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Picking Internal and External Coaches And Mentors Presentation Transcript

  • 1. Virtual Tea Party Friday - June 26, 2009 - 1:00pm PDT Picking Internal and External Coaches and Mentors www.gdg-earth.com Copyright © 2009, Greenfield Development Group
  • 2. Agenda
    • Virtual introduction with option of social or B2B networking
    • Review of relevant leadership practices:
      • Picking Internal and External Coaches and Mentors
    • Highlight one of 36 distinct skills of leadership
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 3. Agenda
    • Virtual introduction with option of social or B2B networking
    • Review of relevant leadership practices:
      • Picking Internal and External Coaches and Mentors
    • Highlight one of 36 distinct skills of leadership
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 4. PARTICIPATION
    • So who is on here anyway?
  • 5. Social & B2B Networking
    • Blog: http://www.gdg-earth.com/blog
    • Slideshare: http://www.slideshare.net/gdgearth
    • Twitter: http://twitter.com/gdgearth
    • Twitter: http://twitter.com/virtualteaparty
    • Facebook: Greenfield Development Group
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 6. About Us
    • Strategic and tactical leadership skills - sharpen both edges!
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 7. About Us
    • Strategic and tactical leadership skills - sharpen both edges!
    • We are a talent development firm specializing in three types of services:
      • Executive Coaching
      • Leadership Training
      • Small Group Facilitation (e.g. Team Building, Succession Planning, etc.)
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 8. Agenda
    • Virtual introduction with option of social or B2B networking
    • Review of relevant leadership practices:
      • Picking Internal and External Coaches and Mentors
    • Highlight one of 36 distinct skills of leadership
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 9. THE BIGGER PICTURE
    • Look broadly at what you are trying to accomplish with coaching and mentoring!
  • 10. The Leadership Pipeline – 4 Different Views
    • Level 1—Job or jobs
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 11. The Leadership Pipeline – 4 Different Views
    • Level 1—Job or jobs
    • Level 2—Function
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 12. The Leadership Pipeline – 4 Different Views
    • Level 1—Job or jobs
    • Level 2—Function
    • Level 3—Strategy
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 13. The Leadership Pipeline – 4 Different Views
    • Level 1—Job or jobs
    • Level 2—Function
    • Level 3—Strategy
    • Level 4—Enterprise
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 14. Talent Development – The Big Three
    • Coach leaders to transition at each curve
      • Building of specific leadership skills
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 15. Talent Development – The Big Three
    • Coach leaders to transition at each curve
      • Building of specific leadership skills
      • Managing time differently
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 16. Talent Development – The Big Three
    • Coach leaders to transition at each curve
      • Building of specific leadership skills
      • Managing time differently
      • Updating perception towards work differently
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 17. Screening Coaches and Mentors
    • Do they possess leadership skills relative to view of the pipeline?
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 18. Screening Coaches and Mentors
    • Do they possess leadership skills relative to view of the pipeline?
    • Have they successfully transitioned in how they use time and establish priorities relative to the view of the pipeline?
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 19. Screening Coaches and Mentors
    • Do they possess leadership skills relative to view of the pipeline?
    • Have they successfully transitioned in how they use time and establish priorities relative to the view of the pipeline?
    • Can they provide perspective and insight about updating perceptions towards work relative to the view of the pipeline?
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 20. FIVE KEY ISSUES
    • Zoom in on five questions.
  • 21. Five Key Issues
    • Are you selecting coaches and mentors who possess both strategic and tactical leadership skills well beyond necessary technical skills?
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 22. Five Key Issues
    • Are you selecting coaches and mentors who possess both strategic and tactical leadership skills well beyond necessary technical skills?
    • Are you using two essential tools for developing leadership talent?
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 23. Five Key Issues
    • Are you selecting coaches and mentors who possess both strategic and tactical leadership skills well beyond necessary technical skills?
    • Are you using two essential tools for developing leadership talent?
    • Are you pursuing three distinct approaches for developing leadership talent?
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 24. Five Key Issues
    • Are you selecting coaches and mentors who possess both strategic and tactical leadership skills well beyond necessary technical skills?
    • Are you using two essential tools for developing leadership talent?
    • Are you pursuing three distinct approaches for developing leadership talent?
    • Are you fine-tuning your mentoring approach with both formal and informal mentoring?
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 25. Five Key Issues
    • Are you selecting coaches and mentors who possess both strategic and tactical leadership skills well beyond necessary technical skills?
    • Are you using two essential tools for developing leadership talent?
    • Are you pursuing three distinct approaches for developing leadership talent?
    • Are you fine-tuning your mentoring approach with both formal and informal mentoring?
    • Are you leveraging executive coaching with clear objectives and coaches that are accountable to both the organization and the candidate?
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 26. STRATEGIC AND TACTICAL LEADERSHIP SKILLS
    • Are you selecting coaches and mentors who possess both strategic and tactical leadership skills well beyond necessary technical skills?
  • 27. Skills: Technical versus Leadership
    • Notice the “T” word in the headline
    • Examine “technical” skills first
    • Then identify “tactical leadership” skills
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 28. Skills: Technical versus Leadership
    • Keyboarding
    • Creating Spreadsheets
    • Accounting
    • Mechanical Engineering
    • Editing Video
    • Residential Wiring
    • Closing Sales
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 29. Skills: Technical versus Leadership
    • Keyboarding
    • Creating Spreadsheets
    • Accounting
    • Mechanical Engineering
    • Editing Video
    • Residential Wiring
    • Closing Sales
    • Delegating
    • Informal Coaching
    • Motivating Employees
    • Strategic Thinking
    • Resolving Conflict
    • Team Building
    • Facilitating Innovation
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 30. Leadership Skills and Pipeline View
    • Motivating Employees Level 1
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 31. Leadership Skills and Pipeline View
    • Motivating Employees Level 1
    • Team Building Level 2
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 32. Leadership Skills and Pipeline View
    • Motivating Employees Level 1
    • Team Building Level 2
    • Facilitating Innovation Level 3
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 33. Leadership Skills and Pipeline View
    • Motivating Employees Level 1
    • Team Building Level 2
    • Facilitating Innovation Level 3
    • Strategic Thinking Level 4
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 34. Leadership Skills and Pipeline View
    • Motivating Employees Level 1
    • Team Building Level 2
    • Facilitating Innovation Level 3
    • Strategic Thinking Level 4
    • It is not a matter of position within the organization; what matters is whether or not the coach or mentor has the competence to develop leadership talent relative to the skills at each level.
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 35. Leadership Skills and Pipeline View
    • Motivating Employees Level 1
    • Team Building Level 2
    • Facilitating Innovation Level 3
    • Strategic Thinking Level 4
    • Motivating employees and team building are tactical leadership skills.
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 36. Leadership Skills and Pipeline View
    • Motivating Employees Level 1
    • Team Building Level 2
    • Facilitating Innovation Level 3
    • Strategic Thinking Level 4
    • Motivating employees and team building are tactical leadership skills.
    • Facilitating innovation and strategic thinking are strategic leadership skills.
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 37. Leadership Skills and Pipeline View
    • Motivating Employees Level 1
    • Team Building Level 2
    • Facilitating Innovation Level 3
    • Strategic Thinking Level 4
    • Motivating employees and team building are tactical leadership skills.
    • Facilitating innovation and strategic thinking are strategic leadership skills.
    • Why?
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 38. TWO TOOLS
    • Are you using two essential tools for developing leadership talent?
  • 39. Two Tools for Picking Coaches and Mentors
    • Rely upon the 9 Grid Talent Matrix and the Developmental Interventions Checklist as two tools for developing leadership talent.
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 40. Talent Matrix Achieves Achieves with Distinction Inconsistently Achieves Performance Lower Performing Higher Performing Potential Lower Potential Higher Potential Plateaued Growth Potential Highest Potential
  • 41. Developmental Interventions Checklist
    • Multi-rater feedback
    • Exposure to key execs
    • Exposure to strategy process
    • Cross-functional rotation
    • Global rotations
    • International project work
    • Action learning programs
    • Stretch assignments
    • Executive coaching
    • Internal coaching
    • Mentoring
    • Internal case studies
    • Leadership workshops
    • Leverage internal personnel as faculty
    • Executive MBA
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 42. THREE DISTINCT APPROACHES
    • Are you pursuing three distinct approaches for developing leadership talent?
  • 43. Developmental Interventions Checklist
    • Multi-rater feedback
    • Exposure to key execs
    • Exposure to strategy process
    • Cross-functional rotation
    • Global rotations
    • International project work
    • Action learning programs
    • Stretch assignments
    • Executive coaching
    • Internal coaching
    • Mentoring
    • Internal case studies
    • Leadership workshops
    • Leverage internal personnel as faculty
    • Executive MBA
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 44. The Triad
    • Overlapping Approaches
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 45. Internal Coaching
    • To what extent do the “within hierarchy” leaders need their own talent development in order to effectively coach high potential leaders?
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 46. Internal Coaching
    • To what extent do the “within hierarchy” leaders need their own talent development in order to effectively coach high potential leaders?
    • To what extend do the “outside hierarchy” leaders need their own talent development in order to effectively coach high potential leaders?
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 47. MENTORING – FORMAL AND INFORMAL
    • Are you fine-tuning your mentoring approach with both formal and informal mentoring?
  • 48. Mentoring – Two Approaches
    • Mentoring can be further fine-tuned with both formal and informal approaches - picking the right players for each approach requires knowing some key strategies.
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 49. Mentoring – Defined
    • Webster’s Dictionary defines a mentor as “a wise and trusted teacher or counselor”.
    • (Webster’s II New College Dictionary 2001, New York: Houghton Mifflin Company)
    • Most people think of mentoring as an informal process and business relationship whereby an experienced professional—often perceived as older and wiser—counsels the development of a less experienced protégé.
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 50. Mentoring – Defined
    • Webster’s Dictionary defines a mentor as “a wise and trusted teacher or counselor”.
    • (Webster’s II New College Dictionary 2001, New York: Houghton Mifflin Company)
    • Most people think of mentoring as an informal process and business relationship whereby an experienced professional—often perceived as older and wiser—counsels the development of a less experienced protégé.
    • Twitter coaching – consider how that fits!
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 51. Internal Coaching versus Mentoring
    • Coaching
      • Obligation
      • Job
      • How to do it
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 52. Internal Coaching versus Mentoring
    • Coaching
      • Obligation
      • Job
      • How to do it
    • Mentoring
      • Relationship
      • Career
      • Why do this
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 53. Mentoring – Two Approaches
    • Informal
      • Wisdom to bring protégé under their wings
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 54. Mentoring – Two Approaches
    • Informal
      • Wisdom to bring protégé under their wings
      • Comfort to deep challenge
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 55. Mentoring – Two Approaches
    • Informal
      • Wisdom to bring protégé under their wings
      • Comfort to deep challenge
      • Introduce protégé to key external players
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 56. Mentoring – Two Approaches
    • Informal
      • Wisdom to bring protégé under their wings
      • Comfort to deep challenge
      • Introduce protégé to key external players
      • Provide long-term loyalty
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 57. Mentoring – Two Approaches
    • Informal
      • Wisdom to bring protégé under their wings
      • Comfort to deep challenge
      • Introduce protégé to key external players
      • Provide long-term loyalty
    • Formal
      • Commitment to one year program
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 58. Mentoring – Two Approaches
    • Informal
      • Wisdom to bring protégé under their wings
      • Comfort to deep challenge
      • Introduce protégé to key external players
      • Provide long-term loyalty
    • Formal
      • Commitment to one year program
      • Allow protégé to drive it
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 59. Mentoring – Two Approaches
    • Informal
      • Wisdom to bring protégé under their wings
      • Comfort to deep challenge
      • Introduce protégé to key external players
      • Provide long-term loyalty
    • Formal
      • Commitment to one year program
      • Allow protégé to drive it
      • Recommend protégé to internal opportunities
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 60. Mentoring – Two Approaches
    • Informal
      • Wisdom to bring protégé under their wings
      • Comfort to deep challenge
      • Introduce protégé to key external players
      • Provide long-term loyalty
    • Formal
      • Commitment to one year program
      • Allow protégé to drive it
      • Recommend protégé to internal opportunities
      • Celebrate transition
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 61. EXECUTIVE COACHING
    • Are you leveraging executive coaching with clear objectives and coaches that are accountable to both the organization and the candidate?
  • 62. Four Essential Differences: Mentoring vs. Executive Coaching
    • Mentoring is more frequently used for career development.
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 63. Four Essential Differences: Mentoring vs. Executive Coaching
    • Mentoring is more frequently used for career development.
    • Mentoring is often more relationship centered and less structured.
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 64. Four Essential Differences: Mentoring vs. Executive Coaching
    • Mentoring is more frequently used for career development.
    • Mentoring is often more relationship centered and less structured.
    • Executive Coaching places an emphasis upon skills development.
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 65. Four Essential Differences: Mentoring vs. Executive Coaching
    • Mentoring is more frequently used for career development.
    • Mentoring is often more relationship centered and less structured.
    • Executive Coaching places an emphasis upon skills development.
    • Executive Coaching follows a process that has a clear beginning, middle and end.
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 66. Components of Executive Coaching
    • Because executive coaching follows a process that has a clear beginning, middle and end
      • It typically includes assessment (s)
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 67. Components of Executive Coaching
    • Because executive coaching follows a process that has a clear beginning, middle and end
      • It typically includes assessment (s)
      • It emphasizes setting objectives
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 68. Components of Executive Coaching
    • Because executive coaching follows a process that has a clear beginning, middle and end
      • It typically includes assessment (s)
      • It emphasizes setting objectives
      • It relies upon measurement
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 69. Components of Executive Coaching
    • Because executive coaching follows a process that has a clear beginning, middle and end
      • It typically includes assessment (s)
      • It emphasizes setting objectives
      • It relies upon measurement
      • It determines boundaries of three party accountability between manager, coach and organization
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 70. Facilitation of Group Based Leadership Development
    • Develop strategic leadership skills
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 71. Facilitation of Group Based Leadership Development
    • Develop strategic leadership skills
    • Provide one another with high-value constructive feedback.
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 72. Facilitation of Group Based Leadership Development
    • Develop strategic leadership skills
    • Provide one another with high-value constructive feedback.
    • Develop stronger strategic and enterprise level views.
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 73. Facilitation of Group Based Leadership Development
    • Develop strategic leadership skills
    • Provide one another with high-value constructive feedback.
    • Develop stronger strategic and enterprise level views.
    • Break functional silos.
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 74. Facilitation of Group Based Leadership Development
    • Develop strategic leadership skills
    • Provide one another with high-value constructive feedback.
    • Develop stronger strategic and enterprise level views.
    • Break functional silos.
    • Tackle real-world challenges in real time.
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 75. PRACTICAL APPLICATION
    • Three Applications
  • 76. Practical Application
    • Screen and select coaches and mentors consistently based upon three big picture questions (e.g. skills, time/priority decision making and insight/perspective).
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 77. Practical Application
    • Screen and select coaches and mentors consistently based upon three big picture questions (e.g. skills, time/priority decision making and insight/perspective).
    • Position the two tools front and center so that all coaches and mentors grasp the overall strategy and their contribution to the strategy.
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 78. Practical Application
    • Screen and select coaches and mentors consistently based upon three big picture questions (e.g. skills, time/priority decision making and insight/perspective).
    • Position the two tools front and center so that all coaches and mentors grasp the overall strategy and their contribution to the strategy.
    • Establish an equilateral triangle between internal coaching, mentoring and executive coaching for long-term talent development.
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 79. The Triad
    • Overlapping Approaches
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 80. Agenda
    • Virtual introduction with option of social or B2B networking
    • Review of relevant leadership practices:
      • Picking Internal and External Coaches and Mentors
    • Highlight one of 36 distinct skills of leadership
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 81. 9 “Must-Have” Skills for Team Leaders and Supervisors—A Checklist
    • Planning Work
    • Delegating
    • Informal Coaching
    • Formal Disciplining
    • Motivating Employees
    • Fulfilling Dynamic Changing Jobs
    • Measuring Work
    • Documenting
    • Scripting
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 82. 9 “Must-Have” Skills for Team Leaders and Supervisors—A Checklist
    • Planning Work
    • Delegating
    • Informal Coaching
    • Formal Disciplining
    • Motivating Employees
    • Fulfilling Dynamic Changing Jobs
    • Measuring Work
    • Documenting
    • Scripting
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 83. Fulfilling Dynamic Changing Jobs
    • Cross-Training is an obsolete term
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 84. Fulfilling Dynamic Changing Jobs
    • Cross-Training is an obsolete term
    • Most jobs are not static—they are dynamic
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 85. Fulfilling Dynamic Changing Jobs
    • Cross-Training is an obsolete term
    • Most jobs are not static—they are dynamic
    • Yes, it involves recruiting and hiring
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 86. Fulfilling Dynamic Changing Jobs
    • Cross-Training is an obsolete term
    • Most jobs are not static—they are dynamic
    • Yes, it involves recruiting and hiring
    • Yes, it includes an understanding of adult learning principles
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 87. Fulfilling Dynamic Changing Jobs
    • Cross-Training is an obsolete term
    • Most jobs are not static—they are dynamic
    • Yes, it involves recruiting and hiring
    • Yes, it includes an understanding of adult learning principles
    • Yes, it requires priority decision making
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 88. Fulfilling Dynamic Changing Jobs
    • Cross-Training is an obsolete term
    • Most jobs are not static—they are dynamic
    • Yes, it involves recruiting and hiring
    • Yes, it includes an understanding of adult learning principles
    • Yes, it requires priority decision making
    • More—FDCJ requires reorganizing assignments
    Strategic and tactical leadership skills - sharpen both edges! TM
  • 89. “ Let’s get back to work.”
    • Blog: http://www.gdg-earth.com/blog
    • Slideshare: http://www.slideshare.net/gdgearth
    • Twitter: http://twitter.com/gdgearth
    • Twitter: http://twitter.com/virtualteaparty
    • Facebook: Greenfield Development Group
    Strategic and tactical leadership skills - sharpen both edges! TM