coaching sig coaching leaders for tomorrow 6.7.10
Post on 12-Nov-2014
Embed Size (px)
DESCRIPTIONPresentation to the ASTD Coaching SIG on 6.7.10. Leader\'s success based on self-awareness, PQ & LQ.
- 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?
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
Who was getting coached?
Challenges for the leader
Challenges for the coach
- 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.
- 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
Procter & Gamble
United Parcel Service
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:
Strategic and tactical
Fast and careful decision makers
Builders of teams
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?
- 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
- 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
FOR and to
- 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.
View more >