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

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What brings you here?<br />Objectives:<br />Examine business shifts and challenges post recession<br />Top 20 Companies for Leadership<br />Compare past to future: Leaders/Coaches<br />The Three Essential Leverages for Legacy Leaders<br />Implications for Coaches<br />

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Go Retro: Our Coaching Journey<br />For each decade<br />Business Landscape/culture<br />Who was getting coached?<br />About what?<br />Challenges for the leader<br />Challenges for the coach<br />10 Minutes<br />

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Consider this:<br />“We are not just living in an age of change; we’re living through a ‘change of age’: <br />the most profound inflection point in human history since the Enlightenment.”<br />Eamon Kelly <br />

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Five Forces Reshaping the Global Economy: McKinsey<br />Overall economic volatility is a permanent feature (European debt)<br />Shift in global economic activity from developed to developing economies<br />Growth in the number of consumers in emerging markets<br />Technologies that enable a free flow of information and collaboration worldwide<br />Increasingly global labor markets: productivity & talent management<br />

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Five Forces: Future?<br />Capturing growth in emerging markets – requires retooling of existing business models and reconfiguring companies’ price/value equations.<br />Need for risk management strategies – geopolitical instability and market volatility in emerging markets<br />Technology will materially reshape consumer awareness, choice and interactivity models. Power of technology shapes competitive advantage<br />

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Changes for Leaders?Changes for Coaches?<br />The Best of the Best<br />Companies for Leadership<br />

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2009 Best Companies for LeadershipHay Group/Business Week<br />General Electric<br />Southwest Airlines<br />3M Company<br />Procter & Gamble<br />Accenture<br />Wal-Mart Stores<br />Nestle<br />Coca-Cola<br />McDonald’s Corporation<br />Infosys Technologies <br />IBM<br />Cisco<br />United Parcel Service<br />IKEA<br />ABB<br />Zappos<br />Hewlett-Packard<br />Goldman Sachs<br />Unilever<br />General Mills, Inc.<br />

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The Best Companies for Leadership <br />Produce better shareholder returns<br />Create better leaders: results, develop capabilities, a ready talent pool<br />Operate better in more complex environments<br />Position themselves for the .<br />Manage & invest in development for a culture of leadership <br />Address bigger and broader issues: social responsibility, women in sr. positions, easier to work from home, appreciation of global issues required for the job<br />

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Learnings from the Best<br />Encourage ‘purpose driven’ leadership<br />Build cross-functional collaboration capability<br />Treat talent management as a strategic corporate asset (it takes an organization to raise a leader)<br />Leverage your culture to drive and sustain development<br />Develop strategic thinking skills<br />Expect your leaders to teach and mentor others (take accountability for next generation leaders)<br />Leadership more than ever will drive business performance<br />Ignore leadership development at your own peril<br />Best Companies develop leaders who can operate in an increasingly complex and deeply connected global environment<br />No one way to develop a culture of leadership<br />Engagement and enablement are key to driving organizational performance<br />

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In a complex world Leaders need to be:<br />Agile learners<br />Strategic and tactical<br />Emotionally intelligent<br />Inspiring<br />Fast and careful decision makers<br />Builders of teams<br />Influential<br />New technical competencies <br />And, create environments that drive performance and engagement<br />

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So what are the underlying characteristics of leaders who have these capabilities? <br /> Self Awareness (Leveraging Self)<br /> PQ (Leveraging People)<br /> LQ (Leveraging Information)<br />

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SA Self Knowledge/Self Awareness<br />

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Self awareness of what?<br />Strengths<br />Overused<br />OKs (average)<br />Weaknesses<br />Blind Spots<br />Untesteds<br />Derailers<br />

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Self Assessment?<br />Less accurate than anyone<br />Most accurate about strengths<br />Less accurate about weaknesses<br />Least accurate about interpersonal weaknesses (PQ)<br />© Copyright 1999- 2002 Robert W. Eichinger, All Rights Reserved<br />

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Research?<br />Successful people are more self aware<br />Successful people seek out more feedback from more sources<br />Successful people do more with the feedback they get<br />

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Development Suggestion<br />HAVE<br />NO <br />BLINDSPOTS<br />

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Leaders who know themselves better are in turn better able to leverage or deploy themselves against the mission<br />

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PQ<br />

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People Skills and Listening<br />Most managers and executives should and could listen more<br />Listening is the great universal lubricant<br />Listening has two purposes:<br />1. Learning something useful<br />2. Respect for the time and effort of others (engaging others)<br />

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People Skills and Managing Conflict<br />Most managers and executives have trouble with managing face to face conflict constructively<br />Managing conflict is the great universal lubricant to managing change<br />

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Development Suggestion<br />Listen<br />FOR and to<br />Others<br />

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LQ<br />

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Learning Agility<br /><ul><li> 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.</li></li></ul><li>Research<br />Learning how to deal effectively with first-time or changing situations is more predictive of long-term success than raw intelligence.<br />

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Learning Agile / High Potentials<br />Seek and have more experiences to learn from<br />Better self awareness<br />Enjoy complex, first time problems<br />Get more out of experiences<br />Perform better because they incorporate new perspectives and skills<br />

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Conclusion<br />The three essential leverages<br />to enhance success with others<br />Self Agility<br />People Agility<br />Learning Agility<br />

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Conclusion<br />The three essential leverages<br />Leveraging yourself<br />Leveraging others<br />Leveraging new information<br />

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How do people develop these skills?<br />

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70 Jobs<br />20 People<br />10 Courses<br />25 Hardships<br />

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Hardships<br /><ul><li>Serious Business Mistakes

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Missed Promotion/Fired/Downsized/ Demoted/Lousy Jobs

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Personal Trauma

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Problem Subordinates

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Unexpected Critical/Negative Feedback

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Bad Boss (es)

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Diversity Issues/Errors/Politically Incorrect</li></li></ul><li>1. Full-time Jobs<br />2. Part-time Assignments<br /> - Taskforces<br /> - Special Projects<br />3. Feedback<br />4. Coaching/Counseling/<br /> Mentoring<br />5. Self-Development<br />6. Courses/Workshops/Seminars<br />

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5 Main Types of Follow-up Plans<br />1. Development Plan<br />2. Enhancement Plan<br />3. Good to Great Plan<br />4. Workaround Plan<br />5. Substitution or Compensation Plan<br />

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Development Plan<br />Weakness to Average<br />2. Enhancement Plan<br /> Average to Good<br />3. Good to Great Plan<br /> Good to Outstanding<br />

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4. Workaround Plan<br />Work Around a Known problem<br />5. Substitution or Compensation Plan<br />Find other Skills that do the Same Thing<br />

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What Does all of this Mean for Coaches?<br />Who? What? <br />Why? When?<br />How? Where?<br />

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Discussion <br />How can coaches help LQ, SA and PQ Challenged Leaders?<br />What is your business case for coaching LQ, SA and PQ?<br />How would you market your services in a VUCA world?<br />

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12 Coaching Essentials<br />Build self-awareness<br />Expand perspective<br />Increase team building skills<br />Practice emotional resiliency<br />Build builders of talent<br />Challenge creativity, innovation<br />Explore global business issues, practices & models<br />Try on new behaviors (low risk experiments)<br />Cultivate a feedback rich environment<br /> Embrace change<br /> Appreciate those “not like me”<br />Evolve to a culture of leadership and engagement<br />

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As Today, So tomorrow My next steps are to….<br />?<br />

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References<br />http://www.haygroup.com/ww/downloads/Details.aspx?ID=24479<br />http://www.businessweek.com/careers/special_reports/20100216best_companies_for_leadership.htm<br />http:/www.mckinseyquarterly.com/Five_forces_reshaping_the_global_economy_McKinsey_Global_Survey_results_2581<br />The Leadership Machine by Robert W. Eichinger & Michael M. Lombardo<br />FYI For Learning Agility™ by Robert W. Eichinger, Mike M. Lombardo & Cara C. Capretta<br />

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Coaching Leaders Today for the Challenges of Tomorrow<br />ASTD Coaching SIG<br />Jeanne Schulze & Michelle Weitzman<br />Penn Lake Library<br />7 June 2010<br />