NCCI // JULY 2017 Coaching Leadership: A Necessary Skill for Leading Change in Today s Higher Education Institutions

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1 NCCI // JULY 2017 Coaching Leadership: A Necessary Skill for Leading Change in Today s Higher Education Institutions Yael Bacharach Cofounder, Bacharach Leadership Group Kathy Burkgren Associate Vice President, Organizational & Workforce Development, Cornell University Chris Halladay Associate Vice President, Human Resources, Lehigh University

2 INTRODUCTION TO BLG The BLG leadership training model: Is empirically based and experiential Trains leaders to master the core competencies necessary to execute change & innovation Trainers are experts in their fields, faculty or administrators who have held positions in the Higher Education. Why needed in Higher Education?

3 BLG LEADING CHANGE MODEL I II III IV Contextual Competence Ideation Competence Political Competence Managerial Competence Academic context The university context Frame the challenge lead for divergence & convergence Anticipate Coalesce Engage Enhance Be cognizant of opportunities & constrains of industry, customer needs, and internal barriers Frame the challenge & foster channeled idea generation through individuals & groups Move agendas forward by overcoming resistance, building coalitions, & getting the buy-in Maintain momentum of teams by coaching, providing resources, managing conflicts, & sustaining Coaching commitment Leading for EXECUTION

4 BLG LEADING CHANGE MODEL I II III IV Contextual Competence Ideation Competence Political Competence Managerial Competence Academic context The university context Frame the challenge lead for divergence & convergence Anticipate Coalesce Engage Enhance Be cognizant of opportunities & constrains of industry, customer needs, and internal barriers Frame the challenge & foster channeled idea generation through individuals & groups Move agendas forward by overcoming resistance, building coalitions, & getting the buy-in Maintain momentum of teams by coaching, providing resources, managing conflicts, & sustaining Coaching commitment Leading for EXECUTION

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6 BLG & LEADING CORNELL Cornell internally developed and delivered a talent development program in to further prepare high potential leaders for senior level academic and administrative roles In 2009, partnered with Bacharach Leadership Group (BLG) to deliver a program that further prepares high potential leaders for senior level roles Cornell offered the 4 th BLG program for the 4 th time in There are 28 people per program

7 BLG & LEADING CORNELL Nominations made by Deans and Vice Presidents they rank the nominations in the order they wish their faculty and staff to attend We receive more nominations than we can accommodate An advisory group helps determine final participant list By the end of the program each cohort completes a key

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9 BLG & PRAGMATIC LEHIGH Lehigh piloted Pragmatic Leadership to an identified group of high potential leaders as an initial part of Succession Planning Lehigh must plan for continuity in view of an aggressive growth agenda with deliverables extending beyond several anticipated senior level retirements. Besides classroom experience, participants researched and recommended 3 change agendas to Senior Staff Senior Administration has committed to additional Pragmatic Leadership trainings, probably every other year Training holds participants, span 2 semesters, include Peer and Online Coaching, Sr Staff Panels, and Executive Sponsored Action Learning Project

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11 BLG & LEADING A LEGACY AT UVA BLG & LEADING A LEGACY AT UVA Organizational Excellence initiated and coordinated, UVA s quality and improvement program that is part of the EVP/COO portfolio Significant change underway at the University Leading a Legacy addressed a gap in other UVA leadership programs pragmatic change leadership Offered in 2015 as a pilot program

12 BLG & LEADING A LEGACY AT UVA Formal Program Leading change - taking a vision or a strategy from initiation to implementation. Targeted inaugural cohort members based on criteria 27 participants invited by EVP to participate: operational areas, academic administration, faculty 3 sessions over 7 months: Leading Change, Coaching Leadership, Virtual Coaching Follow-up

13 BLG & LEADING A LEGACY AT UVA Informal Self-Organized Component To continue cohort engagement and benefit from the collective wisdom of the group reflect, share, and coach. Scheduled between formal sessions. Lunch meeting stories of reflection and application Coffee chat success stories and case studies

14 BLG LEADING CHANGE MODEL I II III IV Contextual Competence Ideation Competence Political Competence Managerial Competence Academic context The university context Frame the challenge lead for divergence & convergence Anticipate Coalesce Engage Enhance Be cognizant of opportunities & constrains of industry, customer needs, and internal barriers Frame the challenge & foster channeled idea generation through individuals & groups Move agendas forward by overcoming resistance, building coalitions, & getting the buy-in Maintain momentum of teams by coaching, providing resources, managing conflicts, & sustaining Coaching commitment Leading for EXECUTION

15 The Coaching Leader uses empathy to engage & enhance others

16 Dialogue of Engagement Tips Focus on speaker (cell on vibrate, door closed, etc.) Be present Stay in the moment Maintain eye contact Observe body language Be aware of your emotions, but don t act out Before of interrupting the speaker to give your own opinions

17 Rules: The Dialogue of Engagement Listen with curiosity Take in what you hear Reflect with accuracy Question for exploration Provide feedback for development

18 The Dialogue of Engagement: The 1 st 3 Rules In the next exercise we will be focusing on the first 3 steps of the Dialogue of Engagement Listen with curiosity Take in what you hear Reflect with accuracy

19 DEMONSTRATION RULES 1-3

20 EXERCISE Dialogue of Engagement RULES 1-3

21 The 5 F.A.C.E.S of Coaching Bacharach Leadership Group Cheering Advising Educating Facilitating Coaching Sponsoring

22 Rules: The Dialogue of Engagement Listen with curiosity Take in what you hear Reflect with accuracy Question for exploration Provide feedback for development

23 DEMONSTRATION RULES 4 & 5

24 EXERCISE Dialogue of Engagement Using 5 Rules & The 5 Faces Bacharach Leadership Group 2016

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26 CORNELL Cornell University UNIVERSITY Program Impact PROGRAM IMPACT BLG Leading Cornell Graduates Promoted Same Position Left University % 41% 8% **Includes participants from

27 Program Impact Where The Rubber Meets the Road Cost to fill and on-board Cornell unclassified and executive positions Elements External Search & Hire External Search & Internal Hire Progressive Promotion (No Interviews) Search firm fee $92K to $183K* $92K to $183K* N/A Non-based Compensation Travel, room & board $10,000 - $25,000 N/A N/A $3,000 - $5,000 $3,000 - $5,000 N/A Re-location $8,000 - $12,000 N/A N/A On-boarding** $110K - $220K $55K - $110K $9K - $18K Average Total Cost $223K - 445K $150K - $298K $9K - $18K *Search firm fees are 1/3 of cash based unclassified and executive salaries. **Figures based on Aberdeen Study Group, University of Michigan study and the US Department of Labor. 4 The employee on-boarding process is costly: 14% of a manager s time is spent on hiring activities. Hiring and training a new employee can cost between 30 and 50% of their salary, and 90% of new employees decide whether to remain with an organization during their first 6 months. 4 Based on this, on-boarding costs above are calculated at 40% although some estimate it costs up to 150% of a departing employee s salary to replace them 5 and the Society for Human Resource Management s Jim Dooney estimates it costs about 38 percent of an employee s annual earnings for replacement. 6

28 Program Impact Where The Rubber Meets the Road Of the 51 promotions: More director and above positions are being filled internally impacting retention Search firms were not used for 23 promotions given strong internal candidates saving 1/3 the cost of the salary in the hire process 55% were progressive promotions, significantly reducing search costs In direct costs, it is cheaper for Cornell to deliver 3 BLG programs than it is to hire one unbanded employee (does not include participant salaries) We deliver important university projects while honing the skills learned and enabling participants to work with university executives

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30 Lehigh Participant Comments the importance of leading from where you are, regardless of your title, take time to understand the political terrain of your organization. The program taught us how to speak to senior leaders of the University. It taught us how to present an idea or proposal by taking a very detailed request and focusing on how that one small request fits a much larger goal of the University. As a people person, the focus of this leadership training helped articulate the more practical pragmatic skills that I need to increase my effectiveness in my role.

31 Lehigh Participant Comments The ideas that get implemented aren't necessarily the best, but rather, the ones that are posed by those who either have the most patience or who can get people with vastly different agendas on their side. I don't have any patience, so this course was invaluable! It gave me a stronger base for understanding how to pitch arguments, how to create buy-in, and how to develop coalitions throughout a university setting. I m learning to force myself to not jump in and provide an answer or solution immediately. Rather, I m striving to be better at empowering others to drive to the answer of a challenge.

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33 Content rated favorably Most valuable: UVA Program Impact Networking with colleagues across institution (academic & admin) Overall framework of 4 competencies Skill acquisition and the ability to practice and get feedback Applied skills and tools Topics: coalition building, stakeholder management, dialogue of engagement Suggested improvements: More real-life, concrete UVA situations Commitment from participants to attend all sessions

34 UVA Participant Comments.the practical leadership tips were invaluable.. - Faculty member The application and practice was helpful. - Administrator I shared the framework and concepts with my team - Administrator..There are a number of people who participated that I want to keep in touch with and the summer time would be a terrific time for me to work on building these relationships. - Faculty member

35 UVA Participant Comments I have worked with the provost on a few major initiatives that have been pain points for USC for many years. In every one of these circumstances I use what I learned in BLG s workshops... it is important to understand agendas, and be able to form coalitions that implement meaningful solutions. The pragmatism in your workshops is wonderful, and the skills learned easily transcend the world of academia. Hossein Haj-Hariri Dean, College of Engineering and Computing University of South Carolina

36 How will Coaching benefit your organization