EMCC Ireland. Accelerating & Sustaining Leadership Power: Developing a Culture of Coaching

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1 EMCC Ireland Accelerating & Sustaining Leadership Power: Developing a Culture of Coaching

2 Agenda Opening Paula King Welcome and Introduction Ryan Shanks Accelerating & Sustaining Leadership Power: Developing a Culture of Coaching Close Berit Öhn John Ryan & Ryan Shanks Copyright 2014 Accenture All rights reserved. 2

4 Agenda Opening Paula King Welcome and Introduction Ryan Shanks Accelerating & Sustaining Leadership Power: Developing a Culture of Coaching Close Berit Öhn John Ryan & Ryan Shanks Copyright 2014 Accenture All rights reserved. 4

Introduction Ryan Shanks Head of Talent & Organisation Accenture Ireland Berit Öhn

6 Skills Gap: Soft Skills Most Difficult Skills to Recruit Right Now 1. Leadership: 45% 2. Innovation and Entrepreneurship: 39% 3. People Management and Team Work: 31% More Important in the Next 3 Years 1. Leadership: 57% 2. People Management and Team Work: 51% 3. Innovation and Entrepreneurship: 50% From the Accenture Report: Closing the Skills Gap in Ireland: Employers at the Heart of the Solution 2013 Copyright 2014 Accenture All rights reserved. 6

7 Agenda Opening Paula King Welcome and Introduction Ryan Shanks Accelerating & Sustaining Leadership Power: Developing a Culture of Coaching Close Berit Öhn John Ryan & Ryan Shanks Copyright 2014 Accenture All rights reserved. 7

8 Agenda Accelerating & Sustaining Leadership Power: Developing a Culture of Coaching Slide no 1. Accenture s Leadership and Coaching Models & Assessment How we work with team coaching Some client stories Likely consequences when we do nothing Lessons learned Copyright 2014 Accenture All rights reserved. 8

9 What got you here, won't get you there! Marshal Goldsmith Organisations face a new competitive paradigm that is different from anything they have faced before. It demands a new mindset inspired by new leadership, informed by a new strategy, supported by new capabilities. Peter Cheese - The Talent Powered Organization Copyright 2014 Accenture All rights reserved. 9

10 Accenture s Leadership Development Model Accenture's Leadership Development Model has been successfully deployed by high performance companies to build the right mix of leadership styles in the right context Leading Change Creating a Compelling Vision Inspirational Visionary Managing Performance Personal Grounding Inspiring Commitment Knowing Yourself Developing Yourself Manager of Execution Catalyzing Teams Relationship Builder Cultivating & Retaining Talent Mastering Yourself A strong contextual and personal grounding, at an individual level closes the gap between how the leader is perceived, how he/she perceives him/herself and who he/she really wants to be. Copyright 2014 Accenture All rights reserved. 10

Embedding new models and tools into Accenture making it the new way of doing it here Managing Performance Leading Change Manager of Execution Creating a Compelling Vision Visionary Evangelist

turn increases their self awareness and emotional intelligence.

11 Embedding new models and tools into Accenture making it the new way of doing it here Managing Performance Leading Change Manager of Execution Creating a Compelling Vision Visionary Evangelist Personal Grounding Relationship Builder Inspiring Commitment Knowing Yourself Managing Yourself Developing Yourself Coaching helps leaders to build strong contextual and personal grounding which in turn increases their self awareness and emotional intelligence. Catalyzing Teams Cultivating & Retaining Talent Accenture Leadership Development Model Coaching as an intervention enables leaders to: Achieve desired growth & extraordinary results. Learn from experiences Maximize individual and team potential. Coaching supports achievement of extraordinary results with goals set by individuals and carried out in an organisational context. Accenture s Coaching Model Coaching based leadership is a key tenet of Accenture's Leadership Development Approach Copyright 2014 Accenture All rights reserved. 11

Accenture s Definition of Coaching The Accenture definition of coaching is enabling others success and progress by helping them achieve desired growth.

12 Accenture s Definition of Coaching The Accenture definition of coaching is enabling others success and progress by helping them achieve desired growth. The coach's goal is to contribute to the client s strengthening of his/her existing capabilities, resources, and qualities. Copyright 2014 Accenture All rights reserved. 12

How does Coaching relate to other methods?

by the individual or team Coaching Supervision Guidance Mentoring Counseling mechanisms Mentoring:

act of providing direction Counseling: Providing psychological healing and insight; pain resolution

13 How does Coaching relate to other methods? Asking Question Coaching: Supporting the achievement of extraordinary results, based on goals set by the individual or team Coaching Supervision Guidance Mentoring Counseling mechanisms Mentoring: The practice of a more experienced person providing advice to a more junior person Guidance: The act of providing direction Counseling: Providing psychological healing and insight; pain resolution and coping Supervision: The act of overseeing performance Telling Answer Authority Source: Frode Moen Influence Copyright 2014 Accenture All rights reserved. 13

14 Six Dimensions of Coaching Cultures within Organisations A coaching culture is an element of an organisation s broader culture that enhances and informs an organisation s ability to achieve results. The degree to which coaching services are formally offered, practiced, and promoted by, all levels of an organisation. Scope of Coaching Effort Outcome Focus Coaching Culture Mission /Focus of Organisation The impact and benefits of coaching on an organisation s collective social responsibility, and operational and financial effectiveness. The value of embedding coaching principles into an organisation s culture and everyday business operations. The degree to which coaching skills are available to, and practiced by, all levels of an organisation. Coaching Skills Development Integration into Processes, Systems, and Structures Core Values The level of engagement and ownership of core values when properly communicated and practiced by all levels of the organisation. The recognition and perceived value of embedding coaching processes, systems, and structures into an organisation s infrastructure. Copyright 2014 Accenture All rights reserved. 14

In Accenture we often work in global teams.

16 Outline of a Team Coaching Guide A group is a number of people or things that are located, gathered, or classed together : Examples: a group of boys approached, the bulbs should be planted in groups Source: Oxford dictionary A team is a small number of people with complementing skills that have committed to a common objective, common performance factors and attitude, and that hold each other equally accountable for reaching these Source: Katzen & Smith, The Wisdom on Teams, Haper Business Book, 1999 Copyright 2014 Accenture All rights reserved. 16

17 Outline of a Team Coaching Guide T = Trust (trust exercises, trust equation and optimism) R = Rapport (subtle ways of building rapport, respect, being before doing) I = Invitation (clarify & delegate areas of responsibility built on strength & learning) B = Being in dialogue (train dialogue skills, listening, asking open ended questions) A = Achievements (measure, feedback, celebrate) L = Love & Appreciation (task, area, participation, uniqueness, vision) S = Structure & System (support system in place) When leading teams you need a clear and effective way of getting each member of the team to feel part of it s community. And nowhere do we see team cohesion and optimal productivity better than in the traditional TRIBAL communities, particularly in those tribes who acknowledge and peacefully cooperate with other tribes: T R I B A L S Copyright 2014 Accenture All rights reserved. 17

Team Coaching Helping a team achieve superior performance while helping team members create more fulfilling lives for themselves and for others.

18 Team Coaching Helping a team achieve superior performance while helping team members create more fulfilling lives for themselves and for others. Leverages both sides for greater business results and improved relationships. Help team members realize how they behave as they do their job. Ensure all learning's are transferred to enhance the way team members perform at work. Aligning human values, developing relationship listening, growing open, learning, innovative and curious environments Wanted balance/growth Business imperatives, task objectives, setting goals, follow up, giving feedback, being proactive, resolve potential conflicts Low High Source: Coaching across Cultures, by Phillippe Rosinski, MCC Copyright 2014 Accenture All rights reserved. 18

19 Self-confidence Self-worth Being and Doing T-R-I-B-A-L-S needs both to be addressed in the group and balanced properly. We want peoples self confidence and self worth to grow for the purposes of having a healthy balance in work and life. Self-confidence Achievements Self regard Self-regard Self-worth Inner values & identy Developing what I do through Clarity of goals Expectations / demands Feedback Self-confidence Self-worth Developing who I am through Openness, respect, curiosity, trust Acceptance, to be seen Presence Copyright 2014 Accenture All rights reserved. 21

20 What happens when Self-Confidence & Self-Worth is too high or too low? T-R-I-B-A-L-S Too high self-confidence combined with too low self-worth Pushes too hard Overcompensate with lots of actions (doing & having) Focus on task and bottom line Unrealistic or unaware of own limitations Can come across as a self-proclaimed perfectionist Wanting to be right, most of the time In discussions, suggestions and solutions strong belief in their own way Very strong competitiveness Might be directive, authoritative or even aloof, or an indifferent leadership style Showing little sensitivity, interest, care, compassion, consideration and empathy towards others Low signs of listening Too low self-confidence often combined with too low self-worth Do not stand up, or dare to speak up for what they believe in (and might not even know what that is) Is very accommodating, not question powerful or aggressive authority and dismissing or do not follow own intuition or self interest Constantly putting everyone and everything before themselves Gets self validation (sense of worth) from pleasing and being of service to others, or guessing their expectation (without checking) Has difficulty saying NO Do not take time to find or understand own needs, wants or vision Easily shifting perceptions and perspectives when confronted with opposition Overly sensitive to peoples emotions and situation and have a hard time holding people accountable Have a sense of inadequacy or inferiority Copyright 2014 Accenture All rights reserved. 22

21 What happens when we do nothing? Some experience based scenarios: Lack of optimism Low or too high self-confidence & self-worth Limited trust and respect Lower level of cultural diversity Lack of emotional intelligence o o o o Short fuse Arrogance Argumentation Blame game Copyright 2014 Accenture All rights reserved. 24

22 7 Key Lessons Learned The coaching approach helps me to sustain my motivation 1. Revisit, recommit, update and share your vision and purpose regularly. 2. Surround yourself with optimistic, honest, and a supportive core group of people. Never doubt that a small group of thoughtful, committed citizens can change the world; indeed, it's the only thing that ever has. Margaret Mead 3. Work through «open doors». 4. Empower and grow others regardless of what you get in return. 5. Take set-back less personal - repeat to yourself: I will accept the things I cannot change, find the courage to change the things I can, and acquire the wisdom to know the difference 6. Find your balance between contributing & creating your legacy and sustaining your own energy by enjoying the ride. Copyright 2014 Accenture All rights reserved. 25

24 Agenda Opening Paula King Welcome and Introduction Ryan Shanks Accelerating & Sustaining Leadership Power: Developing a Culture of Coaching Close Berit Öhn John Ryan & Ryan Shanks Copyright 2014 Accenture All rights reserved. 27

Close John Ryan EMCC Ireland Ryan Shanks Accenture

CGMA Competency Framework

CGMA Competency Framework Leadership skills CGMA Competency Framework 1 Leadership skills : This requires a basic understanding of the business structures, operations and financial performance, and includes