Inkarnate Corporate and executive coaching offering

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Inkarnate Corporate and executive coaching offering

  1. 2. <ul><li>An Introduction to Coaching </li></ul>
  2. 3. CORE OFFERINGS COACHING BUSINESS LIFE EXECUTIVE
  3. 4. A conversation within a productive, result-oriented context What is Coaching about?
  4. 5. A coach can observe patterns, set the stage for new actions and then work with individuals to put these new more successful actions into place. Coaches become self-correcting and self-generating. Coaching is about: Learning Asking the right questions rather than providing right answers A coach engages in a collaborative alliance with the individual to establish and Clarify purpose and goals and to develop a well formed action plan to achieve those goals.
  5. 6. Change and Transformation To alter maladaptive behaviors and to generate new adaptive and Successful action. Opening up new possibilities and supporting the individual in the process of change. Re-inventing oneself Creating new stories, new identities and new futures. It’s a journey where the journey is as important as the destination.
  6. 7. “ The more high technology around us, the more the need for the human touch” - John Nasbitt, Megatrends 1982
  7. 8. <ul><li>A catalyst to accelerate progress and performance. </li></ul><ul><li>An expert on leverage , using tools and insights to support the client. </li></ul><ul><li>A supportive mirror , ‘many angles, many views’. </li></ul>Coaching is …. The Coach is… <ul><li>• Unlocking potential to achieve sustainable performance. </li></ul><ul><li>Overcoming limitations. </li></ul><ul><li>Utilising unique strengths. </li></ul><ul><li>Alignment of personal and organisational values. </li></ul><ul><li>Achieving personal and professional mastery. </li></ul>
  8. 9. Meet your coaches
  9. 10. Drivers for Coaching in organisations <ul><li>The need for lifelong Learning and Development. </li></ul><ul><li>Increased Rate of Attrition. </li></ul><ul><li>Rapidly evolving Business Environment. </li></ul><ul><li>Financial costs of Poor Performance. </li></ul><ul><li>Improved decision making by senior executives. </li></ul><ul><li>Targeted just in Time Development. </li></ul><ul><li>Employee demand for different types of training </li></ul><ul><li>Individual responsibility for development. </li></ul><ul><li>Popular Development Mechanism. </li></ul><ul><li>Support for other Learning and developmen t. </li></ul>
  10. 11. “ We need to become more High-touch in a high tech world”
  11. 12. Why Coaching? <ul><li>Because of rapid growth and scale of organizations. </li></ul><ul><li>Because of Need to build organizational capacity. </li></ul><ul><li>Because of pressure, distress and poor or inconsistent performance. </li></ul><ul><li>Because of stretched management and leadership environment. </li></ul><ul><li>Because of results driven environment. Because of increased accountability requiring transparency . </li></ul><ul><li>Because of lack of organizational loyalty . </li></ul>
  12. 13. It is far more important to know how to deal with the ‘negative’ than to be positive. - Martin Seligman, Learned Optimism
  13. 14. Why Coaching ? <ul><li>To sustain behavioral change and skills development </li></ul><ul><li>To cope with stress </li></ul><ul><li>To develop soft skills </li></ul><ul><li>To improve effective communication and influencing </li></ul><ul><li>To develop quality conformance </li></ul><ul><li>To increase engagement </li></ul><ul><li>To personalize individual development </li></ul><ul><li>To encourage feedback, action planning and improvement </li></ul><ul><li>To develop the capability to adapt and innovate </li></ul><ul><li>To develop leadership and entrepreneurship </li></ul><ul><li>To support leaders </li></ul><ul><li>To refresh and develop critical thinking/problem solving/decision making skills </li></ul>
  14. 15.   Building a Coaching Culture In Organizations <ul><li>Prepare by focusing on ‘The Power of Coaching’. Reading articles (sent electronically) which illustrate the power of using coaching as a management style. </li></ul><ul><li>  </li></ul><ul><li>Identify and bring 2 current challenges which they will use when being coached by colleagues during the programme. </li></ul><ul><li>Will complete an MBTI profile (Myers Briggs Type Inventory) electronically (Optional) or strengths scope (optional) </li></ul>Pre work   Before the first workshop, each manager will:  
  15. 16. Building a Coaching Culture Managers as Coaches Workshop 1- Advanced coaching skills (3 days)   A bespoke program to facilitate the coaching ability of the managers.   <ul><li>Advanced communication skills </li></ul><ul><li>7 Coaching tools and Model </li></ul><ul><li>Application and practice </li></ul>Mid-Course assignment Workshop 2- Assessment and Application (2 days) <ul><li>Beliefs, Values and Identity </li></ul><ul><li>Company case studies </li></ul><ul><li>Assessment </li></ul><ul><li>Assignment </li></ul>The above program can be customized and run in 3 days   1:1 Executive coaching assignments accompany this program  
  16. 17. Building a Coaching Culture <ul><li>  </li></ul><ul><li>In a coaching circle the 4 participants will coach one other for two coaching sessions (telephone if appropriate) with feedback based on their coaching action plan. This means that each participant will also be a client with a different person for two sessions and give feedback to the coach. </li></ul><ul><li>  </li></ul><ul><li>Identify at least one member of staff at your work base and apply all the coaching tools from the first workshop in regular coaching sessions together with star feedback. Keep a learning journal of these experiences. </li></ul><ul><li>Attend a teleconference call midway between the workshops. </li></ul>Mid course Assignment:
  17. 18.   Benefits of Building a Coaching Culture In Organizations <ul><li>Developing coaching abilities in Managers and leaders </li></ul><ul><li>Different view of performance management </li></ul><ul><li>Continual feedback </li></ul><ul><li>Institutionalized HR that now adopts a coaching approach to catalyze ROI </li></ul><ul><li>Openness to learning from each other </li></ul><ul><li>Commitment involvement of top management </li></ul><ul><li>Flexible work culture </li></ul><ul><li>Growth opportunity more inclusive- Mind set change (vertical vs. horizontal) </li></ul><ul><li>Strategic role of human resources </li></ul><ul><li>Task orientation to roles of managers </li></ul><ul><li>Optimizing existing human resource </li></ul><ul><li>Driven by managers/leaders by “walking the talk” </li></ul><ul><li>Create happier people at work </li></ul><ul><li>Encourage learning </li></ul><ul><li>Aligning values across the organization </li></ul>
  18. 19. Benefits to individuals <ul><li>Personal growth of individuals </li></ul><ul><li>Mechanism for self-growth of organizations </li></ul><ul><li>Staff satisfaction </li></ul><ul><li>Develop leaders as coaches </li></ul><ul><li>Able to build a culture of listening, respect and trust </li></ul><ul><li>Effective communication </li></ul><ul><li>More awareness of ethics & values </li></ul><ul><li>Improved morale </li></ul><ul><li>Increased productivity </li></ul><ul><li>Alignment of organizational mission and vision with staff </li></ul><ul><li>Creating cordial relationships </li></ul><ul><li>Mutual respect </li></ul><ul><li>Creating human leaders </li></ul><ul><li>Collaboration of healthy competition </li></ul><ul><li>Resolution of conflicts </li></ul><ul><li>Creating possibilities </li></ul><ul><li>Improving business results </li></ul><ul><li>Better work environment </li></ul>
  19. 20. Client List Includes Inkarnate’s & David Leeper’s <ul><li>Bharti Airtel </li></ul><ul><li>ITC Tobacco Division- </li></ul><ul><li>Vodafone- </li></ul><ul><li>Fieldfresh Foods Pvt Ltd (Bharti Enterprise) </li></ul><ul><li>IBM </li></ul><ul><li>Price Waterhouse </li></ul><ul><li>Nokia Siemens Network- </li></ul><ul><li>Lease Plan Ltd </li></ul><ul><li>JK Business School </li></ul><ul><li>Greenfield.com </li></ul><ul><li>Glaxo-Smithkline Beecham </li></ul><ul><li>Aditya Birla Group </li></ul><ul><li>The client work of David Leeper in India: </li></ul><ul><li>Vertex (BPO) </li></ul><ul><li>PepsiCo International </li></ul><ul><li>Ma Foi Management Consultants </li></ul><ul><li>Asianic Psychologists </li></ul><ul><li>Noble Manhattan Coaching </li></ul><ul><li>Sun Micro system </li></ul><ul><li>HCL </li></ul><ul><li>David leeper’s International Assignments </li></ul><ul><li>Amadeus Technology Solutions (Europe, Middle East, Africa). </li></ul><ul><li>A.T.Kearney Management Consultancy. </li></ul><ul><li>Bosch (Portugal, Holland) </li></ul><ul><li>Camper & Nicholsons (Yachts) Ltd. </li></ul><ul><li>CarPhoneWarehouse Telecoms </li></ul><ul><li>Chartered Institute of Personnel and Development (CIPDEL) </li></ul>
  20. 21. <ul><li>Colonial Financial Services. </li></ul><ul><li>ContiTeves Automotive (Continental Group). </li></ul><ul><li>CPI (UK) Ltd. </li></ul><ul><li>Croatia Telecoms (H.T. Croatia). </li></ul><ul><li>Endsleigh Insurance Services Ltd. </li></ul><ul><li>Fast Track Events, Sports, Consultancy </li></ul><ul><li>First Technology Group (Global). </li></ul><ul><li>Great Western Trains Ltd . </li></ul><ul><li>Great Western Trains Ltd. </li></ul><ul><li>Hilton International Hotel Group (Europe, Africa, Middle East) </li></ul><ul><li>Iskon Internet Services (Croatia) </li></ul><ul><li>Leeds & Northrup (Europe) Ltd. (now L & N Metallurgical Ltd.). </li></ul><ul><li>3663 (Global Food Distribution) </li></ul><ul><li>3M. </li></ul>Client List

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