Coaching & Leadership Development: Peter De Prins

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Presentation by Prof. Peter De Prins during the 8th editon of Vlerick HR-day 2011.

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Coaching & Leadership Development: Peter De Prins

  1. 1. “Knowing others is intelligence; knowing yourself is true wisdom” “Intelligence is like a four-wheel drive. It allows you to get stuck in more remote places”Self-knowledge as change agent for leadership behaviourHR Day 2011How can HR contribute to self-awareness? Prof. Peter De Prins Director of Centre of Excellence for Leadership & Coaching Vlerick Management School
  2. 2. EXECUTIVE SUMMARY: HR CAN DRIVE SELF-KNOWLEDGE BY…. Taking on its role of strategic partner, focusing on people as differentiator towards competition Understanding the new set of productivity drivers Driving the development of a new breed of leaders Installing a coaching culture Conducting a values assessment Stimulating peer to peer feedback Stimulating the use of a 360 degrees feedback and other development tools2| © Vlerick Leuven Gent Management School
  3. 3. SELF-KNOWLEDGE Self-awareness theory (1) Self-awareness is the capacity to take oneself as the object of thought— people can think, act, and experience, and they can also think about what they are thinking, doing, and experiencing 95% of what we say and do comes from subconscious program that we have learned when we are very young We use these programs over and over without realizing: automatic reactions without thought or choice Self-awareness is the core of Emotional Intelligence. Self-awareness is comprised of three competencies; emotional self-awareness, where you are able to read and understand your emotions as well as recognise their impact on work performance and relationships; accurate self-assessment, where you are able to give a realistic evaluation of your strengths and limitations; self-confidence, where you have a positive and strong sense of one’s self- worth. The starting point and key in these areas is the ability to be critically self-reflective. (1) Duval, Shelley, and Robert A. Wicklund. 1972. A Theory of Objective Self Awareness. New York: Academic Press.3| © Vlerick Leuven Gent Management School
  4. 4. GOLEMAN’S EMOTIONAL INTELLIGENCE MODEL (2002)4| © Vlerick Leuven Gent Management School
  5. 5. HR HAS BECOME MORE A STRATEGIC PARTNER Higher profitability Customer satisfaction Reduced costs Bottom line impact Good communication Changing working culture© Vlerick Leuven Gent Management School
  6. 6. UNDERSTANDING WHY A NEW SET OF PRODUCTIVITY DRIVERSARE COMING The Talent Mismatch is deepening as the working age population declines and the nature of work changes.Technological Revolutions have the power tochange where, when and how we work. Individual Choice will be exercised by those with the skills that are most in demand. Rising Customers Sophistication requires businesses to work in a new way, driven by innovation and delivering greater value and efficiency© Vlerick Leuven Gent Management School
  7. 7. THE TALENT MISMATCH Lack of resources creates tension Demand on the high-skills for skill market Oversupply of Supply low or wrongly of skill skilled resources generates under- employment and unemployment 53% of European employers reported having difficulties finding talent.© Vlerick Leuven Gent Management School
  8. 8. RISING CUSTOMER SOPHISTICATION Google search trends inEvery aspect of the value chain USA for past 30 daysis being tested by your 120customers. iPhone 4 100Internal and external. iPad 80Customers are more global andsophisticated, increasing the 60complexity of their 40relationships withorganizations and the 20specificity of their valuedemands. 0 Source: Google Insights for Search. Past 30 days.Faster. Cheaper. Better.© Vlerick Leuven Gent Management School
  9. 9. INDIVIDUAL CHOICEEach generation has different assumptions about how theworld works and is currently in a different life stage that willaffect what they demand from work. Traditionalist Boomer Generation X Generation Y Born 1928-1945 Born 1946-1964 Born 1965-1979 Born 1980-1995 Are you ready for the Next Generation when they hit your workforce in 2020?© Vlerick Leuven Gent Management School
  10. 10. TECHNOLOGICAL REVOLUTIONS Do you Tweet? 600 per second 36000 per minute 2.1m per hour 52m per day 18.9b per year Linkedin founded in Up 1,400% on 09 2002 Flickr founded in 2004 New ways to collaborate, innovate & communicate. Blending work, rest and play.Source: © Vlerick Leuven Gent Management Schoolhttp://blog.twitter.com/2010/02/measuring-tweets.html
  11. 11. ImplicationsMISALIGNMENTMany organizations are misaligned with New realities are coming to your the new environment workplace New organizational models and structures are coming Organizational work styles and expectations are changing A new definition of employee engagement is emerging to embrace social / community values A new breed of leader is required, one that can win the hearts and minds of the pre- digital, digital and post-digital employee
  12. 12. SELF-AWARENESS DRIVER #1HR NEEDS TO DRIVE A NEW BREED OF LEADERS ACTION: View Leadership as a 10-year program Establishing Vision, values, 7 Success Factors strategies & enterprise capabilities tot create value 1.Owned by senior management 2.Customized to the organization Defining strategy & driving business results & 3.Supportive of the organization’s sustainability strategy, mission, vision, values 4.Tailored to non-linear career paths Building managerial 5.Delivered flexibly to meet the needs capability & functional of leaders expertise 6.Competency-based 7.Accountability-driven Understanding yourself and developing others© Vlerick Leuven Gent Management School
  13. 13. SOME FIGURES CCL Study: Changing Nature of Leadership (2007-2009) 500 companies Top/ Middle/Staff USA (54%)/Europe (26%)/Asia (16%)/ROW (4%) Age 29 tot 60 1-999 employees (32%)/1000-9999 (29%) / > 10.000 (26%) / unknown (13%) Male (60%) / Female (28%) / Unknown (12%) Overall conclusions Challenges are becoming more complex Greater reliance on interdependent work Shifting reward system The rise of a new leadership skill set Leadership is a collective process Global organisations are at the cutting edge of collective leadership13 | © Vlerick Leuven Gent Management School
  14. 14. HAS THE DEFINITION OF LEADERSHIP CHANGED OVER THE LAST 10 YEARS? ….% yes!14 | © Vlerick Leuven Gent Management School
  15. 15. RESULTS OF THE CCL STUDY • A position/a process • Function / boundary-less orientation • Independent decision making / interdependent decision making • Individual leadership competencies/groups of networks15 | © Vlerick Leuven Gent Management School
  16. 16. LEADERSHIP HAS BECOME MORE WE-ADERSHIP Leaders used to be powerful without people, but today leadership is about the transition of power to the people But… do you know your culture and its people?16 | © Vlerick Leuven Gent Management School
  17. 17. 21ST CENTURY LEADERS NEED TO BE / BECOME GOOD COACHES! Get the best out of your people! (not only out of yourself)17 | © Vlerick Leuven Gent Management School
  18. 18. COACHING: BOOMING BUSINESS….(PROF. DR. KATLEEN DE STOBBELEIR)Executive coaching...some facts 76% of companies hires executive coaches (U.S.: 93%) +/- 47.000 (executive) coaches active in the market Market of 1,7 billion euro Fees: 200 – 4000 euro/hour Fastest growing business line in ‘consultancy’ More than 30 coaching models in use+ Exponential growth of internal coaching© Vlerick Leuven Gent Management School
  19. 19. HOW MUCH COACHING?(PROF. DR. KATLEEN DE STOBBELEIR)© Vlerick Leuven Gent Management School Met dank aan Prof. Dr. Katleen De Stobbeleir
  20. 20. YOU NEED TO UNDERSTAND THE HUMAN BEING BEHIND THEFUNCTION… Using your values and the ones from your employees to drive decision-making so that you consciously create the future you want to experience and provide a consistently ethical basis for decision-making. “Therefor, values-based leadership is a way of making authentic decisions that builds the trust and commitment of employees and customers.” Kotter and Heskett, Corporate Culture and Performance (Free Press 2008)© Vlerick Leuven Gent Management School
  21. 21. VALUES BASED LEADERSHIP • ‘hard’ goals don’t motivate • Leaders translate ‘hard’ objectives into ‘personal’ objectives based on personal values • This can only be done if you have an in-depth understanding of the person behind the function (deep-dive interview)21 © Vlerick Leuven Gent Management School
  22. 22. HR Driving the change! ©200622 © Vlerick Leuven Gent Management School LinkPower
  23. 23. SELF-AWARENESS DRIVER #2STRATEGIC VALUES ALIGNMENT PLANNING ACTION: Truly link culture to business strategy Understand the following 1. What’s Now – What kind of people are working in your company today? What do they find important? 2. What’s Next - How does your company need to evolve to keep that culture? How will the world of work trends affect your ability to attract, retain and engage that workforce? 3. Gaps - Where are the risks in your current approach that impact the delivery of business strategy? 4. Actions - What options are available to drive the organization in the right direction? 5. Measure - How do you assess culture and measure success?© Vlerick Leuven Gent Management School
  24. 24. THREE MANTRAS OF CULTURAL CHANGE24 | © Vlerick Leuven Gent Management School
  25. 25. THE SEVEN LEVELS OF ORGANIZATIONAL CONSCIOUSNESS(RICHARD BARRETT) Positive Focus / Excessive Focus SERVICE TO HUMANITY AND THE PLANETService Social responsibility, future generations, long-term perspective, ethics, compassion, humility STRATEGIC ALLIANCES AND PARTNERSHIPS Collaboration, environmental awareness, communityExternal Cohesion involvement, employee fulfillment, coaching/mentoring BUILDING CORPORATE COMMUNITY Shared values, vision, commitment, integrity, trust, passion,Internal Cohesion creativity, openness, transparency CONTINUOUS RENEWAL AND LEARNING Accountability, adaptability, empowerment, delegation,Transformation teamwork, innovation, goals orientation, personal growth HIGH PERFORMANCE Systems, processes, quality, best practices, pride inSelf-Esteem performance, Bureaucracy, Complacency EMPLOYEE RECOGNITION Loyalty, open communication, customer satisfaction,Relationship friendship, Manipulation, Blame FINANCIAL STABILITY Shareholder value, profit, organisational growth,Survival employee health Control, Corruption, Greed and safety© Vlerick Leuven Gent Management School
  26. 26. 26 | © Vlerick Leuven Gent Management School
  27. 27. MANAGING THE ENTROPY27 | © Vlerick Leuven Gent Management School
  28. 28. IMPLEMENTING CULTURAL TRANSFORMATION Workshop 1 Workshop 2 Workshop 3 Workshop 4 Mission/Values Team Emotional Progress and Alignment Cohesion Intelligence Goal Setting Organization/Team Leadership Values • Self-Awareness Organization/Team Culture Assessment Assessment • Communication Culture Assessment Skills. • Empowerment • Core Business Skills. Leadership Values • Self-knowledge. • Motivation Assessment • Core Motivation • Interpersonal Skills. • Four Why’s Vision, Awareness. Mission and Values. • Defining HR strategy • Review Team • Selecting Values and Development • Set personal- and Individual. Defining Behaviors. development goals. Performance • Balanced Needs • Individual coaching. • Define Team Scorecard. and Individual Objectives. HR Strategy & teambuilding© Vlerick Leuven Gent Management School
  29. 29. SELF-AWARENESS DRIVER #3OFFER DEVELOPMENT TOOLS FOR INCREASING SELF-AWARENESS ACTION: Increase self-awareness through self-rating and feedback from manager,direct reports and peers. Supports building a culture of evaluation, learning and performance Strengthen company values Supports a desired leadership style Facilitates and increase effectiveness of feedback Standardises priorities, competencies and qualities on which employees focus development Allows for identification of group development priorities • 360 degrees • Multi-Rater Assessment (MRA) Mirella Perez, Arcelor Mittal© Vlerick Leuven Gent Management School
  30. 30. HOW DOES A HUMAN BEING DECIDE SUBCONSCIOUSLY? ……………………………………………? ……………………………………………? ……………………………………………?© Vlerick Leuven Gent Management School
  31. 31. HR CAN DRIVE SELF-KNOWLEDGE BY…. Taking on its role of strategic partner, focusing on people as differentiator towards competition Understanding the new set of productivity drivers Driving the development of a new breed of leaders Installing a coaching culture Conducting a values assessment Stimulating peer to peer feedback Stimulating the use of a 360 degrees feedback and other development tools31 | © Vlerick Leuven Gent Management School
  32. 32. Prof. Peter De Prins peter.deprins@vlerick.comThanks !
  33. 33. PLEASE WELCOME… Mirella Perez Leadership Development Manager ArcelorMittal Self-awareness and development tool at ArcelorMittal33 | © Vlerick Leuven Gent Management School

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