2009 astd-tcc regional conference november 12, 2009 720 ° coaching: the dynamic interplay of...

2009 ASTD-TCC Regional ConferenceNovember 12, 2009

720° Coaching: The Dynamic Interplay of Inside-Out

and Outside-In Approaches

© 2009 Korn/Ferry International

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What to expect from today’s session

We will demonstrate the impact and relevance of the 720° model and review the essentials of each model component

Group exercises will stimulate thought and discussion on coaching methodologies and broaden awareness of developmental options

You will leave with an expanded awareness of integrated coaching methodology and enhanced insight into the dynamic interplay of the coaching process


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“Whenever two people meet, there are really six people present. There is each man as he sees himself, each man as the other person sees him, and each

man as he really is.”

- William James

Leadership from the Inside Out & the Outside In


“Each man as he sees himself”Purpose: what we say and think about what’s important, how we

see ourselves - and seek to be seen by others

Leadership from the Inside Out & the Outside In

“Each man as others see him”Brand: the credibility, influence and respect we engender by delivering on the

emotional, rational and functional promises and commitments we make.

“Each man as he really is”Marketplace Reality: the impact, change, results, or improvements we

actually bring about

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A Four Step Process for Integrated Leadership

Step 1a:What we say is important, what’s ours to contribute

Step 1b:What we are committed to creating or producing

Step 3: Revisit our commitments based on discrepancies between our intentions, aspirations, motivations – and the results we actually produce or are accountable for.

Step 4: Interactive practices for closing the gap, integrating results with intentions - until there’s no difference between the two: Leadership from the Inside Out & from the Outside In.

Step 2a, 2b & 2c: What we actually produce, what it says about us and how others interpret it.

= Outside-InInside-Out =


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Infinitely adaptableIndividual & subjective

Reflective & experience based

Inquiry & dialogue masteryLeverages authenticity &

purposeDifficult to copy &

commoditize

Measurable & repeatableOrganizational & objectiveEmpirical & research basedExpertise and business acumenLeverages strategy & marketplace forcesScalable

&

KF Transformational Coaching Approach

Art Science


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Benefits for the Organization

Engages talent in pursuit of meaningful contributions, increasing engagement and retention

Facilitates informed deployment discussions

Helps ‘get the right people in the right seats on the bus’

Links Talent to Strategy based on motivation - and not just skills or competencies


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Benefits for Executives

Facilitates more meaningful career planning, increasing engagement and satisfaction

Aligns intentions with behaviors to more sustainably close gaps in perception

Creates more authentic leadership style - reducing stress and increasing resilience

Leads to greater transparency in relationships and reduces misunderstandings and misattributions.


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Reality Check

How embedded in your talent practices is your organization’s current coaching model?

To what degree does your current model favor either an inside-out or outside-in approach?

What percentage of coaching engagements currently do not achieve expected outcomes?

How satisfied are line leaders with the business impact associated with coaching?


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The origins of inside-out and outside-in coaching

Several diverse streams of research support different elements of the 720° approach

Foundations for the inside-out elements include the study of humanistic psychology, cognitive-behavioral psychology and adult learning

Foundations for the outside-in elements include the study of organizational culture, 360° assessment and self-awareness

Our model is reflective of where coaching is headed – integrative, multi-disciplinary and collaborative

Applying the model allows you to build on skills you have already developed and provides the opportunity to add to your portfolio of coaching capabilities


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*Excerpted from: Good to Great, Jim Collins

What can you be best in

the world at?

What are you deeply passionate

about?

Proprietary

Leadership

Difference

PurposeInfluence = Brand

Value Creation

What drives your economic

engine?

Good to Great*


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Core Self

Emotional Engagemen

tOn-Going

Self-Observation

& Self Management

Perceptions of

Others

Motivation from Others

Behavior Change and/or Organizational

Systems Change

Awareness

Commitment

Practice

Internal Feedback Loop

External Feedback

LoopAccountabili

ty

Inside-Out Outside-In

720º Development & Coaching


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“We first go inside and do our work – then we go out in the world and apply

it. Then we go back in and do our work – and go back out in the world to apply

it. We continue this process – until there is no difference between the

two.”

- Ralph Metzner, Prague, 1992

Integrating Leadership


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PrincipalKorn/Ferry Leadership and Talent Consulting

Janet Feldman, M.A., L.P., C.P.A.Global Practice Leader, Coaching

Janet Feldman is a Principal and Global Service Offering Lead for Executive Coaching in Korn/Ferry International’s Leadership and Talent Consulting group, based in the Firm’s Minneapolis office.

As an executive coach, licensed psychologist, and former certified public accountant, Ms. Feldman brings over 25 years of experience advising C-suite and other senior executives. Her broad business knowledge and acumen bring insight and clarity to complex leadership issues.

As an executive coach, Ms. Feldman specializes in the areas of senior leadership development and team effectiveness, key talent strategy and executive succession. She has earned a reputation for helping individuals and organizations “get to the heart of the matter” quickly and thus focus on meaningful value creation, impact and return on investment.

Ms. Feldman has diverse coaching experience with senior executives from .more

than 40 countries worldwide. Her clients span the Fortune 50 to Fortune 500, mid-sized companies and private colleges in a wide array of industries such as pharmaceuticals, health care,

biotechnology, consumer goods, financial services and professional services.

Additionally, Ms. Feldman has served on boards of directors for professional and community organizations, and as a partner in an entrepreneurial philanthropic venture aimed at improving the educational impact for at-risk youth.

With two decades of expertise and a solid track record in thought leadership and the creation of leadership and talent development solutions, Ms. Feldman is a key contributor to the development of several firm-wide solutions. She has created programs for the leadership pipeline, succession planning, talent review, mentoring, career management and leadership development.

Ms. Feldman holds a master’s degree in human development from Saint Mary’s University of Minnesota, and a bachelor’s degree in accounting from the University of Minnesota. She also received formal Coaches’ Training through the New Ventures West “Coaching to Excellence” program and is a Minnesota State Licensed Psychologist.


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Associate Vice President ResearchKorn/Ferry Leadership and Talent Consulting

Ken DeMeuse Ph.D.

Kenneth P. De Meuse (Ph.D.) is Associate Vice President of Research at

Korn/Ferry Leadership and Talent Consulting. Previously, he was on the

faculties at the University of Wisconsin – Eau Claire, Iowa State

University, and the University of Nebraska at Omaha.

Dr. De Meuse has published numerous articles on employee attitudes

and organizational behavior in several leading professional journals. His

most recent book entitled, FYI for Talent Engagement: Drivers of Best

Practice for Managers and Business Leaders, was published in 2009. He

has appeared on ABC News, CNN, AP Radio, and National Public Radio

and has been featured in national publications such as The Wall Street

Journal, BusinessWeek, Fortune, U.S. News & World Report, The New

York Times, and USA Today for his expertise on the impact

organizational change has on the workforce.

More than 100 universities and 175 corporations have contacted him

regarding his research work in this area. Dr. De Meuse received his

Ph.D. in industrial/organizational psychology from The University of

Tennessee.


DirectorIntellectual Property

Development

George Hallenbeck is Director, Intellectual Property Development for

Korn/Ferry Leadership and Talent Consulting. He is responsible for the

development of intellectual property that supports Leadership and

Talent Consulting’s service offerings and commercial products. He is

co-author of the Lominger publication Interviewing Right: How Science

Can Sharpen Your Interviewing Accuracy. He also has expertise in the

development of intellectual property in the areas of succession

planning, coaching and 360° feedback.

Prior to Joining Korn/Ferry Leadership and Talent Consulting, George

spent eight years as a consultant specializing in executive assessment

and has conducted hundreds of candidate interviews to assist clients

with their hiring and promotion decisions.He also has extensive experience as an executive coach and has

designed and implemented several training courses on leadership

and interpersonal skills. He has worked with a variety of industries

including manufacturing, finance, defense and professional sports.

He has an MS and Ph.D. in industrial and organizational psychology

from Colorado State University.

George Hallenbeck, Ph.D.

Korn/Ferry Leadership and Talent Consulting

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2009 astd-tcc regional conference november 12, 2009 720 ° coaching: the dynamic interplay of...

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