Noble Manhattan Coaching is a leading European coaching firm established in 1993 with over 7,800 trained coaches operating in 26 countries. The presentation discusses trends in coaching, methodology, and ROI studies showing significant benefits of coaching for both individuals and organizations. A local case study on executive team coaching found measurable improvements in areas like decision quality, information sharing, and stress levels, resulting in a 750% ROI. Emerging trends include younger workforces, new technologies, globalization, and changing work styles. Most executive coaching is still conducted in person, though remote options via phone, email and video chat are growing.
This presentation explains the difference between leadership development and management development with strong evidence why it matters and how this can drive business performance. Also some practical guidelines on how to develop leadership capability.
How to Build a Business Case and Measure the Effects of Leadership Developmen...Human Capital Media
Leadership development is essential to successfully navigate at today’s business speed. This webinar will offer practical and credible advice on how to construct a business case to substantiate leadership development initiatives and measure the effects. Development of your leaders can have big payoff in terms of revenue generation and organizational risk mitigation, but how will you know if you’ve been successful if you don’t have a formal plan and strategy to evaluate impact? Join us for an insightful webinar by one of the industry’s leading authorities on measurement and analytics, Jeffrey Berk, COO of KnowledgeAdvisors.
Learning objectives:
Developing the business case for a leadership development initiative.
Defining the leadership development measurement strategy to evaluate impact.
Identifying what analytics are important.
Communicating the results of leadership development investments to executives.
Presentation delivered on June 26, 2015 at the INFINITY Science Center (http://www.visitinfinity.com/) by invitation of the Magnolia Business Alliance (http://www.magnolia-ba.biz/).
This presentation explains the difference between leadership development and management development with strong evidence why it matters and how this can drive business performance. Also some practical guidelines on how to develop leadership capability.
How to Build a Business Case and Measure the Effects of Leadership Developmen...Human Capital Media
Leadership development is essential to successfully navigate at today’s business speed. This webinar will offer practical and credible advice on how to construct a business case to substantiate leadership development initiatives and measure the effects. Development of your leaders can have big payoff in terms of revenue generation and organizational risk mitigation, but how will you know if you’ve been successful if you don’t have a formal plan and strategy to evaluate impact? Join us for an insightful webinar by one of the industry’s leading authorities on measurement and analytics, Jeffrey Berk, COO of KnowledgeAdvisors.
Learning objectives:
Developing the business case for a leadership development initiative.
Defining the leadership development measurement strategy to evaluate impact.
Identifying what analytics are important.
Communicating the results of leadership development investments to executives.
Presentation delivered on June 26, 2015 at the INFINITY Science Center (http://www.visitinfinity.com/) by invitation of the Magnolia Business Alliance (http://www.magnolia-ba.biz/).
The AoEC offers you effective and highly accredited coach training at all levels, whether you are completely new to coaching, or wish to deepen and broaden your skills to an advanced or master practitioner level.
Our introductory course provides a first step into executive coaching and is the gateway to our suite of accredited development programmes.
The Global Leadership Forecast 2011 is the largest and most comprehensive study of its kind. Over 2,600 organizations across 74 countries provided perspectives on the current state of leadership in their organizations and future talent-related needs. The study is based on data from 1,897 HR professionals and 12,423 leaders.
Review the highlights here before participating in our Global Leadership Forecast for 2014.
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Past experience shows that poorly executed succession plans can have an immediate negative impact on company momentum, reputation, employee morale and the bottom line. Any business or public sector organisation, irrespective of its size, should have a strategy to deal with losing talent, whether it’s planned or unplanned. This strategy should not simply be focused on the C-suite, but applied to every level of an organisation. Find out how companies are building effective succession planning with long-term successors as well as short-term replacements in order to maximise business performance and continuity.
This presentation was used at HR Summit and Expo 2013 www.hrsummitexpo.com
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Talent mobility is the ability to rapidly and strategically move people from role to role and function to function as business needs change. This presentation provides the results of research from the UK and Australia by Taleo Research on the benefits and challenges organisations face in pursuing proactive talent mobility, and the role that strong talent intelligence can play.
In this session, you will hear a combination of the latest research and best and next practices from leading organizations on the role the learning and development staff is increasingly playing in the integrated talent management movement. As a starting point, the group will discuss the top-level findings from ASTD’s recently published report, “Learning’s Critical Role in Integrated Talent Management,” including information on how high-performing and low-performing organizations use talent management differently. You will also gain information on which organizational roles are primarily responsible for the key elements of talent management: leadership development, individual development, performance management, employee learning, recruitment/selection, employee engagement, compensation and benefits, and succession planning. And you’ll hear about learning’s role in each area.
Keynote-Leadership Development for Getting Things Done: Ted Abernathy, Managing Partner, Economic Leadership. Presented ate the Women's Economic Development Network 2017
EXECUTIVE COACHING PROGRAMS: BEST PRACTICES, KEY ISSUES, AND TRENDS FOR DRIVI...Human Capital Media
Executive Coaching is a holistic development process that takes leaders out of their comfort zones so they can be more self-aware and reflect on their leadership capability and effectiveness. Senior leaders and executives are commonly faced with navigating complex change, leading people and processes and managing the business to achieve objectives. Some of these leaders are in a succession plan and preparing to transition into a new role, while others need overall refinement of leadership skills to lead at the right level. In today’s business landscape, coaching is most effective when aligned with business objectives and the talent management strategy and not used reactively for remedial performance improvement. In this webinar, you will learn how organizations are using executive coaching for leadership development. The discussion will also review common leadership assessment tools and compare the value of internal vs. external coaching programs.
Session takeaways include:
Executive coaching strategy, purpose, and outcomes — how it is used in organizations.
Structure and process for a successful coaching outcome.
Building the coaching bench — skills, standards, and rigor.
Measuring the effectiveness of coaching.
Trends in executive coaching.
Talent Management for Talent Managers: HR Competencies for 2013 and BeyondHuman Capital Media
HR professionals have dual and sometimes conflicting roles, serving as employee advocates while simultaneously formulating talent strategies that push an organization forward. Recent economic volatility has also put greater pressure on how organizations manage their human capital. The result: HR must accelerate its capacity for change and demonstrate its ability to improve results: sales, productivity, costs, quality, innovation, etc.
Join this session to better understand the key HR competencies required to facilitate the changes and business results organizations need in the current climate. Beyond HR, learn the first steps you can take to define the competencies that will help you enable your organization to respond positively to workforce pressures and thrive in a changing economy.
8 ème édition du rapport Creating People Advantage réalisée par le Boston Consulting Group (BCG) et en partenariat avec la World Federation of People (WFPMA)
Beyond Reimbursement: Education Assistance as a Talent Management ToolHuman Capital Media
Does your tuition assistance program actively support your talent strategy? In too many organizations tuition assistance is merely a passive employee benefit, and leaders spanning learning and development, human resources and workforce planning have much to gain from changing that.
Join this webinar for practical tips on leveraging tuition assistance to advance your L&D and talent management goals. Presenters Mark Ward and Jessica Kaplan will draw from EdAssist's experience working with hundreds of large employers to share best practices for designing a strategic and impactful program.
By attending, you'll learn how education assistance can help you:
Accelerate the development journeys of future leaders
Cultivate employee engagement from day one on the job
Encompass competencies, non-degree learning and other learning trends
Reinforce learning as a process, not an event
The AoEC offers you effective and highly accredited coach training at all levels, whether you are completely new to coaching, or wish to deepen and broaden your skills to an advanced or master practitioner level.
Our introductory course provides a first step into executive coaching and is the gateway to our suite of accredited development programmes.
The Global Leadership Forecast 2011 is the largest and most comprehensive study of its kind. Over 2,600 organizations across 74 countries provided perspectives on the current state of leadership in their organizations and future talent-related needs. The study is based on data from 1,897 HR professionals and 12,423 leaders.
Review the highlights here before participating in our Global Leadership Forecast for 2014.
Win The War For Talent Through Best-In-Class Succession Planning, David EdwardsThe HR Observer
Past experience shows that poorly executed succession plans can have an immediate negative impact on company momentum, reputation, employee morale and the bottom line. Any business or public sector organisation, irrespective of its size, should have a strategy to deal with losing talent, whether it’s planned or unplanned. This strategy should not simply be focused on the C-suite, but applied to every level of an organisation. Find out how companies are building effective succession planning with long-term successors as well as short-term replacements in order to maximise business performance and continuity.
This presentation was used at HR Summit and Expo 2013 www.hrsummitexpo.com
Strategic Talent Mobility: Connecting Personal Potential to Organizational Go...Taleo Research
Talent mobility is the ability to rapidly and strategically move people from role to role and function to function as business needs change. This presentation provides the results of research from the UK and Australia by Taleo Research on the benefits and challenges organisations face in pursuing proactive talent mobility, and the role that strong talent intelligence can play.
In this session, you will hear a combination of the latest research and best and next practices from leading organizations on the role the learning and development staff is increasingly playing in the integrated talent management movement. As a starting point, the group will discuss the top-level findings from ASTD’s recently published report, “Learning’s Critical Role in Integrated Talent Management,” including information on how high-performing and low-performing organizations use talent management differently. You will also gain information on which organizational roles are primarily responsible for the key elements of talent management: leadership development, individual development, performance management, employee learning, recruitment/selection, employee engagement, compensation and benefits, and succession planning. And you’ll hear about learning’s role in each area.
Keynote-Leadership Development for Getting Things Done: Ted Abernathy, Managing Partner, Economic Leadership. Presented ate the Women's Economic Development Network 2017
EXECUTIVE COACHING PROGRAMS: BEST PRACTICES, KEY ISSUES, AND TRENDS FOR DRIVI...Human Capital Media
Executive Coaching is a holistic development process that takes leaders out of their comfort zones so they can be more self-aware and reflect on their leadership capability and effectiveness. Senior leaders and executives are commonly faced with navigating complex change, leading people and processes and managing the business to achieve objectives. Some of these leaders are in a succession plan and preparing to transition into a new role, while others need overall refinement of leadership skills to lead at the right level. In today’s business landscape, coaching is most effective when aligned with business objectives and the talent management strategy and not used reactively for remedial performance improvement. In this webinar, you will learn how organizations are using executive coaching for leadership development. The discussion will also review common leadership assessment tools and compare the value of internal vs. external coaching programs.
Session takeaways include:
Executive coaching strategy, purpose, and outcomes — how it is used in organizations.
Structure and process for a successful coaching outcome.
Building the coaching bench — skills, standards, and rigor.
Measuring the effectiveness of coaching.
Trends in executive coaching.
Talent Management for Talent Managers: HR Competencies for 2013 and BeyondHuman Capital Media
HR professionals have dual and sometimes conflicting roles, serving as employee advocates while simultaneously formulating talent strategies that push an organization forward. Recent economic volatility has also put greater pressure on how organizations manage their human capital. The result: HR must accelerate its capacity for change and demonstrate its ability to improve results: sales, productivity, costs, quality, innovation, etc.
Join this session to better understand the key HR competencies required to facilitate the changes and business results organizations need in the current climate. Beyond HR, learn the first steps you can take to define the competencies that will help you enable your organization to respond positively to workforce pressures and thrive in a changing economy.
8 ème édition du rapport Creating People Advantage réalisée par le Boston Consulting Group (BCG) et en partenariat avec la World Federation of People (WFPMA)
Beyond Reimbursement: Education Assistance as a Talent Management ToolHuman Capital Media
Does your tuition assistance program actively support your talent strategy? In too many organizations tuition assistance is merely a passive employee benefit, and leaders spanning learning and development, human resources and workforce planning have much to gain from changing that.
Join this webinar for practical tips on leveraging tuition assistance to advance your L&D and talent management goals. Presenters Mark Ward and Jessica Kaplan will draw from EdAssist's experience working with hundreds of large employers to share best practices for designing a strategic and impactful program.
By attending, you'll learn how education assistance can help you:
Accelerate the development journeys of future leaders
Cultivate employee engagement from day one on the job
Encompass competencies, non-degree learning and other learning trends
Reinforce learning as a process, not an event
www.vogeldenisenewsome.net
ZAG U WILLIE LYNCHT die naar uw land? Vraag President Barack Obama, hij en zijn Joodse tegenhangers zijn zeer vertrouwd met WILLIE LYNCH! Waarom denk je dat Barack Obama en Michelle Obama werden in de Verenigde Staten WHITE HOUSE zetten? Om de WILLIE LYNCHT AGENDA PUSH!
“Most companies still earn profits per employee at close to the same low levels earned in the 20th century because they have not become very adept at mobilizing the mind power of their workforces.
As a comparison, the average top-30 company increased profits per employee 70 percent
The target should be to improve profits per employee by 30 to 60 percent or more. “
“The opportunities to improve the performance of workers just from increased efficiency alone are huge: Surveys show that a majority of workers in thinking-intensive jobs in large companies feel they waste from half a day to two days out of every workweek...
The opportunities to improve the effectiveness of such workers are even larger. The opportunities to mobilize the latent intangible assets (that is, knowledge, skills, relationships and reputations) of a company’s workforce are vast.”
Creating a coaching culture for defragmented workforceMichelle Raymond
Coaching for a defragmented workforce. Learn how coaching can benefit your business with recruitment and retention. Coaching is the new leadership skills for todays workforce.
dr Agata Dulnik - Supporting leadership effectiveness during times of rapid o...Certes
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Coaching Employees for High Performance (Webinar by Fuel50 & Quantum Workplace)Fuel50
Check out the full webinar at http://f50.li/cehp. Today, more than ever, providing opportunities for professional development and career growth is critical to engaging and retaining productive and high-performing employees. In fact, 100% of HR leaders identified improving leader coaching conversations as a top priority for them in 2017 and 70% of employers say their career development processes are ineffective at providing career advancement opportunities.
Similar to Coaching: The Way of the Future for Dynamic Businesses (20)
To provide a central hub for supporting coaches, student coaches and anyone working in or interested in coaching and developing human potential (their own and that of others)
The programme will be available to potential students who : Have substantial experience in coaching clients, or have studied coaching or allied subjects, or are currently enrolled on a Diploma programme with Noble Manhattan Coaching Ltd.
Coaching is about performing at your best through the individual and private assistance of someone who will challenge, stimulate and guide you to keep growing
A Strategic Approach: GenAI in EducationPeter Windle
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This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Safalta Digital marketing institute in Noida, provide complete applications that encompass a huge range of virtual advertising and marketing additives, which includes search engine optimization, virtual communication advertising, pay-per-click on marketing, content material advertising, internet analytics, and greater. These university courses are designed for students who possess a comprehensive understanding of virtual marketing strategies and attributes.Safalta Digital Marketing Institute in Noida is a first choice for young individuals or students who are looking to start their careers in the field of digital advertising. The institute gives specialized courses designed and certification.
for beginners, providing thorough training in areas such as SEO, digital communication marketing, and PPC training in Noida. After finishing the program, students receive the certifications recognised by top different universitie, setting a strong foundation for a successful career in digital marketing.
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Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Normal Labour/ Stages of Labour/ Mechanism of LabourWasim Ak
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The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Coaching: The Way of the Future for Dynamic Businesses
1. Noble
Manha+an
Coaching
Ltd
‘Europe's
leader
in
the
field
of
coaching,
personal
growth
and
corporate
development’
2.
3. Coaching-The Way of the Future
for Dynamic Businesses
People don’t leave companies
They leave Managers !
4. Introduc6on
Noble
Manha+an
Coaching
-‐ Established
in
1993
-‐ 26
Countries,
7,800
Coaches
trained
Gerard
O’Donovan
-‐
CEO
of
Noble
Manha@an
Coaching
-‐
President
of
InternaDonal
InsDtute
of
Coaching
(11,000
members,
76
Countries)
6. What Do We Know About Coaching?
• It
Works
.
.
.
• M
A
D
-‐
Makes
a
Difference
• R
O
I
-‐
Huge
and
Growing
7. Return on Investment in Executive
Coaching
"The
goal
of
coaching
is
the
goal
of
good
management:
to
make
the
most
of
an
organization’s
valuable
resources.”
Harvard
Business
Review
“The
Bottom
Line:
Coaching
produced
a
529%
return
on
investment
and
significant
intangible
benefits
to
the
business.
The
study
provided
powerful
new
insights
into
how
to
maximize
the
business
impact
from
executive
coaching.”
MetrixGlobal,
LLC
2001
9. Manchester Review
(More than 300 companies)
Delivered
an
average
ROI
of
5.7
times
the
initial
investment
(a
return
of
more
than
$100,000)
Executive
productivity
improvements
(reported
by
53%
of
executives)
Organizational
strength
(48%)
Quality
improvements
(48%)
Customer
service
improvements
(39%)
Retaining
executives
who
received
coaching
(32%)
Direct
report
and
supervisor
relationship
improvements
(greater
than
70%)
Teamwork
(67%)
Working
relationships
with
peers
(63%)
Job
satisfaction
(52%)
10. Association For Coaching
(more than 600 companies)
•
Key
fact:
Purchasers
of
Coaching
stated
better
people
management
skills
resulted
in
58%
of
coaching
programs
and
increase
job
motivation
in
53%.
While
coaches
stated
improved
work
life
balance
resulted
in
48%
of
coaching
programs
and
improved
job
motivation
in
42%.
•
Key
fact:
48%
of
purchasers
of
coaching
stated
having
a
quantifiable
measure
of
the
ROI
from
coaching
is
important.
•
Key
fact:
In
72%
of
cases
purchasers
of
coaching
use
coaches
to
develop
individuals’
business
performance.
•
Key
fact:
In
the
majority
of
cases
coaches
received
between
4
and
7
Coaching
sessions!
12. A. Executive Team Coaching- relevant data:
• The Team Coaching Program
duration:10 months (6
meetings).
• 12 people extended board team (central management &
heads of production units).
• General profile: experienced senior managers (more than
10 years in management positions), multicultural (3
different nationalities), high income (more than 100k euro
per year).
• Non-individual, systemic approach during 5 assisted board
meetings (plus 1 kick-off coaching program meeting).
• Average impact of board decisions: more than 1 mil. Euro
per meeting.
• Estimated ROI (2 months after): 750%.
13. B. Measurable Criteria:
• General
time
effectiveness
in
board
meetings
(up
78%)
• Time
effectiveness
related
to
agreeing
on
a
decision
(up
66%)
• Quantity
of
decisions
per
meeting
(up
54%)
• Quality
of
decisions
taken
(impact,
sell-‐ability
to
peers,
etc)
(up
44%)
• Information
sharing
and
distribution
(up
88%)
• Managerial
risks
taken
on
new
projects
(both
strategic
&
tactic)
(down
33%)
• Degree
of
project/task
delegation
downwards
(up
54%)
• Group
management
skills
and
benefits
(up
67%)
• Stress
and
pressure
level
(down
54%)
• Profit
share
increase
based
on
assisted
team’s
decisions
(up
2.5%)
14. Trends
(Worldwide
and
in
coaching)
Young
Dynamic
Populations
Technology
Driving
Change
• telephones
• webinars
• Skype
• Ipad's
• Smart
phones
• social
media
• cost-‐cutting
• environmental
awareness
(
our
carbon
footprint)
15. Many
countries
worldwide
in
various
stages
of
demographic
transition:
Global
population
growth
over
50
years
from
3,000,000,000
to
nearly
7,000,000,000
Work
by
David
Bloom
at
Harvard
suggests
that
the
youth
bulge
can
speed
economic
development.
He
and
his
colleagues
suggest
that
as
much
as
a
third
of
Asia's
miracle
growth
rates
over
the
past
few
decades
are
attributed
to
the
youth
bulge.
Cairo
University
has
about
200,000
students.
16. Changes In The World Of Work
1.
Rapid
change
2.
Younger
work
force
at
managerial
level
3.
Moving
up
the
value
chain
4.
Increasing
mobility
/
a+ri6on
5.
Posi6ve
impact
of
globaliza6on
6.
Changing
nature
of
business
itself
7.
Depersonaliza6on
8.
Old
ways
are
not
working
9.
Increasing
diversity
within
the
workplace
10.
More
knowledge
workers
11.
Juniors
are
more
knowledgeable
in
technical
areas
12.
Fla+ening
of
hierarchies
13.
Increasing
incidence
of
virtual
teams
14.
Changing
Lifestyles
15.
Driven
by
consumerism
16.
Less
organized
democracy
because
workforce
more
aware
18. • In-‐person
coaching.
It
accounts
for
44%
of
executive
coaching,
• Phone
coaching
is
second
in
frequency,
at
37%.
• Email,
internet
chat
and
webcam
work
making
up
the
remaining
20%.
• Personal
and
life
coaches
actually
report
a
higher
rate
of
phone
coaching
at
41%
• They
also
believe
that
phone
coaching
is
more
effective
than
in-‐person
communication,
by
a
54%
to
46%
margin.
19. • In-‐person
coaching
is
judged
most
effective
by
70%
of
executive
coaches,
against
just
30%
who
selected
phone
coaching
as
most
effective.
That’s
a
slight
change
compared
to
last
year’s
67
/
33
ratio.
Among
veteran
coaches
who
participated
in
both
this
year’s
survey
and
last,
7%
moved
away
from
the
phone
and
towards
in-‐person
delivery,
boosting
their
approval
rate
of
in-‐person
delivery
to
81%.
• Coaching
customers
and
HR
experts
see
things
differently,
however:
82%
of
those
who
purchase
coaching
see
in-‐person
as
the
most
effective.
89%
of
self-‐described
HR
and
training
professionals
agree.
96%
of
those
who
had
worked
with
an
executive
coach
say
in-‐person
coaching
is
best.
21. TRENDS Coming Together
• Coaching
• Mobility
• Sharing
• Working
online
• Interna6onal
focus
• A
very
young
world
• Outsourcing
• Compe66on
22. Mobility
• Lenovo
,The
third
largest
computer
company
on
the
planet.
Doesn't
even
have
corporate
headquarters,
its
execuDves
just
orbit
the
globe
?
• Two
in
every
five
IBM
employees
have
no
office
?
• Ram
Charan,
the
most
influenDal
consultant
alive
(
in
Fortune's
words)
had
no
home
unDl
he
bought
one
at
age
67
previously
he
has
lived
for
the
last
25
years
plus
in
hotels
and
on
planes.
Sending
his
laundry
to
an
office
in
Dallas
from
which
strangers
sent
him
fresh
close
to
pick
up
at
his
next
desDnaDon
??
• Polish
surgeons
commute
every
week
to
work
in
No_ngham,
England?
• BriDsh
people
travel
to
Estonia
for
stag
parDes
every
weekend
?
23. Techniques
New
coaching
models
-‐
specifically
aimed
at
managers
-‐
specifically
aimed
at
teams
For
example
"
The
Coaching
Circle"
teaching
self
coaching,
therefore
self
replica@ng
24. Group Coaching
A
facilitated
group
process
that
is
led
by
a
professional
coach
and
formed
with
the
inten6on
of
maximizing
the
combined
energy,
experience,
and
wisdom
of
individuals
who
chose
to
join
in
order
to
achieve
organiza6onal
objec6ves
and/or
individual
goals.
25.
26. Finally- Leadership
• Definition
of
manager
vs.
Leader
• Managers
do
things
right
• Leaders
do
the
right
thing
• Coaching
turns
managers
into
leaders
27. • A
leader
is
best
When
people
barely
know
he
exists,
Not
so
good
when
people
obey
and
acclaim
him
Worse
when
they
despise
him,
But
of
a
good
leader,
who
talks
little
When
his
work
is
done,
his
aim
fulfilled
They
will
all
say
“We
did
it
ourselves”
—
Lao
Tse
29. Introduction
• For
a
coach
to
bring
out
the
best
in
a
performer,
they
must
allow
and
enable
them
to
review
past
performance.
The
purpose
behind
this
is
to
determine
the
best
place
to
begin
changing
their
actions
with
a
view
to
improving
future
performance.
30. Purpose
• To
give
participants
a
simple
and
effective
coaching
tool
to
improve
their
own
performance
on
a
job-‐related
task.
To
enable
them
to
learn
self-‐coaching
so
that
they
can
change
their
actions
and
improve
future
performance
without
supervisory
help.
31. Application
• You
can
use
this
self-‐coaching
activity
as
a
trainer,
line
manager
(who
really
wants
to
delegate)
or
external
coach
with
staff
or
participants
who
must
learn
to
trust
their
own
experience
as
a
basis
for
future,
improved
performance.
The
simple
structure
implicit
in
the
process
can
be
trusted
by
performers
and
supervisors.