flow of information and collaboration worldwide
    Increasingly global labor markets: productivity & talent management
  • 6. 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
  • 7. Changes for Leaders?Changes for Coaches?
    The Best of the Best
    Companies for Leadership
  • 8. 2009 Best Companies for LeadershipHay Group/Business Week
    General Electric
    Southwest Airlines
    3M Company
    Procter & Gamble
    Accenture
    Wal-Mart Stores
    Nestle
    Coca-Cola
    McDonalds Corporation
    Infosys Technologies
    IBM
    Cisco
    United Parcel Service
    IKEA
    ABB
    Zappos
    Hewlett-Packard
    Goldman Sachs
    Unilever
    General Mills, Inc.
  • 9. 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
  • 10. 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
  • 11. 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
  • 12. So what are the underlying characteristics of leaders who have these capabilities?
    Self Awareness (Leveraging Self)
    PQ (Leveraging People)
    LQ (Leveraging Information)
  • 13. SA Self Knowledge/Self Awareness
  • 14. Self awareness of what?
    Strengths
    Overused
    OKs (average)
    Weaknesses
    Blind Spots
    Untesteds
    Derailers
  • 15. 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
  • 16. 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
  • 17. Development Suggestion
    HAVE
    NO
    BLINDSPOTS
  • 18. Leaders who know themselves better are in turn better able to leverage or deploy themselves against the mission
  • 19. PQ
  • 20. 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 useful
    2. Respect for the time and effort of others (engaging others)
  • 21. 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
  • 22. Development Suggestion
    Listen
    FOR and to
    Others
  • 23. LQ
  • 24. 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.

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