INTEGRATED LEADERSHIP INC CREATING PEAK EXPERIENCE FOR PEAK

INTEGRATED LEADERSHIP INC. CREATING PEAK EXPERIENCE FOR PEAK PERFORMANCE Can You Change the DNA of Your Organization through Coaching? April 3, 2012

Agenda • Introduction • Identify internal coaching capability • Review the business case for building manager coaching capability • Determine when and how to build internal capability • Showcase solutions • Building internal executive coaching capability • Q&A 2

Objectives At the end of the session you will be able to: • Understand how coaching drives performance • Describe the elements of how to embed coaching into your current culture • Describe when to use internal and external coaches

Background Lisa Danels Founder Integrated Leadership Inc. is a human capital consulting firm that enables organizations to reach peak performance by increasing leadership capacity. Our objective is to build leaders who are self aware and aligned with organizational goals. • Leadership and Talent Strategy • Leadership Programs • Coaching • Team Performance • Performance Management

What are the Elements when Coaching is Embedded in a Culture? • Coaching is a dominant leadership style • Achieve higher levels of performance against goals • Develop current and future capabilities • Drive accountability • Mutual respect and trust is present • Belief that everyone has something to bring to the table • Stake in wanting everyone to succeed • Shared power in the organization • Fast decision making at the right level

What Drives Results? The Power of Coaching Mind Set • • Values Beliefs/Assumptions Behavior • • Results Actions/decisions we take Actions/decisions we don’t take 6

Internal Coaching Capability Manager as Coach HR as Internal Executiv e Coaches Line/HR as Group Coaches

Business Case Manager Impact • Improved employee engagement and retention • Increased productivity and results • Increased accountability for managers developing talent Human Resources • Increased credibility for HR as a strategic business partner • Reduced reliance and cost on external coaches

Increased Productivity Corporate Leadership Council found: • Managers greatly impact employee development by guiding employees in their development and providing ongoing support and resources. • Managers can effectively develop employees through daily development activities and customized development plans. • Managers, supported through training, effectively coach employees by providing ongoing developmental support, and actively participating in employee performance reviews

Research from Center for Creative Leadership and Cylient in 2007 on Creating a Coaching Culture • • • 30% of respondents felt that integrating coaching with talent management was extremely important, however only 6% companies were already doing this. 26% of respondents felt that integrating coaching into leadership development was extremely important, however, only 7% of companies were already doing this. 29% of respondents felt that coaching becoming part of the culture was extremely important, however only 6% of companies this was present in. 30% of respondents felt that developing a coaching based leader style was extremely important, however only 6% of companies found this as dominant style. 17% of respondents felt it was extremely important that leaders become formal coaches, however, only 3% of companies found this in their culture. 13% respondents felt it was extremely important that organizations develop internal coaches, however it only exists 2% of the time.

Building a Coaching Culture Senior Management Manager Act as role models Increase Manager Skill Reward/punish behavior Shift Manager Mindset Coach Sr. Leaders on creating a coaching culture Improve relationship with staff Talent Practices Results Hold managers accountable Engaged Employees Link to leadership programs Increased Capability Link to business outcomes Improved business results Hire leaders who can coach Coaching Leadership Style Trust and a stronger culture emerge when you shift to coaching being embedded in your organization

Improving Managers Success in Creating a Coaching Culture Manager Skill • • Listening Inquiry (open ended questions) Root cause analysis Acknowledgement/Validation Manager Mindset • • • Go slower to go faster Limitation that coaching takes a lot of time Build or maintain an employees self-esteem Believe the person has the wisdom inside of them Expert in the coaching process not the content Manager/St aff Relationshi p • Engender trust • How do I build or break trust? • How well do I know my staff? • How honest am I with my staff?

Challenges of Creating Coaching Capabilities in Managers Lack of Solid Foundation for Coaching Partnerships Overly Broad Programmatic Approaches Coaching Lacks Relevance to Daily Workflow • Focus on manager skill building rather then relationship building • Failure to acknowledge employee motivations • Overly Broad Approaches to Coaching • “One Size Fits All” Coaching Approach • Lack of learning application and follow through • Inability to blend coaching into daily work • Limited tools to learn from work experiences • Lack of alignment between coaching and business priorities Source: CLC Learning and Development Roundtable 2007 Study Profiles of Coaching Programs and Tactics Inability to Leverage Formal Training • Leaders lack time and skill for training • L&D functions do not take full advantage of all elements to change the culture • Lack of time and resources to train all employees

Barriers to Creating a Coaching Culture • Focus is placed on the improving the manager skill and not improving the employee/manager relationship • Senior leaders do not “walk the talk” • Current culture is negative • Not trusting and open • Slow decision making • Power concentrated at the top • Employees are not held accountable for performance • Coaching is not perceived as positive • Hard to measure real outcomes

Met. Life Case Study Building an Empowering Culture 2010 Employee Engagement Survey Results • Slow Decision Making • Lack of employee empowerment Build a Leadership Program that Addressed Employee Empowermen t Senior Leader Executive Briefing Session Phase 1: Director Level and Above Phase 2: Remainder of Management Preassessmen t Gaming Technolog y Toolkit Postassessmen t

October 6 – 25 th October 26 th October 27 th – November 28 th Building and maintaining relationships Coaching and mentoring Difficult conversations Action Planning November 29 th Coaching Forums Implementing action plan Reflecting daily Answering key questions Utilizing Job Aids Meeting with your Manager Day Two HBR Articles Role of the Manager Communicating effectively to drive engagement Setting performance standards Delegation Reward and recognition Homework Assessment Day One Pre-work Blinded Company Case Study- Building Coaching Capability Building coaching skills Implementing action plan Process: Four 90 min sessions (one per month) January 9 th – April 15 th

INTEGRATED LEADERSHIP INC. CREATING PEAK EXPERIENCE FOR PEAK PERFORMANCE Building Internal Executive Coaches

Harvard Business Research Report Found…. Top 3 reason external coaches are engaged: 1. 2. 3. Develop high potentials or facilitate transition 48% Act as a sounding board 26% Address derailing behavior 12% Cost of Coaching Median hourly cost of coaching $500 Low $200 High $3, 500 Ingredients of a successful coaching relationship • The executive is highly motivated to change • The right match between coach and executive • Top management has a strong committed to executive developing

Internal Versus External Coaching Capability Use Internal Coaches • Leadership level or role transition • High Potential development Avoid: • Performance Issues • Taking over the leader’s role Ensure Internal Coaches • Go through a certification process • Have credibility and know the business • Work across businesses to stay objective Use External Coaches when: • Credibility or trust is an issue within the organization • Expertise is necessary from the outside (e. g. executive presence, • Limited resources are available on the inside Avoid: • Long lasting relationships without outcomes • Coaching different levels Ensure Coaches are: • Not acting as consultants • Checking in with the manager

Questions and Answers ?

Integrated Leadership Inc. Contact Information Contact Lisa Danels at Lisa. danels@integratedleadership. com or 1 -866 -436 -3220 Visit our website at www. integratedleadership. com