BUILDING A COACHING CULTURE WITH MILLENIAL LEADERS. Emily Kamunde-Osoro President International Coach Federation Kenya Chapter

Transcription

1 BUILDING A COACHING CULTURE WITH MILLENIAL LEADERS 1 Emily Kamunde-Osoro President International Coach Federation Kenya Chapter

2 About International Coach Federation 2

3 International Coach Federation (ICF) 33,711 ICF Global Members 22,271 ICF Credential Holders Countries Chapters 23 ICF Years in Existence 3

4 INTERNATIONAL COACHING WEEK 4

5 Defining Coaching Partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential Client-driven Focuses: setting goals, creating outcomes, managing personal change 5

6 The Coach s Role Discover, clarify and align with what the client wants to achieve Encourage client self-discovery Elicit client-generated solutions and strategies Hold the client responsible and accountable 6

7 What Coaching Isn t Therapy Consulting Mentoring Training Athletic Development 7

8 The Decision to Partner with a Coach 8

9 Typical Reasons Optimize individual/team work performance (42%) Expand career opportunities (33%) Increase self-esteem/self-confidence (31%) Improve business management (29%) Manage work/life balance (27%) Source: 2014 ICF Global Consumer Awareness Study 9

10 Types of Coaching Numerous disciplines and niches; lots of overlap Main specialties (according to coaches) cover broad spectrum* Leadership (23%) Business/organizations (15%) Executive (15%) Life vision and enhancement (13%) Overlap between personal and business coaching *Source: 2012 ICF Global Coaching Study 10

11 Investment Financial (average hourly fee/client type)* Executive: $350 USD Business owner/entrepreneur: $220 USD Team leader: $170 USD Staff member: $120 USD Personal client: $120 USD Time/energy Varied appointment and engagement lengths Readiness to commit to making real changes *Source: 2012 ICF Global Coaching Study 11

12 Hiring Tips 12

13 Choosing a Coach Find a Coach Free, searchable database of ICF-credentialed coaches Coachfederation.org/findacoach Geography a factor for in-person; virtual/telephonic engagements also an option Interview 3 coaches; request 2 references/coach Connection counts 13

14 Questions to Ask 1. What is your coaching experience? 2. What is your coach-specific training? 3. What is your specialty? 4. What types of businesses do you work with most often? At what levels? 5. What is your coaching philosophy? 6. What types of assessments are you certified to deliver? 7. What are some of your coaching success stories (i.e., specific examples/case studies)? 8. Are you a member of ICF? Do you hold an ICF Credential? 14

15 What to Expect Written coaching agreement Assessments/pre-work Emphasis on powerful questions Accountability for your goals and actions 15

16 16 HUMANIZING THE WORKPLACE

17 From Business Enterprises to Social Enterprises Organizations are no longer assessed based only on traditional financial performance. They are increasingly judged on the basis of their relationships with their workers, customers, communities and society impact at large Human Capital Trends, Delloite

18 Organizational leadership has a fundamental role of shaping the emotional and physical environment in which people can show up at their best. 18

19 2018 TOP 10 HUMAN CAPITAL TRENDS Human Capital Trends, Delloite

20 WELL BEING Leading companies are developing strategies that address societal concerns such as longevity and wellbeing and doing so in ways that help Improve productivity and performance. According to Delloite, the definition of wellbeing has expanded dramatically to include arrange of programs aimed at not only protecting employee s health but actively boosting performance as well as social and emotional well being 2018 Human Capital Trends, Delloite 20

21 WELL BEING IS A TOP LEADERSHIP STRATEGY & RESPONSIBILITY Well being was rated among the top 10 Human Capital Trends in 2018 by Delloite. Driven by the always-on nature of digital business and 24/7 working styles, studies now show that more than 40% of all workers face high stress in their jobs, negatively affecting their productivity, health and family stability 21

22 WELLBEING & MILLENNIALS According to Delloite s Millennial survey, a majority of surveyed millennials in 19 out of 30 countries report that they do not expect to be happier than their parents Well being benefits are particularly important to younger employees 2018 Human Capital Trends, Delloite 22

23 WELLBEING & MILLENNIALS Millennials who now make up half of the workforce in many countries, spend almost twice as much on self-care as baby boomers do This has fed the growth of consumer apps (available as employer programs) for mindfulness, cognitive-behavioural Online personal and professional coaching 2018 Human Capital Trends, Delloite 23

24 THE WELL-BEING REVOLUTION IS A GAME CHANGER This age of complexity is prompting us to ask new questions about what it means to be human. When we open our hearts and minds to these questions, we learn to be more purposeful, empowered, connected and whole. We are in the midst of a revolution where wellbeing values are altering how we live and work. 24 Coaching World Newsletter Issue 20 Nov 2016

25 ARE LEADERS READY? the ability to lead well-being is an increasingly critical competency for leaders Institutions, organizations & communities are the mirrors of how we think and what we value 25

26 USING WELL-BEING A STRATEGIC RESOURCE Top 7 Critical behaviors identified by leaders 1 I seek to live an integrated, functional life today, rather than putting such goals off to an indeterminate future. 2 3 A deeper drive for health and sustainability guides my pursuits as a leader and human being. I take time to renew my mind, body and spirit so I can use my health and well-being to function optimally. Coaching World Newsletter Issue 20 Nov

27 USING WELL-BEING A STRATEGIC RESOURCE Top 7 Critical behaviors identified by leaders I recognize my personal signals of stress and work smart to forestall burnout. Humor and joy are part of my leadership repertoire. During times of high stress, I maintain inner composure, self-control and level-headedness, instead of lapsing into rash reactions, lashing out at others or other unproductive behaviors. I meet the many demands of my life and leadership with a sense of ease and deep satisfaction. 27

28 BUILDING A COACHING CULTURE WITH MILLENNIAL LEADERS 28

29 Millennials (born ) makes up the largest part of the U.S. workforce. Millennials are also predicted to make up half of the global workforce by 2020 Mass retirement of Baby Boomers and inadequate succession planning present an opportunity for coaching in the workplace. Global ICF & HCI Research

30 More than 60% the population in Sub-Saharan Africa is under the age of 25 (World Economic Forum) Africa has a very small proportion of younger leaders between 35 and 55. Paradoxically, the continent has the youngest population in the world, with a median age of 19.5 years according to the U.N. 30

31 10 Youngest Populations are all in Africa Median Age,

32 Sub-Saharan Africa s demographic structure 32 World Economic Forum 2017

33 UNDERSTANDING THE NEEDS & VALUES OF MILLENNIAL LEADERS 33

34 GENERAL SIMILARITIES & DIFFERENCES IN WORK PREFERENCES Respondents from a variety of seniority levels and age groups report that developmental opportunities and flexible work arrangements are the most appealing benefits and workplace characteristics Male respondents appear to be looking for feedback and recognition more so than female respondents, while female respondents find flexible work arrangements attractive. 34

35 GENERAL SIMILARITIES & DIFFERENCES IN WORK PREFERENCES Generation X and Baby Boomer employees place a high priority on work flexibility Millennials strongly prefer developmental and advancement opportunities as they grow in their career. There are no meaningful differences for feedback and recognition (commonly considered strong needs for Millennials) among the age segments in this study 35

36 Employers should focus on developing their employees and creating opportunities for advancement while allowing flexible work, as these would have the greatest impact on individuals of all ages. 36

37 Which of the following organizational characteristics/activities most appeal to you? (Select your top three; displayed by generational segment.) 37

38 DEVELOPING YOUR MILLENNIAL FIRST TIME MANAGERS Research found that individual contributors become first-time people managers between the ages of 31 and 35. More than half of Millennial respondents in management/leadership roles have been in that role for five years or less. 38

39 TOP 3 WAYS ORGANIZATIONS ARE ATTRACTING, DEVELOPING AND RETAINING EMPLOYEES AGED 21 TO Flexible work arrangements 2. Developmental opportunities 3. Recognition opportunities 39

40 COMPETENCIES & SKILLS FOR FIRST TIME PEOPLE MANAGERS Top 3 Competencies & Skills for First Time People Managers 1. Coaching & Developing Others (44% 2. Engaging and inspiring (41%) 3. Having Emotional Intelligence (35%) 40

41 Competencies & Skills for First Time People Managers 41

42 FIRST TIME PEOPLE MANAGERS DEVELOPMENT Most frequent development methods offered for First Time Managers 1. Face time with senior leaders (52%) 2. E-learning (45%) 3. Classroom training (40%) 42

43 Available opportunities for first time managers 43

44 COACHING OPPORTUNITIES FOR MILLENNIALS Only 20% of organisations offer First time Managers the access to a professional coach However the higher the percentage of Millennials (and younger leaders) working inside the organization, the more likely the employer is to provide access to a professional coach practitioner 44

45 Has your current organization provided you with access to a professional coach practitioner? 45

46 What are the circumstances that led you to partner with a professional coach? 46

47 47 BUILDING A COACHING CULTURE

48 Criteria used to assess organization s coaching culture Strongly/somewhat agree that employees value coaching. Strongly/somewhat agree that senior executives value coaching Managers/leaders (and/or internal coaches) received accredited coach-specific training. Coaching is a fixture in the organization with a dedicated line item in the budget. All employees in the organization have an equal opportunity to receive coaching from a professional coach practitioner. All three coaching modalities (internal coach practitioners, external coach practitioners, and managers/leaders using coaching skills) are present in the organization. 48

49 Strong coaching culture composite with percentage of respondents who indicate the presence of each criterion. These criteria are most often met at mediumsized companies; organizations with 5,000-10,000 employees have the highest rate of strong coaching cultures. 49

50 THE VALUE OF A STRONG COACHING CULTURE 1. a strong coaching culture positively correlates with higher employee engagement and stronger financial performance. 2. Organizations with strong coaching cultures report that 61% of their employees are highly engaged, compared to 53% from organizations without strong coaching cultures 50

51 THE VALUE OF A STRONG COACHING CULTURE 3. 46% of respondents from organizations with strong coaching cultures report their 2016 revenue to be above their peer group, compared to 39% from all other organizations 3. Organizations with strong coaching cultures report that 61% of their employees are highly engaged, compared to 53% from organizations without strong coaching cultures 51

52 Highly engaged employees by coaching culture. 52

53 2016 revenue growth in relation to industry peer group by coaching culture. 53

54 THE BUDGET FOR COACH TRAINING 51% of organizations in our survey have a dedicated line item for coaching in their training budget, up from 31% in 2016 Organizations with a strong coaching culture are almost three times more likely to have coaching as a line item in their budget (95% versus 32% from all other organizations). 54

55 THE BUDGET FOR COACH TRAINING Overall, organizations allocate 37% of their training budget for coaching initiatives. 55

56 Which modalities are available for each of the following employee segments? 56

57 COACHING MODALITIES AT THE WORKPLACE 76% percent of organizations with strong coaching cultures use all three modalities, while one-third (37%) of other organizations use all three 65% percent of organizations indicate that they intend to expand the scope of managers/leaders using coaching skills in the next five years As the presence of managers/leaders using coaching skills becomes more mainstream, the proportion of organizations that say they plan to increase scope is down from 81% in 2014 and 73% in

58 RECOMENDATIONS 1. Understand a multi-generational workforce to address their development e.g providing flexible working arrangements 2. Make professional coach practitioners available to managers and leaders. 3. Train Managers and Leaders to use Coaching Skills 4. Build a coaching culture for engagement and performance 58

59 Young Leaders aren t that bad, and old leaders aren t that good John Maxwell 59

60 QUESTION AND ANSWER SESSION 60