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TRANSCRIPT
Coaching for Leadership in the 21st Century
-The Integrated Leadership Model
“making sense out of chaos”
Doug Strycharczyk
CEO AQR International
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What has changed? Leadership hasn’t changed, the context has.
Global economy – we compete with everyone People are better educated – new aspirations Society is changing – accent on wellbeing Pace has changed
New challenges for leadership – its more important than ever before
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Coaching – the essence
PURPOSE Valuing the need for change
UNDERSTANDING The opportunities Measuring progress
SELF AWARENESS being able to guide and to assess coachee qualities (Coach) knowing my own qualities (Coachee)
MOTIVATION Recognising gaps – and a need Willingness to do something about it
“Awareness is the key principle of the ‘new
coaching’” Sir John Whitmore
Challenges in creating Self Awareness
If you don’t know where you are going, any road
will get you there?
Being Objective
Being Reliable
Having Structure
Keeping things in Perspective
Validity
Acceptance and Understanding
Psychometrics can provide a valuable part of the solution….. But ….. keep this in perspective
What is Leadership? “Leadership is …… influencing, inspiring and directing
the performance of people towards the achievement of key goals – and creating the sense of
success in the short and the long term.”
Note emphasis on performance & achievement - this is the primary purpose
... doing it through people is the enabler!
Leadership is about enabling people to give up their discretionary performance … and not see it as a chore.
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Origins of the ILM72
The Stimulus – why did we look at Leadership.
Confusion – lots of new models. How were they different
The Challenge – what did we do?
Analysed all the models
The Response – what was the result
They were all the same!
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What emerged
1. Found that all models had roots in 6 core elements
These represented and defined aspects of leadership style
2. Found that three global scales emerged These represented key leadership competencies – which related to leadership effectiveness
Linked to all popular models and theories
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6 Specific Scales - Style
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SCALE Scale Description The Extremes
GOAL ORIENTATION
How important achieving goals is to the leader
The Means v.
The End
MOTIVATION What the leader believes is the prime path to motivation
The Task v. The Person
ENGAGEMENT How leaders will engage with others
Flexible v.
Dogmatic CONTROL The extent to which leaders
need to be in control De-Centralised v.
Centralised RECOGNITION The leaders preferred approach
to recognition Reward v.
Punishment STRUCTURE How important structure is to
the leader Structured v.
Organic
Bi-polar – there is no right or wrong position
There is no style profile which is always the best
Helps to bring a lot of clarity to looking at leadership from the individuals perspective but ...... Leadership is situational
This is crucial – the context has changed
ILM72 measures adopted style –not necessarily preferred style. It seems that we conform to the organisation’s culture ... with big implications for
Individual effectiveness – being aware of the situation Development activity – need to develop the organisation
The Style Scales
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Second order characteristics which can be described as what you get when you put together a set of
preferred styles.
And this time there is a high and a low end!
Highly significant – points to the core of leadership effectiveness
The Global Scales - Behaviour
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3 Global Scales - these provide perspective
DETERMINATION TO DELIVER The extent to which there is a single minded determination to achieve – in the short and long term
ENGAGING WITH INDIVIDUALS The focus on enhancing the capability, confidence and commitment of individuals
so they contribute to the organisation and fulfil themselves.
ENGAGING WITH TEAMS
The extent to which there is focus on harnessing all the potential in an organisation
The stronger your behaviour – the more effective you are as a leader
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The link to motivation theory
If engaging with people is fundamental to leadership practice and behaviour,
understanding what motivates people is crucially important.
ILM72 integrates really well with leading
motivation theory.
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Hierarchy of needs – 5 levels:
1. Self Actualisation/Fulfilment DtD
2. Esteem IC/DtD
3. Belonging (to a team) IC/TW ---------------------------------------------------------------------
4. Safety – need for security
5. Physiological – need to eat/keep warm/etc
Leadership focuses on the higher order needs
The Global Scales – Maslow
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ILM72 Questionnaire
On-line questionnaire (& paper & pencil)
5 types of reports Applications
Management / Leadership Development
Organisational Development
Coaching
Staff development/appraisal
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How can you assess Leadership?
Leadership Development
The tool and the model provides a framework within which Leadership style and global behaviour can be developed.
Leadership is situational – style and behaviour responds to the demand made at the time. A practical approach.
The tool enables us to measure adopted style and to compare it against what the organisation needs.
Provides an opportunity to make sense of competency frameworks – to set priorities.
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Leadership Development
The model links to all popular models and provides an over arching framework – it helps to integrate them.
It can be used at any level.
Easy to incorporate into a training, development or coaching programme.
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The Framework is also very consistent with ideas proven and modern: Jim Collins: Good to Great Warren Bennis: Pull Theory Fiedler & House: Leadership style is important
Finally – is there anything else?
The most important development is around Mindset and Mental Toughness.
This examines how we think!
How we think determines how we act and how we feel.
It sits at the centre of coaching and all development activity.
That’s another story. We can discuss this this afternoon.
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Any Questions?
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All attendees can complete the ILM72 Psychometric free of charge.
Send an e-mail to [email protected] for an on-line invitation (+ an explanatory note)
The ILM72 questionnaire is available in Arabic and in English
For information about Leadership Development programmes contact [email protected]
Thank you for your interest.
The Specific Scales
1 2 3 4 5 6 7 8 9 10
Task
Person
Success breeds success
People satisfaction is important
Delivery is a prime motivator
The task is not the driver
The job is important
Wellbeing is critical
Task v. Person This reflects and measures the extent which the individual is
orientated towards meeting the needs of the task or is concerned with the needs of individuals.
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The Specific Scales Flexible v. Dogmatic
This scale measures the extent to which the leader prefers to involve others in analysis and decision making in the organisation.
1 2 3 4 5 6 7 8 9 10
Flexible
Dogmatic
Keep an open mind
There’s one way - its my way
Like to gather ideas
Once mind made up– won’t change
Will take time
Being decisive is a virtue
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The Specific Scales
1 2 3 4 5 6 7 8 9 10
De-Centralised
Centralised
Delegation Need for control
Empowerment Decisions come through me
The organisation can function without me
Without me – the organisation will
not function as well
De-Centralised v. Centralised This scale measures the extent to which the leader feels they are central to the operation and to what extent they will empower others to exercise authority.
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The Specific Scales .
1 2 3 4 5 6 7 8 9 10
Reward
Punishment
Recognition is a motivator High expectations – failure is punishable
Encouragement Strict, Severe
People are intrinsically interested in doing a good job
People need a firm hand - if they are to perform
Reward v. Punishment
This scale measures the extent to which the leader believes that people are motivated by reward or by punishment.
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The Specific Scales
The Means v. The End This scale measures how important hitting goals and targets are
to the person – and what they are prepared to sacrifice to get
there.
1 2 3 4 5 6 7 8 9 10
The Means
The End
Standards, Values, Ethics Outright focus on result
Consider implications Will accept casualties & bruising
The end doesn’t justify the means
The end justifies the means
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Structured v. Organic This scale measures the extent to which structure, planning and personal
organisation are important to the person and to what extent they will rely upon their presence, intuition and instinct to achieve.
The Specific Scales
1 2 3 4 5 6 7 8 9 10
Structured
Organic
Use of models Inner belief – very personal style
Vision, values & plans More likely to use intuition
Leadership can be taught
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Thank you