Presentation to the ASTD Coaching SIG on 6.7.10. Leader\'s success based on self-awareness, PQ & LQ.

1. Welcome to Coaching Leaders Today for the Challenges of Tomorrow ASTD Coaching SIG Jeanne Schulze & Michelle Weitzman Penn Lake Library 7 June 2010

2. What brings you here? Objectives: Examine business shifts and challenges post recession Top 20 Companies for Leadership Compare past to future: Leaders/Coaches The Three Essential Leverages for Legacy Leaders Implications for Coaches

3. Go Retro: Our Coaching Journey For each decade Business Landscape/culture Who was getting coached? About what? Challenges for the leader Challenges for the coach 10 Minutes

4. Consider this: “We are not just living in an age of change; we’re living through a ‘change of age’: the most profound inflection point in human history since the Enlightenment.” Eamon Kelly

5. Five Forces Reshaping the Global Economy: McKinsey Overall economic volatility is a permanent feature (European debt) Shift in global economic activity from developed to developing economies Growth in the number of consumers in emerging markets Technologies that enable a free flow of information and collaboration worldwide Increasingly global labor markets: productivity & talent management

6. Five Forces: Future? Capturing growth in emerging markets – requires retooling of existing business models and reconfiguring companies’ price/value equations. Need for risk management strategies – geopolitical instability and market volatility in emerging markets Technology will materially reshape consumer awareness, choice and interactivity models. Power of technology shapes competitive advantage

7. Changes for Leaders?Changes for Coaches? The Best of the Best Companies for Leadership

8. 2009 Best Companies for LeadershipHay Group/Business Week General Electric Southwest Airlines 3M Company Procter & Gamble Accenture Wal-Mart Stores Nestle Coca-Cola McDonald’s Corporation Infosys Technologies IBM Cisco United Parcel Service IKEA ABB Zappos Hewlett-Packard Goldman Sachs Unilever General Mills, Inc.

9. The Best Companies for Leadership Produce better shareholder returns Create better leaders: results, develop capabilities, a ready talent pool Operate better in more complex environments Position themselves for the . Manage & invest in development for a culture of leadership Address bigger and broader issues: social responsibility, women in sr. positions, easier to work from home, appreciation of global issues required for the job

10. Learnings from the Best Encourage ‘purpose driven’ leadership Build cross-functional collaboration capability Treat talent management as a strategic corporate asset (it takes an organization to raise a leader) Leverage your culture to drive and sustain development Develop strategic thinking skills Expect your leaders to teach and mentor others (take accountability for next generation leaders) Leadership more than ever will drive business performance Ignore leadership development at your own peril Best Companies develop leaders who can operate in an increasingly complex and deeply connected global environment No one way to develop a culture of leadership Engagement and enablement are key to driving organizational performance

11. In a complex world Leaders need to be: Agile learners Strategic and tactical Emotionally intelligent Inspiring Fast and careful decision makers Builders of teams Influential New technical competencies And, create environments that drive performance and engagement

12. So what are the underlying characteristics of leaders who have these capabilities? Self Awareness (Leveraging Self) PQ (Leveraging People) LQ (Leveraging Information)

13. SA Self Knowledge/Self Awareness

14. Self awareness of what? Strengths Overused OKs (average) Weaknesses Blind Spots Untesteds Derailers

15. Self Assessment? Less accurate than anyone Most accurate about strengths Less accurate about weaknesses Least accurate about interpersonal weaknesses (PQ) © Copyright 1999- 2002 Robert W. Eichinger, All Rights Reserved

16. Research? Successful people are more self aware Successful people seek out more feedback from more sources Successful people do more with the feedback they get

17. Development Suggestion HAVE NO BLINDSPOTS

18. Leaders who know themselves better are in turn better able to leverage or deploy themselves against the mission

19. PQ

20. People Skills and Listening Most managers and executives should and could listen more Listening is the great universal lubricant Listening has two purposes: 1. Learning something useful 2. Respect for the time and effort of others (engaging others)

21. People Skills and Managing Conflict Most managers and executives have trouble with managing face to face conflict constructively Managing conflict is the great universal lubricant to managing change

22. Development Suggestion Listen FOR and to Others

23. LQ

25. Learning Agile / High Potentials Seek and have more experiences to learn from Better self awareness Enjoy complex, first time problems Get more out of experiences Perform better because they incorporate new perspectives and skills

26. Conclusion The three essential leverages to enhance success with others Self Agility People Agility Learning Agility

27. Conclusion The three essential leverages Leveraging yourself Leveraging others Leveraging new information

28. How do people develop these skills?

29. 70 Jobs 20 People 10 Courses 25 Hardships

31. Missed Promotion/Fired/Downsized/ Demoted/Lousy Jobs

32. Personal Trauma

33. Problem Subordinates

34. Unexpected Critical/Negative Feedback

35. Bad Boss (es)

37. 5 Main Types of Follow-up Plans 1. Development Plan 2. Enhancement Plan 3. Good to Great Plan 4. Workaround Plan 5. Substitution or Compensation Plan

38. Development Plan Weakness to Average 2. Enhancement Plan Average to Good 3. Good to Great Plan Good to Outstanding

39. 4. Workaround Plan Work Around a Known problem 5. Substitution or Compensation Plan Find other Skills that do the Same Thing

40. What Does all of this Mean for Coaches? Who? What? Why? When? How? Where?

41. Discussion How can coaches help LQ, SA and PQ Challenged Leaders? What is your business case for coaching LQ, SA and PQ? How would you market your services in a VUCA world?

42. 12 Coaching Essentials Build self-awareness Expand perspective Increase team building skills Practice emotional resiliency Build builders of talent Challenge creativity, innovation Explore global business issues, practices & models Try on new behaviors (low risk experiments) Cultivate a feedback rich environment Embrace change Appreciate those “not like me” Evolve to a culture of leadership and engagement

43. As Today, So tomorrow My next steps are to…. ?

44. References http://www.haygroup.com/ww/downloads/Details.aspx?ID=24479 http://www.businessweek.com/careers/special_reports/20100216best_companies_for_leadership.htm http:/www.mckinseyquarterly.com/Five_forces_reshaping_the_global_economy_McKinsey_Global_Survey_results_2581 The Leadership Machine by Robert W. Eichinger & Michael M. Lombardo FYI For Learning Agility™ by Robert W. Eichinger, Mike M. Lombardo & Cara C. Capretta

45. Coaching Leaders Today for the Challenges of Tomorrow ASTD Coaching SIG Jeanne Schulze & Michelle Weitzman Penn Lake Library 7 June 2010