Executive Coaching & Development

Transcription

1 Coaching & Development Veta Richardson, President & CEO, ACC Jacqueline A. Eiting, Coach, Alder Associates April

2 Companies lack the leaders needed to create the future Large organizations require leaders at many levels who can understand and drive vision and change Without enough of the right leaders, organizations stall; they become stuck in ways and methods that no longer work Leaders can take companies beyond their existing business and customers, and into new areas of opportunity Leaders ensure that companies create what they need to be in the future, and carve a path to that future Leaders are our most important product. Jack Welch 2

3 Senior managers are often supported in measurable skills Out of the $65B spent annually on training, companies spend $17 billion on executive education and leadership development* This investment is focused on measurable skills and knowledge Communication, presentation - Diversity People management - Recruitment, termination Graduate degrees - Role-specific skills Program management - Finance Strategic planning - Decision making However, leaders operate in a realm that goes beyond the direct work-related skills and abilities that are improved in classroom training but the best leaders are not formed in training courses 3 * Urdan and Weggan 2000

4 The best leaders have certain qualities and correlating behaviors that dramatically increase their effectiveness Quality/Principles Strategic vision and possibility Influence and inspiration Self awareness and flexibility Responsibility and accountability Drive and ambition Behavior Seeing and weighing alternative futures Innovating - seeing and developing new opportunities Influencing and leading outside of established authority Engaging and enrolling others in vision and possibilities Adapting to a continually changing environment Authoring their own development, using circumstances and events to continually learn Articulating and carving a path through ambiguity Responding powerfully to external and internal changes without compromising results Standing for change in the face of disagreement Creating business results regardless of circumstances Coaching is a valuable tool to assist organizations in developing their leaders. 4

5 Usually companies offer coaching to four types of candidates Candidates Description Activity Outcomes On-boarding Significant investment by company in having executive on-board Strong resume and history of success New to organization and it s team, processes, and culture Assess perceptions about environment Heighten awareness of cultural impacts and fit with past strategy and behaviors Build relationship, trust, and strategy quickly Awareness of gaps between history, winning strategy, and current culture Foundation of meaningful relationships Clarity of role Fast-moving High-Potential Leader Has promise but lacks leadership experience Worthy of the organization s risk Needs accelerated learning to fill the gaps Assess learning gaps Generate ownership and relationships Create immediate opportunities Create personal development plan Success in current position Greater mobility upward and sideways Ability to leap-frog positions High Performer with Limiting Behaviors Company star Progress stalled because of particular behaviors or ineffectiveness in key situations Requires help with individual difficulties Generate self-awareness Work on ability and willingness to change behavior Program and support for ongoing change Greater mobility upwards and sideways Wider support from peers Successful Old-Model Leader Has the ability to lead, but experience in rigid environments Must change to lead in a less hierarchical world Requires help on alignment with organization s direction Generate self-awareness, perceptual flexibility Expand repertoire, sense of possibility Flexibility Renewed context and relevance Seen to be focused and aligned with organization 5

6 Alder s executive coaching and leadership development process includes intensive one on one coaching, external feedback and regular review points Launch Assessment Intensive Work-based Coaching Report, Checkpoints Manage Communications and Alignment with Sponsors Identify Cultural Challenges and Required Adaptation Assess 's Strategy and Fit with Company Objectives Establish Support System Successful coaching and development of leaders must happen within the context and align with the culture of the organization 6

7 A 6-12 month Leadership Development Process ensures substantive and sustainable change Launch Assessment Intensive Work-based Coaching Report, Checkpoints 7 Background Sponsor interview Gather historical materials Interview Establish process and purpose of the program Align on specific outcomes External data Design questionnaire 360 feedback interviews Internal context Interview with executive Psychometric testing Feedback Psychometrics 360 prework Goals Relationship inventory Intensive Patterns of emotion Relationship inventory Future that they are creating Attitude to change Priorities Measurable results Customized alternative approaches Phone, meeting, online Onsite shadowing Joint involvement with exec s team of direct reports Report Summary of findings, issues, and development plans. 6 month Progress against plan Breakdowns Goals for 12 month review 12 month Progress against plan Prioritization

8 Ongoing support processes ensure that learning is lasting and integrated into the organization Manage Communications and Alignment with Sponsors Regular alignment meetings Track progress Update goals Ensure continuity Track existing commitments Manage transitions Identify Cultural Challenges and Required Adaptation Cultural challenge diagnosis From 360 feedback Cultural spectra Cultural alignment session Managing cultural gaps Assess 's Strategy and Fit with Company Objectives Strategy diagnosis strategy Company/group strategy blocks Strategic ability Strategy alignment session Mismatch in strategy Corrective action Breakthrough strategic thinking Establish Support System 8 Internal coach and support Build personal learning program Identify and transfer responsibility to Create awareness of learning internal coach, support structure steps and priorities Select, align with coach. Set goals Plan progress