Coaching and Mentoring Case Study
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What happened when the CEO of a European airline asked gro.team to Coach & Mentor their newly promoted Chief Product Officer...
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You have to be someone who matters to people. That takes authority which turns to influence.
Leadership is impossible without the willingness to suffer for something you truly believe in. The good news is leadership can be agile!
Leadership is not a long, hard development that will launch after everything has been "quality-assured."
You learn, you practice - and yes you might faith sometimes and experience 'bugs' along the way, but the important thing is to 'just keep shipping.'
This talk was also delivered to Fluor Philippines, in Alabang. They are a Fortune 500 company with more than 56,000 employees worldwide. They also have offices in Manila and Cebu with a combined headcount of almost 3,000 employees. They got me to talk about leadership for their Mentoring program. It was a very exciting time for them and I, in turn, was thrilled for the opportunity to speak about leadership in their event.
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I also noted that leadership is more difficult nowadays because influencing people has become more elusive. Technology has increased our awareness and so it has also increased our skepticism. We don't put our faith in someone or something as easily as before.
Influence is earned. Which means leadership is earned. And how you earn leadership stems from who you are and how authoritative you are in what you do and say.
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I also talk about passion and how it is grossly misunderstood by the world at large. It does take passion to be a leader but it is the difficult side of passion that enables this. The side that takes a lot of sacrifice and (I daresay) martyrdom.
Life is not about work and pay. Rather, it is about sharing your faith to others. Give what you have freely to others. How can you share and give to others if they don't want what you have?
Because they don't want to be like you?
The Bible says in Titus 2:7 "And you yourself must be an example to them by doing good works of every kind. Let everything you do reflect the integrity and seriousness of your teaching."
You have to be someone who matters to people. That takes authority which turns to influence.
Leadership is impossible without the willingness to suffer for something you truly believe in. The good news is leadership can be agile!
Leadership is not a long, hard development that will launch after everything has been "quality-assured."
You learn, you practice - and yes you might faith sometimes and experience 'bugs' along the way, but the important thing is to 'just keep shipping.'
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How do you move from the ScrumMaster role to that of an agile coach? In this session, we’ll identify the characteristics of a good agile coach, how the role differs from the ScrumMaster and how to build an internal agile coaching organization. We’ll learn:
• Who makes a good agile coach
• How a typical internal agile coach spends their time
• How to assess problems in an unfamiliar team
• Metrics and tools to help the agile coach
• Getting teams started in Agile
• Continuing your own learning
This session is crucial for anyone who has a desire to help agile practices grow and thrive in the organization.
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High Performance Culture Presentation for LinkedIn
This document proposes researching companies with high-performance cultures in the Bay Area to identify best practices for fostering employee acquisition, retention, engagement, and productivity. The goals are to demonstrate how companies use culture to maximize talent, recommend ideas for Gracenote's culture, identify competencies of high performers, and compare Gracenote's benefits. It discusses characteristics of high-performing employees and organizations, including values like integrity, passion, courage, communication, and leadership. Quotes from LinkedIn and Workday emphasize the importance of transparency, positive culture, and leadership in driving engagement. The document cites Peter Drucker and a Deloitte study that highly engaged companies with the right culture have lower turnover, better execution, and
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2) Organizations claim talent is their most valuable asset but a disconnect between claims and reality can hurt engagement. CEO involvement can show employees they are truly valued.
3) Procter & Gamble is known for strong internal development where promotion from within is key. The CEO and COO are personally involved in training 250 future leaders to ensure a focus on values-based leadership.My Human Ressources Initiatives
The intern worked in the newly created human resources department of GEV Consulting Ltd. for 6 months under the supervision of the CEO. Their responsibilities included training and recruitment, determining staffing needs, managing the recruitment process, and ensuring a positive work environment. They established training programs for agents of various banks and financial institutions on topics like money transfers and using Microsoft Office. As human resources director, they recruited both permanent and temporary employees and developed skills training plans. After 6 months, they were promoted to Field Officer due to their leadership abilities and experience meeting the challenges of the company's growing operations.
myprofile112715
Rudy Vazquez was not initially given a C-level title when founding Technology Hub with 3 others, as they were a small startup. After growing substantially, in February it made more sense for Rudy to take the COO title to help define roles and responsibilities. As COO, Rudy's role is highly variable but focuses on operational leadership, team development, and external relationship building to implement the strategic plan and manage budgets and operations. The optimal approach, Rudy realized, is for product and growth teams to work like Batman and Robin, with one person making the final call but both supporting each other.
QWL ppt
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Virginia_Dean_Positioning_Accomplishments
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Chief Learning & Development Officer 2015
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WCM Newsletter
The document discusses operational excellence in Saint-Gobain Gypsum Activity. It covers the following topics:
1) The newsletter focuses on developing transformational leadership to achieve operational targets through high performance teams, clear vision, communication, and linking knowledge and resources.
2) The Year of Mixing and Forming aims to capture collective knowledge about mixing and forming processes to reduce losses and improve performance. Training courses will focus on raw materials, recipes, process stability, and quality maintenance.
3) Developing skills like SMED and OTED for rapid changeovers is important as customers demand more product varieties. Training will focus on safe and reliable machines as well as process stability and capability.
4) A
Onboarding Summary
The document discusses the importance of an effective onboarding process, suggesting organizations provide ample information about their workplace and culture on their website and during the interview process. A strategic onboarding program should focus on engaging new employees to orient them to their job and the company's goals and culture. The onboarding process should begin before the employee's first day so they are well prepared to be productive when they start.
Nikita rai mba 3rd sem summer training project
The document provides details about Nikita Rai's 3-month internship at TopTrove Foundation, a garments company in India. As an intern in the HR department, Nikita helped with tasks like sorting resumes, scheduling interviews, conducting interviews, selecting candidates, photocopying documents, and conducting new employee orientations. The internship helped Nikita fulfill her MBA program requirements and gain exposure to various HR functions at TopTrove Foundation.
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The document provides details about Nikita Rai's 3-month internship at TopTrove Foundation, focusing on their training and development practices. It outlines Nikita's responsibilities which included sorting resumes, scheduling interviews, conducting interviews, selecting candidates, document scanning and filing, and assisting with new employee orientation. The document also provides background on TopTrove Foundation, including their vision, mission, quality policies, organizational structure, and code of conduct.
Need for trainings
The document discusses the need for corporate training programs and their advantages. It notes that in today's competitive global environment, staff are under pressure to meet high standards, requiring the development of new training strategies and methods. Training needs analysis that is aligned with organizational goals can help formulate an effective people development strategy. Some key advantages of training programs include addressing employee weaknesses, improving performance, ensuring consistency, increasing worker satisfaction and productivity, improving quality, and reducing costs and supervision needs.
Leadership Coaching Ver 3
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- Working in leadership roles across multiple industries and geographies, setting up new business units and functions for large companies.
- Facilitating leadership development, HR management, and organizational development initiatives for over a decade, measuring success through business profitability impact.
- Holding an undergraduate degree in psychology and a master's degree in organizational behavior, with additional postgraduate qualifications in training and development and business law.
Executive Onboarding Proposal
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1. Executive onboard coaching focuses on helping new executives quickly understand organizational culture and objectives to deliver faster results through coaching in the first critical 6 months.
2. When organizations thoughtfully onboard new executives through coaching, the executive assimilates successfully and both performance and longevity increase, providing a win-win.
3. The proposal partners JSK Coaching Associates with McDermott & Bull to provide their clients with 6-month executive onboard coaching sessions for a preferential rate.
Xcpl Case Studies
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Transformation_in_Business
Business in a modern world is a constant transformation. Markets, companies and even complete societies are subject to constant change. The ability to transform is a key success factor in business but also a major challenge. „How to“ transform? Which factors are relevant for a sustainable and successful transformation? This paper will give some answers to these questions and we will show, that transformation is strongly related to:
Why? The purpose of the future business and transformation process has to be carved out precisely and communicated well. This is essential to get the buy-in of all relevant stakeholders. They have to understand the necessity to change values, behaviors and develop the competencies needed for a future excellence.
How? A well-laid strategy in combination with operational excellence in organizational design and process layouts sets the direction, a structured development of competencies and skills ensures the necessary abilities are in place.
What? In the end the result oriented execution of strategies and plans will be the key factor for success. Only realized results make the difference!
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Coaching and Mentoring Case Study
- 1. Case Study: Coaching | Mentoring at a European airline Rorie Devine gro.team 0800 246 5735
- 2. Last year gro.team were invited by the CEO of a European airline to Coach & Mentor their newly promoted Chief Product Officer...
- 3. Clarify the relative roles and responsibilities of Product and Technology. Communicate effectively, particularly upwards to the board. Meet expectations with general Product delivery. Take enough personal ownership for delivery. The CEO felt that overall the CPO was well regarded within the company but was struggling to…
- 4. An experienced gro.team Coach & Mentor was carefully matched with the CPO and they duly sent two days together at the airline’s offices...
- 5. Together the gro.team Coach and CPO examined the CPO’s current context and perceived challenges.
- 6. The company culture was more Project that Product based and needed to evolve. She had a key skill gap and two under-performers in her direct reports team. One of her teams was very old fashioned in its approach and needed to modernise. The company needed to knee-jerk less and mature its prioritisation processes. Overall the CPO felt supported in her role but her challenges were that…
- 7. After the onsite analysis the gro.team person wrote up a playback that was presented to both the CEO and CPO...
- 8. Goals were created for both the CEO and CPO, and a date was put in the diary in three months to check on progress...
- 9. The company was now treating new initiatives as product initiatives via the creation/early delivery and iteration of MVP’s. Both of the CPO’s under performers had left the business and she was at the candidate interview stage for the key hire. The “old fashioned” team had been on a cultural journey and had really improved the real and perceived effectiveness of their approach. The company had improved the maturity to its prioritisation processes somewhat, but it was still WIP TBH… Three months later the gro.team Coach | Mentor returned for one day on site with the CPO to assess progress and things were pretty different…
- 10. Clarified the relative roles and responsibilities of Product and Technology. Started to communicate much more effectively, particularly upwards to the board. Created a small “Rapid Development” team to deliver business impact much more quickly. Happily taken on more ownership for delivery now she felt she had more responsibility and control. These changes had set the CPO up for success much more effectively and she had…
- 11. With quick wins delivered and short term goals achieved the gro.team and CPO relationship moved on to be one of mentoring rather than coaching and monthly remote catchups were set up to help the CPO build on her successes and continue to lead change successfully…
- 12. Fast forward to today and as the CEO puts it… ”There has been a real transformation. The CPO is now a much more integrated member of the senior leadership team and is really helping to push our business forward much more effectively…”
- 13. All in all it just shows how much of a massive ROI win/win working with a Coach | Mentor can be…
- 14. Want to hear more? Give us a shout.. hi@gro.team 0800 246 5735