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Coaching Sig Coaching Leaders For Tomorrow 6.7.10

  1. 1. 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 />
  2. 2. 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 />
  3. 3. 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 />
  4. 4. 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 />
  5. 5. 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 />
  6. 6. 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 />
  7. 7. Changes for Leaders?Changes for Coaches?<br />The Best of the Best<br />Companies for Leadership<br />
  8. 8. 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 />
  9. 9. 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 />
  10. 10. 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 />
  11. 11. 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 />
  12. 12. 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 />
  13. 13. SA Self Knowledge/Self Awareness<br />
  14. 14. Self awareness of what?<br />Strengths<br />Overused<br />OKs (average)<br />Weaknesses<br />Blind Spots<br />Untesteds<br />Derailers<br />
  15. 15. 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 />
  16. 16. 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 />
  17. 17. Development Suggestion<br />HAVE<br />NO <br />BLINDSPOTS<br />
  18. 18. Leaders who know themselves better are in turn better able to leverage or deploy themselves against the mission<br />
  19. 19. PQ<br />
  20. 20. 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 />
  21. 21. 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 />
  22. 22. Development Suggestion<br />Listen<br />FOR and to<br />Others<br />
  23. 23. LQ<br />
  24. 24. 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 />
  25. 25. 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 />
  26. 26. Conclusion<br />The three essential leverages<br />to enhance success with others<br />Self Agility<br />People Agility<br />Learning Agility<br />
  27. 27. Conclusion<br />The three essential leverages<br />Leveraging yourself<br />Leveraging others<br />Leveraging new information<br />
  28. 28. How do people develop these skills?<br />
  29. 29. 70 Jobs<br />20 People<br />10 Courses<br />25 Hardships<br />
  30. 30. Hardships<br /><ul><li>Serious Business Mistakes
  31. 31. Missed Promotion/Fired/Downsized/ Demoted/Lousy Jobs
  32. 32. Personal Trauma
  33. 33. Problem Subordinates
  34. 34. Unexpected Critical/Negative Feedback
  35. 35. Bad Boss (es)
  36. 36. 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 />
  37. 37. 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 />
  38. 38. 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 />
  39. 39. 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 />
  40. 40. What Does all of this Mean for Coaches?<br />Who? What? <br />Why? When?<br />How? Where?<br />
  41. 41. 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 />
  42. 42. 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 />
  43. 43. As Today, So tomorrow My next steps are to….<br />?<br />
  44. 44. References<br /><br /><br />http:/<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 />
  45. 45. 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 />

Notas del editor

  • Before we look at the future, let’s go retro. Small groupsBS ideas about that decade related to coaching and leadership
  • Report highlights from the Hay Group: “Getting ahead of the curve”Here’s the good news: After a prolonged and painful downturn, the business environment in most sectors is finally starting to improve – and for the first time in months, managers are looking forward to things getting back to normal. Here’s the bad news: “Normal’ after this recession isn’t going to be anything like the normal you knew before. The world has changed, and it’s still changing. Consider the life sciences for example. Virtually every enterprise is grappling with the challenges of a fundamental, sector-wide transformation that is touching every aspect of their operations – from research and development to administration to marketing and sales. This kind of dislocating change is affecting every industry. And those organizations that recognize the changes in their market landscape – and adapt to them more quickly than their competitors – are the ones that will ride the upward curve of the economic recovery.
  • Expect increased overall volatility to become a permanent feature of the global economy, especially debt in EuropeFinding the right talent to meet strategic goalsMost important factor reshaping the world: the shift in global economic activity from developed to developing economiesTalent tapped from developing countries; young and growing populationsBuilding a local presencePartnerships and joint ventures increasingTalent recruiting in emerging marketsDeveloping new business modelsDeveloped economies – low birth rates and graying workforces will need sizeable gains in labor productivityGreatest talent shortfalls – management, R&amp;D, strategyIncreased role of governments: public debt, which countries will get the investments i.e., Chino getting more investment, then India, Brazil, then US. Russia is last.
  • Quick question to audience?
  • Here are the lessons about the recovery that were gleaned from the 2009 Best Companies for Leadership:1. Stop treading – start swimming2. Be innovative and strategic about direction3. Recognize your culture – and act to advance it – Zappos – an internet retailer vs. GE – button down professionalism4. Enable your people to do their best5. Relax a little – Get beyond survival mode. Loosen up a little, and try to find – or create – a little fun in the workplace. In the WMAC’s, they were able to sustain performance in changing conditions (ala Built to Last) because they -Invested more for the future-Greater long term focus-Clear on strategies-Executives were focused on LT Objectives-Executives who compromised objectives for short term results are ejected-Had an embedded platform to weather the storm -Through the downturn, most variables measured in the survey had increased over the 2 years of this downturn
  • Which of these are you already aware of addressing in your coaching practice?
  • According to the Hay Group Study, a clear profile for leaders of the future arises