TALENT DEVELOPMENT Leadership AcademySession 6 Talent Development Coaching

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TALENT DEVELOPMENT Leadership Academy—Session #6 Talent Development & Coaching September 24, 2015 Eileen Beaudry

TALENT DEVELOPMENT Leadership Academy—Session #6 Talent Development & Coaching September 24, 2015 Eileen Beaudry eileenbeaudry@gmail. com

Reaction Panel What resonated with me? What did not resonate with me? What do

Reaction Panel What resonated with me? What did not resonate with me? What do I have to add?

Overview Team project presentation #3 Debrief Homework – Practice, Strengths, Def. Leadshp. Exercise--“A Supportive

Overview Team project presentation #3 Debrief Homework – Practice, Strengths, Def. Leadshp. Exercise--“A Supportive Person in My Life” Development conversations as the foundation of talent development Demonstration--How to conduct a development conversation & critique Practice round Accelerating one’s development

Overview (con’t) Debriefing 3 rd coaching conversation Team presentation #4 Guest presentation—Greg Larson Resources

Overview (con’t) Debriefing 3 rd coaching conversation Team presentation #4 Guest presentation—Greg Larson Resources Reaction panel Next session including graduation Team meetings

Team Project Run Through Presentation incl. recommendations (1520 minutes) Questions by Board/Executive Sponsors &

Team Project Run Through Presentation incl. recommendations (1520 minutes) Questions by Board/Executive Sponsors & responses (10 minutes) Suggestions to enhance the presentation to CM Association (10 minutes) Class Executive Sponsor(s)

Team Project Presentation Best Practices in the context of Public/Private Partnerships for Parks and

Team Project Presentation Best Practices in the context of Public/Private Partnerships for Parks and Recreation

Debrief Homework “Flexing my leadership style” What did I try? What went well? What

Debrief Homework “Flexing my leadership style” What did I try? What went well? What felt uncomfortable? Strengths Definition of Leadership

Talent Development As a leader, why focus on talent development?

Talent Development As a leader, why focus on talent development?

Why Focus on Talent Development? Our biggest investment is in human capital—talent development is

Why Focus on Talent Development? Our biggest investment is in human capital—talent development is way of achieving bigger ROI Human resources are only “expandable” resource The big adaptive challenges cannot be solved solely by top mgmt

Becoming a Great Coach How to conduct a development conversation

Becoming a Great Coach How to conduct a development conversation

“A Supportive Person in My Life” 1. 2. 3. 4. Go to worksheet Complete

“A Supportive Person in My Life” 1. 2. 3. 4. Go to worksheet Complete worksheet individually Share in pairs Report out and identify themes in large group

Development Conversation A development conversation is an informal discussion with your boss, colleague or

Development Conversation A development conversation is an informal discussion with your boss, colleague or friend that provides an opportunity for you to explore your hopes & dreams, receive feedback & enlist support or assistance

Premises of Development Conversations Goal: Accelerating Everyone’s Development The Employee’s Responsibility The Agency’s Responsibility

Premises of Development Conversations Goal: Accelerating Everyone’s Development The Employee’s Responsibility The Agency’s Responsibility The Role of Supervisors & Managers The Importance of Development Conversations

Premises (con’t) Who Can Serve as a Coach? A Focus on Hopes & Dreams

Premises (con’t) Who Can Serve as a Coach? A Focus on Hopes & Dreams Difference Between Development Conversation & Performance Review Incorporating Development Conversations into Everyday Work

The Coaching Model* 1. Ask “What are your hopes? ” Focus on hopes and

The Coaching Model* 1. Ask “What are your hopes? ” Focus on hopes and dreams, not challenges or problems Probe what truly interests the person and most importantly why *Developed by Don Maruska, Director, Cal-ICMA Coaching Program

The Coaching Model 2. Uncover the real issues What stands between the person where

The Coaching Model 2. Uncover the real issues What stands between the person where he or she want to be? What issues or obstacles need attention? Actively listen and paraphrase what you hear to help the person identify key issues

The Coaching Model 3. Explore options What choices does the person see? What other

The Coaching Model 3. Explore options What choices does the person see? What other options can you offer? (“Have you considered. . . ”) Choices encourage and empower people

The Coaching Model 4. Share stories or experiences Stories are most powerful way to

The Coaching Model 4. Share stories or experiences Stories are most powerful way to communicate “May I share a story or experience? ” “Who do you know has fulfilled a similar dream? ”

The Coaching Model 5. Hold a big vision for the other person People sometimes

The Coaching Model 5. Hold a big vision for the other person People sometimes hold themselves back so you can serve as a catalyst Ask “What would be a big leap to get there or achieve your hope? ” Ask “Have you thought about _____ (a big leap) to get there? ”

The Coaching Model 6. Invite action “I’d like to invite you to consider _____

The Coaching Model 6. Invite action “I’d like to invite you to consider _____ (whatever action seems appropriate)” You’re not telling the person what to do but you’re giving them something to which they can react Leave the choice to them

The Coaching Model 7. Build a “dream team” Ask “Who can help you realize

The Coaching Model 7. Build a “dream team” Ask “Who can help you realize your dream? ” Ask “Would you be willing to approach _____? ”

The Coaching Model 8. Anticipate success Ask “By when would you like to ‘declare

The Coaching Model 8. Anticipate success Ask “By when would you like to ‘declare victory’ and achieve your dream? ”

Critique of the Coach In conducting the development conversation. . . What did Eileen

Critique of the Coach In conducting the development conversation. . . What did Eileen do well? How could Eileen have done better?

Practicing a Development Conversation Select role as coach or coachee Coach leads conversation based

Practicing a Development Conversation Select role as coach or coachee Coach leads conversation based on model 25 minutes to conduct conversation

Feedback or Observations 1. 2. 3. What did you like about your development conversation?

Feedback or Observations 1. 2. 3. What did you like about your development conversation? What was difficult or felt uncomfortable? What did you believe were the outcomes? a. For the individual coached b. For the coach

Resources Handout-- “Becoming a Great Coach” and “Good Coaches/Good Proteges” Frank’s Career Compass column—

Resources Handout-- “Becoming a Great Coach” and “Good Coaches/Good Proteges” Frank’s Career Compass column— “Developing a Dream Team of Advisors” Article “Seven Habits of Highly Effective Mentors” Handout-- “Making Coaching Work”

Accelerating Development Focus on “learning by doing” Understand 70/20/10 rule Seek “sweet spot”

Accelerating Development Focus on “learning by doing” Understand 70/20/10 rule Seek “sweet spot”

rd 3 Debrief Coaching Conversation What did you like about the third coaching conversation?

rd 3 Debrief Coaching Conversation What did you like about the third coaching conversation? How could you or the coach have improved the conversation? Do we suggest that we use the same approach for the next Academy? 1. 2. 3. Info interview Development conversation Follow-up conversation

Team Project Run Through Presentation incl. recommendations (1520 minutes) Questions by Board/Executive Sponsors &

Team Project Run Through Presentation incl. recommendations (1520 minutes) Questions by Board/Executive Sponsors & responses (10 minutes) Suggestions to enhance the presentation to CM Association (10 minutes) Class Executive Sponsor(s)

Daniel Pink

Daniel Pink

Greg Larson Career journey “Marketing & Branding Yourself--7 Steps to Getting the Job You

Greg Larson Career journey “Marketing & Branding Yourself--7 Steps to Getting the Job You Want” Exercise—Your competitive advantages

Reaction Panel What resonated with me? What did not resonate with me? What do

Reaction Panel What resonated with me? What did not resonate with me? What do I have to add?

For Next Session Topic: “Political astuteness” Read article “Leadership Without Appearing Political” Final Team

For Next Session Topic: “Political astuteness” Read article “Leadership Without Appearing Political” Final Team Presentation Graduation ceremony Perspectives from two participants (2 minutes) Presentations of certificates “One thing I learned in the Academy or found valuable about the experience” Photos & refreshments

Daniel Pink

Daniel Pink

Team Meetings

Team Meetings

www. frankbenest. com

www. frankbenest. com