Ganesh chella on leveraging coaching to develop leaders
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Ganesh chella on leveraging coaching to develop leaders Presentation Transcript

  • 1. The Eighth Oil & Gas HR Round Table Creating Gen Next Oil & Gas Business LeadersLeveraging the power of Coaching to develop leaders A practitioner’s perspective August 27, 2009
  • 2. in this session … 2
  • 3. o How leaders developo What is Coachingo What do Coaches actually do behind closed doorso How is Coaching actually used to develop leaderso Two caseso What determines success and RoI 3
  • 4. How Leaders Develop
  • 5. How do leaders develop?There is a difference between Leader development is not ordinary experiences and an event but a process developmental experiences that takes time Leaders develop when they are exposed to developmental experiences. Development has to be integrated into work and cannot stand alone 5 CCL’s leader development model
  • 6. The key ingredients of leader developmento Any developmental experience is effective if it has all of the following three ingredients: Coaching is one of the 1. Assessment most powerful developmental experiences 2. Challenge It meets all these three 3. Support criteria 6 CCL’s leader development model
  • 7. What is Coaching?
  • 8. What is Coaching?o Coaching is a personalised helping relationship between a coach and a client within a productive and result-oriented context.o Coaching is about reinventing oneself, creating new stories, new identities and new futures.o Coaching is set in an organizational context.o Coaching is specific, need based, time bound and measurable. 8
  • 9. Coaching is a multi-disciplinary profession Its scientific roots can be traced to 9
  • 10. How Coaching entered Leader Development as a sub-discipline of Consulting Psychologyo Many firms started offering psychological services to corporations after World war II.o Initial practices included - Psychological testing - Team developmento Many consultants advised their clients on how they could operate or change their organisationso Leadership development was increasingly emphasising self awareness and behavioural change to enhance performanceo A variety of executive assessment approaches including assessment centers and 360 not only gave executives the opportunity for feedback, but also created the need for skilled professionals to help understand the feedback. 10
  • 11. Training, Coaching and Therapy Teach Training Behavioural Modify Behaviour CoachingMost executives Transformational Modify Thinking are Coachingpsychologicallyhealthy and do not need therapy Eliminate Root Cause Therapy Coaching is deeper than training but not as deep as therapy! 11
  • 12. What do Coaches actually do behind closed doors?
  • 13. What do Coaches actually do behind closed doors?…… they work with psychologically healthy executives who are performing well to help them find solutions to their problems and fully utilise their potential. 13
  • 14. What do Coaches actually do behind the closed doors?…… Coaches are engaging in highly skillful conversations – in which they listen, empathise, probe, discover the real stories, self-disclose, confront, challenge and encourage. 14
  • 15. What do Coaches actually do behind the closed doors?……. they are constantly ensuring that there is a goal towards which he and the executive are working, a goal that the executive is committed to - a goal that will give the executive true leverage and value. 15
  • 16. What do Coaches actually do behind the closed doors?……. they are also helping the executive evolve strategies and action plans that will help him achieve the goals chosen by him within a defined time frame. 16
  • 17. What do Coaches actually do behind the closed doors?…… they are using behavioural or psychometric tools to assess the Executive’s current behaviour or personality preferences to expand his self awareness, make him more choiceful in new situations. 17
  • 18. What do Coaches actually do behind the closed doors?…… Coaches are demonstrating the highest level of humanvalues, so the executive finds the journey of self discovery and growth safe and supportive. 18
  • 19. What do Coaches actually do behind the closed doors?…… Coaches uphold strong ethical standards. 19
  • 20. How is Coaching actually used to develop Leaders?
  • 21. There are several steps involved in setting up a coaching program in a leadership development context 21
  • 22. Typical ingredients in a leader development initiativeIdentification of The leadership The leadership potential development roadmap competency framework Individual Cross functional The sponsorship / readiness exposure manager support Find Coaches and set Development Assessment up the Leadership Planning and Feedback development Coaching process Real World Learning inputs to challenges / big build concepts, Reviews break perspectives and skills 22
  • 23. Finding Coaches and setting up the Coaching relationshipPre-engagement process Clarifying contractual issueso Choosing the right Coach o Clarifying the agenda o Durationo Clarifying the leadership o Number of sessions development context o Data requirementso Ensuring right chemistry o Confidentiality o Reporting requirementso Aligning the Coach, Client o Commercial terms and Supervising Manager o Reviews 23
  • 24. Finding Coaches and setting up the Coaching relationshipThe Right Coacho Has a genuine interest in people Global Standards that mattero Has good professional credentials o 200 hours of training o Skillso Has been trained through a program o Process that has globally acceptable rigour o Tool o Psychology groundingo Has a system perspective but is also o About 50-100 hours of on-going psychologically minded practice o Regular supervisiono Is governed by ethical standards 24
  • 25. Assessment & Feedbacko Coaches and leaders need assessment data to work ono 360 degree feedback is widely used 360 datao Psychometric tools may be used where required – MBTI – FIRO-B Psychometric data – Thomas Profiling – Belbin’s team role inventory 25
  • 26. Helping the client come up with a development plan and implementing it is an integral part of the Coaching engagement. 26
  • 27. Typical needs that Coaches addresso Better delegationo Getting out of micro managingo Enhancing executive statureo Building assertivenesso Managing seniors, young employeeso Learning to think strategicallyo Increasing managerial skills - planning, leading, controlling, decision making.o Enhancing flexibility in behavioural responseso Coping with stresso Developing a vision for one’s career 27
  • 28. Two CasesAn Organisational Story and an Individual Story
  • 29. An Organisation storyo Client: Leading provider of telecommunications equipment and related services to mobile and fixed network operators globally.o Wanted Coaching as a part of their leaders development initiative for 9 coachees based in two citieso Mid to senior level managerso 6 sessions with each coacheeo Information made available: − internal tool similar to the MBTI − a detailed 360 degree report − a detailed analysis of each coachee 29
  • 30. The Organisation storyo Coaches assigned by CFI after matching profiles and preferenceso All 9 coachees completed their 6 sessions over a period of 8- 10 monthso Broad needs identified: Communication Improvement in Self-presentation Networking skills Outcome - 8 of the coachees were promoted! 30
  • 31. Voiceso “The last two months has seen some significant improvement in the way I am perceived within the firm. There are leaders from other offerings who count on me now to provide feedback to their respective businesses though I am no expert in their domains.”o “I thoroughly enjoyed interacting with the coach. I felt I could open up with him and tell him what I think is right and what deserved to change. There were times when I could use that time to introspect and speak my mind which we normally tend to avoid. Infact, in many meetings I was playing the role of a key contributor than just a listener.” 31
  • 32. More voices..o “It was good to have a sounding board – Coach S was someone who has climbed up the corporate rung taking in stride a lot of challenges. His personal experiences helped and most importantly, he is someone who is not directly involved in your day to day professional life.” 32
  • 33. The individual story Client: The HR Head of a mid-sized pharma company who was part of a leadership development initiative.o He had undertaken a 360, MBTI and FIRO – B.o His 360 pointed out to “focus on execution” being a challenge.o Coaching dialogue pointed out to deeper issues with being “attuned to the needs of others” leading to poor execution.o Coachee committed to this goal and made clear strategies and action planso Execution on key projects and emerging HR issues has improved significantly in the last 6 months.o The CEO is pleased with his progress. 33
  • 34. What really contributes to success and RoI
  • 35. What really contributes to success and RoI Lessons from the world of psychotherapy 35 “The Heart & Soul of Change- What works in Therapy?”
  • 36. thank you! 36