Leadership Development: Coaching ,Mentoring &Team Building

Delivered By

Adedoyin Adebayo

Coverage
Be more proactive about self-development. Developing a personal leadership philosophy Identify pockets of talent throughout the organization and direct them through career development and proactive succession planning. Be proficient in Team Building and assisting other employees in developing and increasing their self-awareness understanding your own strengths and weaknesses. Retool" for the current workplace: enhance your abilities to manage change, take risks, collaborate and build

Introduction
The essence of leadership is influence and this is basically differentiates the concept of leadership and management. In order to lead effectively, it is important to understand the various elements of leadership, sources of power and influence and how the interplay between the elements affects the quality of leadership. According to John C. Maxwell; The single biggest way to impact an organization is to focus on leadership development. There is almost no limit to the potential of an organization that recruits good people, raises them up as leaders and continually develops them.

What is Leadership?
Over the years the concept of leadership has been greatly researched and written about. Leadership has been defined in various ways by various authors and there is no single universal agreed definition. It is interesting to know that all definitions of leadership point towards INFLUENCE. Hence, it can be generally accepted that leadership has to do with influence.

What is leadership? Contd

An art to motivate a group of people towards achieving a common goal The leader is the inspiration & direction of the action Leadership abilities can be learned and developed hence leaders are not born but made Thus companies are focusing towards leadership development

How would you define/describe the concept of leadership?

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What is Leadership Contd.

Leadership is a process! A continuous process! Leadership is the process of influencing others to work willingly towards a goal and to the best of their capabilities. In an organizational setting, the goal being worked towards can be referred to as organizational goals or objectives. ............................................................................ ............................................................................ .............................................................................

A leader is.......
Self starter Visionary Motivator Communicator Mentor Change agent Risk taker Strategic thinker committed responsible

Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others." Jack Welch

Leadership and the teachable point of view

How am I doing as a leade? The answer is how are the people you lead doing? Do they learn? Do they visit customers? Do they manage conflict? Do they initiate change? Are they growing and getting promoted? You wont remember when you retire what you did in the first quarter of 1994, or the third. What you will remember is how many people you developed. How many people you helped have a better career because of your interest and your dedication to their development... When confused as to how you are doing as a leader, find out how the people you lead are doing. Youll know the answer. -LARRY BOSSIDY, FORMER CEO OF HONEYWELL

Leadership and the teachable point of view Contd

Great Leaders Are Great Teachers
They accomplish their goals through the people they teach They teach others to be leaders, not followers

Winning Leaders Make Teaching A Personal Priority

They consider teaching one of their primary roles They use every opportunity to learn and to teach

Winners Have a Teachable Point of View

They have clear ideas and values, based on knowledge and experience They articulate those lessons to others

SPOTLIGHT!!!!
Situation Tomorrow you are appointed CEO of Insel. What would you do in first 30 days? Do you have a current vision of what to do? How would you go about developing one? Present your best shot at a vision. How would you go about selling the vision? What foundations would you build on? What current practices would you jettison?

- Individually
Describe a leadership dilemma that you have faced in the past 12 months Think about what you would recommend to accelerate the Quality drive across the company. Are you an A,B or C Player?

VALUE MATRIX
DIFFICULT TO REPLACE, LOW VALUE ADDED 1 EASY TO REPLACE, LOW VALUE ADDED 2 EASY TO REPLACE, HIGH VALUE ADDED 3 DIFFICULT TO REPLACE, HIGH VALUE ADDED 4

Value Added

DIFFICULT TO REPLACE, LOW VALUE ADDED

INFORMATE EASY TO REPLACE, LOW VALUE ADDED AUTOMATE

DIFFICULT TO REPLACE, HIGH VALUE ADDED

CAPITALISE EASY TO REPLACE, HIGH VALUE ADDED

DIFFENRENTIATE / OUTSOURCE

Quadrant 4 man is worth a premium due to his scarcity value

3 Value Added

DIFFICULT TO REPLACE LOW VALUE ADDED

DIFFICULT TO REPLACE, HIGH VALUE ADDED

EASY TO REPLACE, LOW VALUE ADDED

EASY TO REPLACE, HIGH VALUE ADDED

QUADRANT 4 MAN
His personal value proposition is designed to define, create and distribute value to his employer; he can thus charge a premium for his services due to his scarcity value, Performance, image and exposure.

BUILDING FUTURE LEADERS-COMPANIES FOCUS

Leadership development refers to any activity that enhances the quality of leadership within an individual or organization Why is this so vital?
Growth in scale Global exposure Acute talent crunch Changing market scenario High performance demanded Multiple roles performed

Incubation centres of companies

Crotonville- GE Motorola University Cisco University Access Bank Training Centre GTB Training Centre

Tools for selecting leaders

Competency models 360 degree feedback Job Rotation Experiential & action learning Talent Management Succession planning Reward/Recognition Coaching & mentoring

Plans and strategies

Unilever has a leadership differential tool which measures their performance & potential, it forms the basis of rewards IBM has a monthly cadence calls to track progress done by top team Bharti group puts more emphasis on talent development hence builds a career plan for leaders Continuous Learning Programme (CLP) is a program by TCS making employees mandatory to attend it Wipro develops leaders through coaching Infosys has a nine part leadership trait model which a tool measuring employees

Coaching and Mentoring

What is Coaching?
An Overview of Coaching what happens in a session? Coaching for Leadership and Performance

What is Mentoring?
An Overview of Mentoring for Succession and Growth When do you need Coaching and Mentoring?

Benefits of Coaching and Mentoring

Coaching and Mentoring Contd

Coaching is defined as: a professional,
collaborative and outcomes-driven method of learning that seeks to develop an individual and raise self-awareness so that he or she might achieve specific goals and perform at a more
effective level.

COMENSA

A skilled conversation which enables the client to: Develop and clarify their goals / desired state Clarify their current reality Develop ideas and options Develop action plans which will lead to results

Coaching is about moving:

FROM
CURRENT STATE
Current Way Of Being

TO
DESIRED STATE
New Way Of Being

Where do you want to be? Where are you now? What can you do to get there?

Coaching is
Creating awareness Facilitating learning Releasing potential Enabling learning & change By providing a new perspective - another way of thinking The coachs primary responsibility is not to teach but to facilitate learning (Myles Downey)
Comfort zone

Kolbs Adult Learning Cycle

Concrete Experience
Feeling

Active Experimentation Doing

Reflective Watching Observation

Thinking

Abstract Conceptualisation

How we see ourselves

Coaching Models
A coaching model provides structure and process
It outlines what to do, when.. A series of events..

GROW (Goals, Reality, Options, Wrap up/Will) CLEAR (Contract, Listen, Explore, Actions, Review) SOAR: (Story, Options, Actions, Review) ARROW: (Aims, Reality, Reflections, Options, What next) POWER: (Purpose, Objectives, Whats happening, Empower, Review) CREATE: (Current Reality, Explore Alternatives, Tap their Energy) ACHIEVE (Assess current situation, Creative brainstorming,
Hone goal, Initiate option generation, Evaluate options, Valid action, Encourage momentum 5A: (Aims, Awareness, Analysis, Action, Assessment)

Coaching Skills
Creating a thinking space Coaching with heart & backbone
QUESTIONS Appreciative inquiry Incisive questions Open to explore, Closed to guide LISTENING To be with, understand, have empathy SILENCE Space to think
CHALLENGE Reflection Observation Feedback Limiting assumptions Mental models Blind spots

Coaching for Performance

1. Approval of

5. FORMAL COACHING Coach for performance review Ongoing assessment & feedback Identify development areas Personal development plan

business objectives

DEPT/TEAM OBJECTIVES

INDIVIDUAL OBJECTIVES

4. FORMAL COACHING Coach for goals Review perf contract Identify dev areas Agree new contract

CONTINUOUS ONGOING COACHING AND DEVELOPMENT

2. FORMAL COACHING Coach for goals, aligned with bus objectives Review perf contract Reward performance

REVIEW BUSINESS OBJECTIVES

3. FORMAL COACHING Coach for performance review Ongoing assessment & feedback Identify development areas Personal development plan
Mid year Organisation Talent review Succession planning

Mentoring
Mentoring is a partnership in which a mentee is assisted in making significant advances in knowledge, perspective and vision in order to develop their full potential; the mentors wisdom is utilised by the mentee to facilitate and enhance new learning and insight.- COMENSA

Types of Mentors
Corporate Mentor General vs expert - Induction, strategy, career, executive, skills mentor Academic Mentor Guide delegate through a qualification programme Community Mentor For youth, families, health - often situations where individual is disadvantaged

Mentoring And Coaching

More directive Less directive

MENTORING

Similar skills

COACHING

Domain specific Transfer of knowledge & skills Wisdom & experience Network access

Non domain specific Facilitation of learning Expertise as coach Often external

Mentoring Process for Organisation

Develop a Mentoring Strategy Identify stakeholders Appoint Mentoring Co-ordinator Identify mentees Develop a profile for potential mentors Only recruit those who are keen! Train mentors Match mentee with mentor allow choice Hold regular mentoring sessions Supervise mentor Has intervention achieved intended outcomes?

When is Coaching and Mentoring needed?

For targeted, individualised, just-in-time development Align values and vision throughout organisation Manage change and transition effectively To support and sustain training initiatives Talent retention and development, for succession Develop leadership competencies Transform potential to improved performance

Delivers tangible benefits to individuals and organisations (99%)

Effective way of learning in organisations (96%)

BENEFITS OF COACHING (CIPD)

Coaching & mentoring are key mechanisms for transferring learning from training courses back to the workplace (93%) Positive impact on an organisations bottom line (92%)

CIPD 2004

How to become a Coach or Mentor

Full time practitioner or adding competencies to your current skill set? Certificate, Diploma, Masters Degree, In-house programme tailored to organisational needs Explore the standards of professional competence COMENSA, ICF, EMCC what accreditation would you like? Talk to professionals in the industry