Taking Your Leadership Ability to the Next Level

Transcription

1 Taking Your Leadership Ability to the Next Level Tom Alafat February 2010

2 Learning Objectives Discover what coaching is, why it is critical at the executive level and how to select the best coach for you Identify personal blind spots and stumbling blocks coaching can resolve Learn to assess when leaders in your organization need coaching before it s too late Discover how coaching smoothes the transition into executive leadership roles Explore the role of coaching in maximizing performance and decreasing turnover of your best employees 2008 FMI

3 Defining coaching Benefits of executive coaching Assessing when coaching is needed Choosing an executive coach The coaching experience Session Agenda 2008 FMI

4 Quick Quiz (1 of 2) Name the five wealthiest people in the world Name the last five people named as Time magazine s person of the year Name five people who have won the Nobel or Pulitzer Prize Name the last decade s worth of Olympic Gold medalists in your favorite sport 2008 FMI

5 Quick Quiz (2 of 2) List five teachers who aided your journey through school Name six friends who have helped you through a difficult time Name five people who have taught you something worthwhile Think of six people who have made you feel appreciated and special 2008 FMI

6 Coaching Is: It is a one-on-one partnership between a client and a professional coach to meet a specialized need or goal A catalyzing partnership that accelerates the process of great performance About individual s identifying a purpose and living out that purpose A journey of personal and professional discovery 2008 FMI

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8 Therapy Distinctions of Coaching Focus on past and trauma, seeking healing Mentoring Focus on succession, training to do what a mentor does Consulting Focus on problems, giving advice, information, strategy and structure Coaching Focus on the present, guiding towards a desirable outcome 2008 FMI

9 The Triangular Relationship Coach Coachee Organization 2008 FMI

10 Lightning Round Discussion In small groups, answer the following questions Who is someone that has coached you? What characteristics made him or her an effective coach? 2008 FMI

11 Successful people tend to have a high need for self-determination. In other words, the more that leaders commit to coaching and behavior change because they believe in the process, the more the process is likely to work. Marshall Goldsmith 2008 FMI

12 Coaching and Leader Development Intentional: Coaches promote intentionality by providing structure, process, accountability and feedback Purposeful: Coaches keep the process purposeful by making sure that it is linked to objectives and specific outcomes Personal: Coaches keep the process specifically focused on the individual 2008 FMI

13 Benefits to the Organization Multiple research studies indicate an outstanding ROI derived from executive coaching programs Increased organizational capacity 2008 FMI

14 Benefits to the Coachee Improvement in: Productivity and effectiveness Reducing blind spots Communication and interpersonal skills Relationships with peers, subordinates and clients Teamwork Stress reduction 2008 FMI

15 Cadre Coaching Leaders Change Occurs Provides Support Organization Guides Growth Provides Context g Coaches Provides Awareness of Themes 2008 FMI

16 Impact on the Organization Develops the bench Increases the value and effectiveness of leaders at all levels Leverages talent toward the strategic goals of the organization Helps leaders become better problem solvers and motivators 2008 FMI

17 Coaching as Retention Strategy Approximately 35 percent of construction companies now use coaching as a strategy to retain key talent 35% 30% 25% 20% 23.2% Construction Industry Employee Turnover Rates 2002 to 2006 (Source: U.S. Department of Labor, Bureau of Labor Statistics) 25.4% During these four years, the turnover rate increased 5.5 percentage points (24%) 26.5% 28.7% 15% 10% 5% The construction industry turnover rate is the highest in all business segments except for retail trade. 0% September 2002 September 2003 September 2004 September 2005 through through through through 2008 FMI August 2003 August 2004 August 2005 August

18 How to Assess When Coaching Is Needed High-potential leadership development Leadership succession/transition Family-owned business challenges Are your leaders exhibiting Lack of social or communication skills Difficulty making decisions Inability to control emotions 2008 FMI

19 Essentials Competence Choosing Your Executive Coach Chemistry Trust 2008 FMI

20 Assessments 360 Feedback Myers-Briggs Type Indicator Natural Abilities Battery Preparing for the Coaching Experience 2008 FMI

21 2008 FMI

22 John, CFO - FMI Coaching Metrics Six Month Developmental Plan (1 of 4) Organizational Objective: Develop leadership pipeline and become a talent magnet firm Developmental Needs John can identify talent within his team, but struggles developing their leadership skills. As a result many of his people are leaving because they do not see opportunity to grow 2008 FMI

23 John, CFO - FMI Coaching Metrics Six Month Developmental Plan (2 of 4) Improved Skill/Behavior Metrics To clarify what the organization requires/rewards in leadership higher skill development areas To distinguish between delegating to direct reports and mentoring direct reports To determine strengths/challenges in people development (360 ) and formulate plan for addressing challenges, using this as a model for developing direct reports 2008 FMI

24 John, CFO - FMI Coaching Metrics Six Month Developmental Plan (3 of 4) Developmental plan John will meet with each of his direct reports over the next month, talk to them specifically about the 360 feedback, schedule time to talk to each of them about their personal/professional development plan. (Specifically, John will work on listening without interruption and asking exploratory questions and will self-assess after each meeting and share with his coach how he rated himself) Using the Peak Leader model, John will identify the base line expectations of his firm for the performance of their leaders in each component of the PL model. (He will use this to evaluate his skill levels and his direct report s skill levels.) This will be the base of his developmental conversations with his direct reports 2008 FMI

25 John, CFO - FMI Coaching Metrics Six Month Developmental Plan (4 of 4) John will talk to his coach about his own development plan regarding people development after all the feedback conversations are finished 2008 FMI

26 FMI Coaching Relationships API Group Jamar API Electric Davis-Ulmer ICI Doody Mechanical Casey Industrial D. H. Blattner DPR Draeger Construction Gerald H. Phipps Haselden Hunter Roberts Mascaro Roebbelen Skanska Swinerton Turner Construction W. E. Blain & Sons Western States Fire HMH 2008 FMI

27 Testimonials from FMI s Coaching Advantage Clients It has steered both my personal as well as professional life in the right direction. To put it simply, it has changed my life as well as my family's. My coach has helped me to explore the roadblocks I had set for myself over the years, allowing me to remove them. Through that experience, I have gained a great deal of insight into myself and others, allowing me to be more understanding and empathetic with those that I lead. Helped with my priorities on development of others and also improved my emotional intelligence FMI

28 Coaching is destined to be the leadership approach of the 21 st Century. James Belasco 2008 FMI

29 Tom Alafat FMI Corporation 55 Madison Street, Suite 410 Denver, CO P: Thank You! 2008 FMI