TALENT DEVELOPMENT Leadership AcademySession 6 Talent Development Coaching
- Slides: 36
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 I have to add?
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 Reaction panel Next session including graduation Team meetings
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 Recreation
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?
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
“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 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 The Role of Supervisors & Managers The Importance of Development Conversations
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 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 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 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 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 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 _____ (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 your dream? ” Ask “Would you be willing to approach _____? ”
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 do well? How could Eileen have done better?
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? 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— “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”
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 & responses (10 minutes) Suggestions to enhance the presentation to CM Association (10 minutes) Class Executive Sponsor(s)
Daniel Pink
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 I have to add?
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
Team Meetings
www. frankbenest. com
- Coaching careers and talent management
- Breakthrough shadow coaching
- Feedback vs coaching
- Va healthcare leadership talent institute
- Transformational vs transformative leadership
- Adaptive management style
- Situational leadership vs adaptive leadership
- Cms talent development
- Torrance creativity test examples
- Talent development reporting
- Wd40 maniac pledge
- Talent development
- Talent development reporting principles
- Piirto pyramid of talent development
- Unit 6 leadership development in agriscience
- Sample leadership development plan
- Leadership development program template
- Leadership theory application & skill development
- Target training international
- Peer leadership development programme
- Leadership learning and development
- Ej gallo sales leadership development program
- Phases of leadership development
- Leadership development new jersey
- Leadership development program
- Experiential leadership development
- Leadership development events
- Sisters leadership development initiative
- Leadership development insights
- Britta jost
- Adaptive leadership development actions
- Ferramenta de coaching a grande jornada
- Best jee coaching in jaipur
- Ias coaching in ahmedabad
- Ssc coaching in noida sector 62
- Top 10 iit coaching in india
- Coaching institutes for iit jee in agra