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Leadership development in international setting

#1 in Poland in cross-cultural and international cooperation

Diversity management and people development strategies

POLAND. Czech Republic. Hungary. Germany. Austria. Switzerland. Russia. | Spain. Italy. Romania.

The power of international teams

conference for managers and HR (Wrocław, October 20th, 2017) www.internationalteams.eu

ETTA business breakfasts 2016 Wrocław

• FRISowanie na śniadanie – Dec 9th, 2015

• Osłódź sobie Niemców – Mar 24th, 2016

• Cross-Cultural Recruitment – May 24th, 2016

• Dobry start – jak odpalić współpracę w międzynarodowym zespole? – Jun 21st, 2016

• Let’s Go Dutch! Współpraca z Holendrami – Sep 20th, 2016

• China First Aid Kit. Cooperating with the Chinese. Nov 15th, 2016

• Ukrainians – How to deal with the new driving force? Dec 5th, 2016

ETTA business breakfasts 2017 Wrocław

• Leadership, business, intercultural COACHING

– March 28th

• Measuring Diversity. Diagnostic tools in

business. – April 27th

• Mental Toughness – May 30th

etta coaches

Special guest

Coaching as industry development

Coaching market is estimated at USD 2 billion globally.

75% British companies apply coaching in leadership development.

Only in UK, there are 5 000 active executive coaches.

Global expansion extends farther than Europe, Australia, and North

America.

Source: Jenny Rogers, Od trenera do coacha, 8 zasad prowadzących do sukcesu, Konferencja MATRIK „Tożsamość zawodu Trenera Zarządzania”, 2011

Why coaching has developed

Companies need leaders who have more „emotional intelligence”

More senior employees might be reluctant to trainings

Emotional intelligence translates into employee engagement

people feel more motivated

Engaged employees = company success

Professional development on the job is more efffective

than a training

Coaching is tailored to the needs of individuals and organisations

Source: Jenny Rogers, Od trenera do coacha, 8 zasad prowadzących do sukcesu, MATRIK Conference„Tożsamość zawodu Trenera Zarządzania”, 2011

Plan for today!

• Coaching vs giving advice

• Coach vs other people development roles

• Building the coaching relationship

• Coaching in practice

• What fits as the best approach? Case studies

• Coaching: areas of application

• What / who is a good coach?

• Coaching structures

• Manager as a coach

Coaching vs giving advice

pairs:

A. Tell the other person about some kind of a challenge that you are facing currently.

B. Give the other person good advice!

• Who feels better now? Who feels that you can manage / solve the issue?

Coaching vs giving advice

pairs:

A. Tell the other person about some kind of a challenge that you are facing currently.

B. Ask open questions. (What, Who, Why, When, Where, How…)

• Who feels better now? Who got an idea how to approach the challenge? Who feels more motivated?

People development roles

Coach

Trainer

Mentor

Manager

Therapist

Facilitator

Consultant

SCRUM Master

Roles in people development

16

Similarities between coaching and training

In both processes:

The key thing is learning and development

Adult learning principles are applied

It might be about professional or personal development

People performing both these jobs need to demonstrate similar

strenghts and skills. They need, for instance, be patient, they need

to be able to express their thoughts clearly, be open and warm-

hearted, self-confident, and well organized.

Source: Jenny Rogers, Od trenera do coacha, 8 zasad prowadzących do sukcesu, MATRIK Conference„Tożsamość zawodu Trenera Zarządzania”, 2011

Differences between coaching and training

TRAINING

Agenda is pre-defined and might be established externally

Trainer is a specialist in a certain field

It is helpful to be sensitive to psychological issues

Controls the situation

The rational side is usually in the foreground, feedlings are usually marginalized

COACHING

Concentrates on client’s needs; no ready-made agenda

Coach is a specialist in coaching

It is necessary to be sensitive to psychological issues

Coach co-controls the situation

Feelings + logic and common sense

Source: Jenny Rogers, Od trenera do coacha, 8 zasad prowadzących do sukcesu, MATRIK conference„Tożsamość zawodu Trenera Zarządzania”, 2011

Differences between coaching and training

(continued)

TRAINING

Participant does not need to be voluntary

Less pressure on confidence

Usually a group process

Lower cost per participant

Can refer to employees on all levels

COACHING

Client needs to be voluntary

Confidence is extremely important

Usually individual work with the client

Higher cost per participant

Usually for higher management levels or selected employees

Source: Jenny Rogers, Od trenera do coacha, 8 zasad prowadzących do sukcesu, MATRIK Conference„Tożsamość zawodu Trenera Zarządzania”, 2011

Source: 20

Therapy vs. Coaching Consulting vs. Coaching Sport Coach vs. Coaching

21

Therapy vs. Coaching

Instead they help their Clients get clear on

• what they want in the future,

• why they want it,

• and how they are going to achieve it.

Unlike therapists and counselors, coaches don't focus on the childhood or past experiences that might be the root of the way a person lives or feels.

Source:

22

Consulting vs. Coaching

Coaches use tools and processes to help Clients to generate

their own solutions and then hold them accountable

for following through.

Consultants diagnose the needs of an organization or individual and offer their own solutions based on their specialized expertise to ‘fix’ the problem; solutions which they often implement for the client as well.

Source:

23

Professional life, business or executive coaching

is the opposite; it's the Client who sets the goals.

Someone new to coaching might hear the word „coach” and think football, but sports coaches generally are in charge, setting the goals and the path to victory. Teaching, correcting, and managing are all skills a sports coach would use.

Sport Coach vs. Coaching

Source:

Coaching

is a creative partnership with the Client,

focusing on designing and implementing

specific, meaningful changes in the Client's personal and/or professional life.

24 Source:

Solution-Focused Moving the Client towards

their desired future outcomes, instead of concentrating on past experiences or reasons

for present dissatisfaction.

25

Client-Centered Trusting the Client’s inner

resources and skills, respecting their agenda and future outcomes.

Coaching is an advice free zone.

Systematic Understanding the holistic nature of the Client, seeing how positive change can fit into their bigger picture.

Action Oriented Pursuing change in specific, inspired steps that lead to fundamental shifts in attitude, behaviour and habit

formation.

Coaching is…

Source:

Has anyone ever used coaching? See what Bill Gates (CEO, IBM)

and Eric Schmidt (CEO, Google) can tell you about it!

Source: https://youtu.be/yjj7Km64jaY 26

Coaching starts from a relationship

• active listening

Source: https://pl.pinterest.com/pin/275071489720005895/ from 170328

27

COACHING ETHICS Building the relationship

28

CASE STUDY

29

I am a leader now

• One of talented specialists in a team has recently been promoted to the role of a team manager. She has never had a people manager role before, and she lacks knowledge of basic management tools.

30

I am a leader now

• One of talented specialists in a team has recently been promoted to the role of a team manager. She has never had a people manager role before, and she lacks knowledge of basic management tools.

31

Training

Unsuccessful project

• An experienced project manager has recently been promoted to a regional role. Unfortunately, the project he has taken over, collapsed. After giving his thought to what had happened, he realised that many of his professional habits turned out counter-productive in the new position. He wants to change the way he approaches relationships with the key stakeholders.

32

Unsuccessful project

• An experienced project manager has recently been promoted to a regional role. Unfortunately, the project he has taken over, collapsed. After giving his thought to what had happened, he realised that many of his professional habits turned out counter-productive in the new position. He wants to change the way he approaches relationships with the key stakeholders.

33 4 Coaching

A sales guy with a… risk

• A new member of the sales team is doing his best to catch up with his colleagues. Even though he seems to be talented, he has little understanding of the field and keeps on committing blunders. He had worked in the same role, but in another field before.

34

A sales guy with a… risk

• A new member of the sales team is doing his best to catch up with his colleagues. Even though he seems to be talented, he has little understanding of the field and keeps on committing blunders. He had worked in the same role, but in another field before.

35

Mentoring

Poisonous failure

• One of managers in the company has been failing his assignments consistently and has a bad reputation among other employees. The executives are looking for a way to fix the situation.

36

Poisonous failure

• One of managers in the company has been failing his assignments consistently and has a bad reputation among other employees. The executives are looking for a way to fix the situation.

37

Corrective feedback

High expectations

• The security manager in a production company is going to retire in a year’s time. It is already announced who will most probably be his successor. However, the Spanish headquarters said they disliked the way the candidate comes across. It has become doubtful whether he can really hope for this assigment unless he changes something in his behaviour.

38

High expectations

• The security manager in a production company is going to retire in a year’s time. It is already announced who will most probably be his successor. However, the Spanish headquarters said they disliked the way the candidate comes across. It has become doubtful whether he can really hope for this assigment unless he changes something in his behaviour.

39

4 Intercultural Coaching

Top job

• An experienced manager has recently changed the employer. The new position is about much more freedom and influence, but also about much more responsibility. She is worried not to make a mistake and is looking for ways to do a good job in the new role.

40

Top job

• An experienced manager has recently changed the employer. The new position is about much more freedom and influence, but also about much more responsibility. She is worried not to make a mistake and is looking for ways to do a good job in the new role.

41

4 Executive Coaching

Pressing time

• A team of regional directors want to introduce some changes in the way they work in the regions, but they are not able to reach a common conclusion due to obstacles like lack of time, other pushing priorities, or contradicting visions of what is the main purpose of themselves as a team.

42

Pressing time

• A team of regional directors want to introduce some changes in the way they work in the regions, but they are not able to reach a common conclusion due to obstacles like lack of time, other pushing priorities, or contradicting visions of what is the main purpose of themselves as a team.

43

4 Team Coaching

New style

• A company has recently changed its owner, and it impacts the management and leadership style preferred in the org. The local management team, however, stays resistant to the proposed changes despite the efforts of the new local director coming from the headquarters.

44

New style

• A company has recently changed its owner, and it impacts the management and leadership style preferred in the org. The local management team, however, stays resistant to the proposed changes despite the efforts of the new local director coming from the headquarters.

45

4 Team Coaching or Facilitation

Watch out for missing the systemic perspective!

A sample example of an organisation which some employees were „made to” relocate and adapt to new conditions.

Coaching sessions were directed to just one middle level manager. His emotional outbursts were treated as an individual problem in the company.

This Client was, however, just one of many employees who needed support and help.

46 Artur Krupa, „knowhow”,nr 6.2011

AREAS OF APPLICATION Coaching

47

Can you coach in…? Yes, sure!

• Business

• Sales

• Executive

• Intercultural

• Performance

• Succession

• Career

• …

• Relationship

• Love

• Money (prosperity)

• Small business

• Entrepreneuership

• Personal wellbeing

• Spiritual

• Sex coaching

48

any experience would help?

STRUCTURES Coaching

49

INDIVIDUAL COACHING

50

STEP 1 STEP 2 STEP 3

DAYS

boss

boss boss

employee

employee employee

Boss makes research, employee defines the goal

Agreeing on details

First meeting, indicating the area of work

STEP 3 STEP 4 STEP 5

boss

coach

employee

employee

coach

employee

First meeting, ok to proceed

START: tri-partite meeting

Agreeing on details

boss

Coaching is a process!

53

TEAM COACHING

54

Team coaching process

55

GROUP COACHING

56

GROUP COACHING INDIVIDUAL COACHING

Support from others

Common implementation Individual actions

outc

om

e

Group coaching vs individual coaching

SYSTEMIC CHANGE INDIVIDUAL CHANGE

Support from coach

Sharing knowledge and inspiration

Confidence Trust

Individual work

Source: AfT Coaching Forum7, 100311

MANAGER AS A COACH

58

CLOSING

59

Grow with our best support!

Thank you!

Monika Chutnik monika.chutnik@ettaconsult.eu +48 888 099 551 ETTA Global Leadership Consulting www.ettaconsult.eu www.facebook.com/ettaGlobalLeadership

Explore the global leadership world with us again!

BACKUP SLIDES

64

Coaching myths (Jenny Rogers)

• There is a distinct border between coaching and therapy – There is no distinct border, it is rather a matter of what we look for

• Client is fragile – Clients are tough, they choose themselves how they react • Leadership coaching is just about work results – It’s always the complete human

being • Change is easy – Real change is difficult • Everyone can be a coach – Not everyone • Coaching is for losers – Coaching works best with ambitious people • Coaching is a ‘soft’ option for Clients – Coaching requires the Client to be really

adult • Everyone is coachable – Not everyone is coachable • It’s only about attentive listening – It’s about authenticity, full engagement into

the Client’s perspective, „dancing in the right moment”