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Welcome to Coaching Leaders Today for the Challenges of Tomorrow ASTD Coaching SIG Jeanne Schulze & Michelle Weitzman Penn Lake Library 7 June 2010

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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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Page 1: 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

Page 2: Coaching Sig Coaching Leaders For Tomorrow 6.7.10

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

Page 3: Coaching Sig Coaching Leaders For Tomorrow 6.7.10

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

Page 4: Coaching Sig Coaching Leaders For Tomorrow 6.7.10

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

Page 5: Coaching Sig Coaching Leaders For Tomorrow 6.7.10

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

Page 6: Coaching Sig Coaching Leaders For Tomorrow 6.7.10

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

Page 7: Coaching Sig Coaching Leaders For Tomorrow 6.7.10

Changes for Leaders?Changes for Coaches?

The Best of the Best

Companies for Leadership

Page 8: Coaching Sig Coaching Leaders For Tomorrow 6.7.10

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.

Page 9: Coaching Sig Coaching Leaders For Tomorrow 6.7.10

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

Page 10: Coaching Sig Coaching Leaders For Tomorrow 6.7.10

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

Page 11: Coaching Sig Coaching Leaders For Tomorrow 6.7.10

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

Page 12: Coaching Sig Coaching Leaders For Tomorrow 6.7.10

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)

Page 13: Coaching Sig Coaching Leaders For Tomorrow 6.7.10

SA Self

Knowledge/Self

Awareness

Page 14: Coaching Sig Coaching Leaders For Tomorrow 6.7.10

Self awareness of what?

1. Strengths2. Overused3. OKs (average)4. Weaknesses5. Blind Spots6. Untesteds7. Derailers

Page 15: Coaching Sig Coaching Leaders For Tomorrow 6.7.10

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

Page 16: Coaching Sig Coaching Leaders For Tomorrow 6.7.10

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

Page 17: Coaching Sig Coaching Leaders For Tomorrow 6.7.10

Development Suggestion

HAVENO

BLINDSPOTS

Page 18: Coaching Sig Coaching Leaders For Tomorrow 6.7.10

Leaders who know themselves better are in turn better

able to leverage or deploy themselves

against the mission

Page 19: Coaching Sig Coaching Leaders For Tomorrow 6.7.10

PQ

Page 20: Coaching Sig Coaching Leaders For Tomorrow 6.7.10

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)

Page 21: Coaching Sig Coaching Leaders For Tomorrow 6.7.10

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

Page 22: Coaching Sig Coaching Leaders For Tomorrow 6.7.10

Development Suggestion

ListenFOR and to

Others

Page 23: Coaching Sig Coaching Leaders For Tomorrow 6.7.10

LQ

Page 24: Coaching Sig Coaching Leaders For Tomorrow 6.7.10

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.

Page 25: Coaching Sig Coaching Leaders For Tomorrow 6.7.10

Learning how to deal effectively with first-time or changing situations is more

predictive of long-term success than raw

intelligence.

Research

Page 26: Coaching Sig Coaching Leaders For Tomorrow 6.7.10

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

Page 27: Coaching Sig Coaching Leaders For Tomorrow 6.7.10

The three essential leverages

to enhance success with others

1.Self Agility

2.People Agility

3.Learning Agility

Conclusion

Page 28: Coaching Sig Coaching Leaders For Tomorrow 6.7.10

The three essential leverages

1.Leveraging yourself

2.Leveraging others

3.Leveraging new information

Conclusion

Page 29: Coaching Sig Coaching Leaders For Tomorrow 6.7.10

How do people develop these skills?

Page 30: Coaching Sig Coaching Leaders For Tomorrow 6.7.10

70 Jobs

20 People

10 Courses

25 Hardships

Page 31: Coaching Sig Coaching Leaders For Tomorrow 6.7.10

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

Page 32: Coaching Sig Coaching Leaders For Tomorrow 6.7.10

1. Full-time Jobs2. Part-time Assignments

- Taskforces- Special Projects

3. Feedback4. Coaching/Counseling/

Mentoring5. Self-Development6. Courses/Workshops/Seminars

Page 33: Coaching Sig Coaching Leaders For Tomorrow 6.7.10

5 Main Types of Follow-up Plans

1. Development Plan

2. Enhancement Plan

3. Good to Great Plan4. Workaround Plan5. Substitution or

Compensation Plan

Page 34: Coaching Sig Coaching Leaders For Tomorrow 6.7.10

1.Development PlanWeakness to Average

2. Enhancement PlanAverage to Good

3. Good to Great PlanGood to Outstanding

Page 35: Coaching Sig Coaching Leaders For Tomorrow 6.7.10

4. Workaround PlanWork Around a Known

problem5. Substitution or

Compensation PlanFind other Skills that

do the Same Thing

Page 36: Coaching Sig Coaching Leaders For Tomorrow 6.7.10

What Does all of this Mean for Coaches?Who? What?

Why? When?

How? Where?

Page 37: Coaching Sig Coaching Leaders For Tomorrow 6.7.10

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?

Page 38: Coaching Sig Coaching Leaders For Tomorrow 6.7.10

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

Page 39: Coaching Sig Coaching Leaders For Tomorrow 6.7.10

As Today, So tomorrow My next steps are to….

?

Page 40: Coaching Sig Coaching Leaders For Tomorrow 6.7.10

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

Page 41: Coaching Sig Coaching Leaders For Tomorrow 6.7.10

Coaching Leaders Today for the Challenges of Tomorrow

ASTD Coaching SIGJeanne Schulze & Michelle Weitzman

Penn Lake Library7 June 2010