Roelf WoldringTaking It Back to the Job:

Helping Managers BeBetter Doers and People Managers

Programs that Create Real ROIfrom Your

Management Development $

Learning by Doing:The CoachingOurselves Program

Know That Know How ToKnow Why (and Why Not)

StructuredTraining

SocialLearning

Learning By Doing/ Dialoguing About Doing

/ Getting Feedback on Doing

10%

° Workshops° Classroom° E-Learning° Reading° Surfing

° Coaching° Mentoring° Instrumented Feedback° Person to Person Feedback

° Action Learning (Just in Time / Immediately Relevant)° Structured Problem Solving° Shadowing / Placements / Job Rotation° Project Assignments° “As It Happens” Incidental Learning° Metrics and Structured Feedback on Personal Performance Contracts

° Facilitated Peer to Peer Dialogue and Reflection On Experience In the Context of Best Practice Models

© Roelf WoldringJanuary 2015

www.roelfwoldring.com416-427-1567

© Roelf Woldring and parts CoachingOurselves January 2015

THE 20% IN 70:20:10

A peer coaching leadership development methodology that

builds community, stimulates exchange of perspectives, and

encourages team cohesion.

This is an innovative adaptation of the 70:20:10 approach to leadership devel-opment and organizational transfor-mation created by Phil LeNir and Henry Mintzberg. The CoachingOurselves peer coaching methodology uses 90-minute reflective

discussion modules to explore a wide range of topics. These modules were created by more than forty leading management thinkers, including Henry Mintzberg, Marshall Goldsmith, David Cooperrider, and Michael Beer.

CoachingOurselves modules cover a range of topics; Catalytic Leadership, Beyond Engagement, Silos and Slabs in organizations and more.

Modules are self-facilitated, or supported by a certified coach or facilitator with expertise anchoring and directing

reflective discussions for greater organi-zational impact.

The company was founded by Phil LeNir and Henry Mintzberg in 2007 and is used by over 10,000 managers in 8 languag-es. CoachingOurselves provides a cost effective powerful reflective learning experience to build community, stimulate exchange of perspectives, and grow team cohesion.

INNOVATIVE SOLUTIONS

Program designers use our peer coaching modules to create powerful

solutions to leadership and organization development.

With our peer coaching modules pro-gram designers have a flexible foun-dation to powerful interventions and programs. A coach uses our modules for group coaching with senior leadership teams, a leadership program designer embeds our modules between classroom events for peer learning and coaching,

and cohorts of leadership program alumni use our modules for self-guided continuous learning.

Discussion Modules:

Being a Catalytic Leader

Crafting Strategy

Dealing with the Pressures of Managing

Engagement: Beyond Buy-In

In Praise of Middle Management

Managing Cultural Change

Management Styles: Art, Craft, Science

The Play of Analysis

Silos and Slabs in Organizations

Smart Investments in Talent

Understanding Stakeholders

and over 60 more modules...

Written By:

Henry Mintzberg

Edgar Schein

Marshall Goldsmith

John Seely Brown

Phillip Kotler

Dave Ulrich

John Boudreau

Jonathan Gosling

Michael Beer

Nancy Adler

Jean-Claude Larréché

Ricardo Semler

and 30 more thought leaders...

CoachingOurselves

Solutions

Leadership Development

Change

Peer Coaching

Continuous Learning

75 REFLECTIVEDISCUSSION MODULES

....with high quality content written by world renowned management and business thinkers for peer coaching and organizational impact.

Each module combines our authors’ perspectives and conceptual insights with guided discussions and exer-cises for structured 90-min-ute sessions. These sessions are the foundation to team interventions and leadership programs.

Senior leaders working together to break down organizational silos, facili-tated by an HR business partner using

the module ‘Silos and Slabs in Organiza-tions’ written by Henry Mintzberg

Fact Sheet

INTEGRATED 70:20:10 APPROACH

It’s well understood in the field of learning and development that 70% of learning is informal, on the job, and experience based; 20% is

coaching and mentoring; and 10% is comprised of formal learning inter-

ventions and structured courses. But what does this mean in practice?

With our approach organizations have a proven, cost effective approach to deliv-er on the 70:20:10 framework.

Only CoachingOurselves structures the peer learning and coaching of the 20%,

with the reflective learning crucial to the 70%, all in a library of practical tools developed by world renowned manage-ment and business thinkers.

Fact Sheet

TESTIMONIALS

”ROI? Strong working relationships; managers becoming better people managers; bet-ter decision-makers; improved processes and efficiencies, and increased organizational well-being! Based on those results, we are now deploying the CO sessions throughout the entire organization to further drive change and integrate our culture of <Great People, Great Experience>. Thanks CO for being awesome!”

- Diane Boulet, Senior Director of Corporate Development, Brother Canada

“In 2013, we launched a series of CoachingOurselves Reflection Cafes (90-minute workshops) with managers and professionals from cross-sections of the University. These sessions were easy to administer: we could choose from the CoachingOurselves catalog of over 75 management and leadership topics and facilitate them ourselves. The workshops provided immediate results. Feedback from the sessions was overwhelmingly positive. The 90-minute learning format allowed people to engage in shared learning, without missing a day or even a half-day of work. There was rapid alignment among managers, and the networking and collaborative learning provided benefits beyond the material itself.”

- Johanne Houle, Director of Organizational Development, McGill University

“Over the past 6 months we have been using Henry Mintzberg’s CoachingOurselves approach and discussion modules as part of our group coaching service offering. The topic discussion guides have enabled us to add targeted 90 minute sessions with world class content and a unique collaborative approach. It blends seamlessly with a group coaching intervention, en-courages managers to be action oriented and results driven and is a great additional value.”

- Daniel Lesage, IMC, PCC, Partner at André Filion & Associates Inc. An Organizational Psychology and Career Managment Firm

“It has been the best training program I’ve experienced over the 30 years since I joined the company.” - Chieko Kamiyama, Global Marketing and Sales Planning Department, Nissan

CONTACT US: 514-419-1849info@coachingourselves.com www.coachingourselves.com

Co

achin

gO

urselves: 9

0-m

inu

te mo

du

les

Fou

nd

ation

s of M

anag

emen

t

An

alyzing

Em

plo

yee Perfo

rman

ce Identify possible reasons for perform

ance gaps by following

a process for analyzing employee perform

ance.

Ch

ains, H

ub

s, Web

s, and

Sets Consider M

intzberg’s model of organizations as chains,

hubs, webs, and/or sets to appreciate how

varied managing

can be within these different form

s.

Co

ntro

l Th

rou

gh

Decisio

n M

aking

Explore as a group how

you can be more effective in your

decision making and controlling.

Dealin

g w

ith th

e Pressu

res of M

anag

ing

Appreciate the inherent characteristics of m

anagerial work

(the hectic pace, the fragmented w

ork, etc.) as outlined by M

intzberg and consider how best to deal w

ith these challenges.

Decisio

n M

aking

: It’s No

t Wh

at You

Th

ink

Mintzberg asks you to contrast “thinking first” w

ith “seeing first” and “doing first” as approaches to decision m

aking in order to approach som

e key organizational decisions differently.

In P

raise of M

idd

le Man

agem

ent

Become aw

are of the valuable roles middle-level m

anag-ers play in organizations especially related to m

anaging change, and reflect upon yourselves in these roles.

Man

agem

ent C

om

peten

cy Raisin

g

Deepen your understanding of m

anagement com

petencies and share alternate w

ays of practicing the key organization-al com

petencies.

Intro

du

cing

Strategy th

rou

gh

Ro

bin

Ho

od

Learn the basics of strategy by review

ing the strategies of Robin H

ood in light of your organization’s strategies.

Man

agin

g o

n th

e Ed

ges

Consider managerial roles in relation to other com

ponents of the organization and the outside w

orld, with a concen-

tration on “buffering”: how to balance the outside forces

coming into your unit.

Som

e Surp

rising

Th

ing

s abo

ut

Co

llabo

ration

U

nderstand what contributes to effective collaborative

relationships to enhance them w

ithin and beyond your organization.

Th

e Play o

f An

alysis Recognize situations w

here you overdo analysis (“paralysis by analysis”) or underdo it (“extinction by instinct”), and think about how

to get the balance right.

Tim

e to D

ialog

ue

Practice a more creative and collaborative m

ode of com-

munication that increases your capacity to address com

plex organizational issues.

Un

derstan

din

g O

rgan

ization

s Learn the strengths, w

eaknesses, and implications of M

intz-berg’s four com

mon form

s of organizations and discover how

your organization fits into the framew

ork.

Neg

otiatin

g Styles

Gain insight into five negotiation styles and identify how

to adapt your ow

n styles to enhance performance.

Refl

ection

Appreciate the importance of collective and individual

reflection in managerial w

ork and find ways to m

ore effec-tively com

bine managerial reflection and action.

Seeing

Beyo

nd

Belief:

Ob

servation

Skills for M

anag

ers U

nderstand how you observe the w

orld and interpret events im

pacts the way you m

anage and your effectiveness.

Silos an

d Slab

s in O

rgan

ization

s Explore tw

o characteristics of organizational formal struc-

tures, silos and slabs, the challenges they present to manag-

ing, and ways to m

anage across and beyond them.

Drivin

g C

han

ge

Ch

ang

ing

Th

ing

s: Wh

at and

Ho

w

Explore framew

orks of “change what?” and “change how

?” in order to better do so w

ithin your scope of responsibility.

Craftin

g Strateg

y Apply M

intzberg’s groundbreaking theory of emergent

strategy to your department and/or organization.

SWO

T fo

r Strategy

Bring a strategic situation into sharper focus by using a SW

OT analysis, w

hich stands for Strengths, Weaknesses,

Opportunities, and Threats.

Strategic B

lind

spo

ts Increase your aw

areness of the strategic blindspots most

prominent in your organization and discuss how

you can m

ove beyond them.

Ten

Ways to

Release C

han

ge and

Ten

Mo

re Ways to

Release C

han

ge

Appreciate the nature of change and learn new w

ays to release change to quickly and easily achieve your goals at no added cost.

Tw

o M

od

els of C

han

ge

Consider and perhaps combine the change m

odels “7 Uni-

versal Principles for Making Change H

appen” (Beer) and the “6-Step Critical Path to Change” (U

lrich) to more effectively

manage change in your organization.

En

gag

ing

Peo

ple

Beyo

nd

Bu

llying

Learn about bullying and dynam

ics around the misuse

of power w

ithin organizations to build and sustain better personal and organizational outcom

es.

Career A

nch

ors

Promote honest, transparent discussions about career goals

and motives, enabling your organization to better align

individual and business aspirations.

Co

achin

g O

thers

Clarify the role of coaching and key coaching skills to be-com

e an effective agent of change.

Develo

pin

g O

ur O

rgan

ization

as a C

om

mu

nity

Appreciate how an organization can develop as a com

mu-

nity and come up w

ith ways to do so in your ow

n organi-zation.

En

gag

emen

t: Beyo

nd

Bu

y-In

Explore the key dynamics underlying highly engaged orga-

nizations that allow them

to be supple and responsive to shifts in their external and internal environm

ents.

En

gag

emen

t: Beyo

nd

Bu

y-In

Explore the key dynamics underlying highly engaged orga-

nizations that allow them

to be supple and responsive to shifts in their external and internal environm

ents.

En

gag

emen

t: Beyo

nd

Bu

y-In

Explore the key dynamics underlying highly engaged orga-

nizations that allow them

to be supple and responsive to shifts in their external and internal environm

ents.

Inn

ovate U

sing

Gen

erative Relatio

nsh

ips

Apply the STAR model to im

prove existing generative relationships, w

hich bring innovative solutions to complex

issues, and develop new ones.

En

gag

emen

t: Beyo

nd

Bu

y-In

Explore the key dynamics underlying highly engaged orga-

nizations that allow them

to be supple and responsive to shifts in their external and internal environm

ents.

Inn

ovate U

sing

Gen

erative Relatio

nsh

ips

Apply the STAR model to im

prove existing generative relationships, w

hich bring innovative solutions to complex

issues, and develop new ones.

En

gag

emen

t: Beyo

nd

Bu

y-In

Explore the key dynamics underlying highly engaged orga-

nizations that allow them

to be supple and responsive to shifts in their external and internal environm

ents.

Mo

dels o

f En

gag

emen

t: E

mp

loyee-E

mp

loyer R

elation

sAssess the realities of the various m

odels of employer-em

-ployee engagem

ent in regards to your own organization

and how you m

ight nurture change.

En

gag

emen

t: Beyo

nd

Bu

y-In

Explore the key dynamics underlying highly engaged orga-

nizations that allow them

to be supple and responsive to shifts in their external and internal environm

ents.

Tu

rnin

g th

e Tab

les: Un

usu

al Seatin

g fo

r Creative P

rob

lem So

lving

Foster open discussion and creative learning by experienc-ing firsthand how

seating configurations at meetings can

greatly enhance effectiveness.

Fortifyin

g C

ultu

re

Glo

bal o

r Wo

rldly?:

Diversity in

the 2

1st Cen

tury

Strike a balance between being global, im

plying homoge-

neity, and being worldly, w

hich involves exploring diversity in other cultures, organizations, or even just departm

ents, to broaden your w

orldview.

Intro

du

cing

Cu

lture in

Org

anizatio

ns

Increase your awareness of organizational culture to en-

hance how you perceive m

anagement issues and how

you can m

ore effectively act on them.

Kn

ow

ledg

e Sharin

g fo

r Inn

ovatio

n:

Th

e Wiki W

ay Explore inform

al ways in w

hich knowledge is shared in your

organization and ask yourselves if they could be enhanced by certain policies and practices for transform

ative change.

Kn

ow

ledg

e Sharin

g fo

r Inn

ovatio

n—

T

he W

iki Way

Explore informal w

ays in which know

ledge is shared in your organization and ask yourselves if they could be enhanced by certain policies and practices for transform

ative change.

Kn

ow

ledg

e Sharin

g fo

r Inn

ovatio

n:

Th

e Wiki W

ay Explore inform

al ways in w

hich knowledge is shared in your

organization and ask yourselves if they could be enhanced by certain policies and practices for transform

ative change.

Man

agin

g C

ultu

re Ch

ang

e: B

eyon

d th

e Status Q

uo

U

se a “force-field analysis” to clarify the forces holding your organization at status quo. Learn how

you can decrease these forces and strengthen those w

orking toward the

changes you want to achieve.

Mo

dels o

f Hu

man

Beh

avior

Understand im

portant models of hum

an behavior and explore w

hat affects the prevalence of one model has on

your organization.

Op

enin

g u

p th

e Mo

ral Senses

Discuss the pressing m

oral issues facing your organization and learn how

moral concerns can becom

e more open and

active within your organization.

Pro

bin

g In

to C

ultu

re Probe into Schein’s three levels of organizational culture to better understand the culture of your ow

n organization and m

ore effectively promote positive change.

Th

e Players o

f Cu

ltural C

han

ge

Recognize the range of different behavior patterns that em

erge once a culture change has been launched and how

you can work w

ith them to ensure sustained change.

Th

e Po

wer o

f Social Learn

ing

Appreciate how

social learning, especially in small groups,

provides a powerful tool to nurture innovation and produc-

tivity within your organization.

Leadersh

ip

Ap

preciatin

g A

pp

reciative Inq

uiry

Enable positive organizational change and innovation through Cooperrider’s pioneering, strength-based Appre-ciative Inquiry (AI) process.

Bein

g a C

atalytic Leader

Embrace a catalytic leadership paradigm

, where leaders at

any level of the organization facilitate and mediate agree-

ments around tough issues, and think system

atically and strategically for long-term

impact.

FeedFO

RW

AR

D In

stead o

f Feedb

ack Practice a dynam

ic technique called FeedFORW

ARD de-

signed by Marshall G

oldsmith to positively im

pact morale

and increase productivity.

Foresig

ht

Develop attentional strategies in your daily m

anaging that cultivate an aw

areness of the unseen, the obscure, and the overlooked.

Fit to Lead

Increase your energy levels, better m

eet your work de-

mands, and prom

ote a healthy lifestyle by incorporating sim

ple health tools into your busy workday

From

To

p P

erform

er to M

anag

er Reflect on how

the skills required to be a top performer are

different from those needed to be an effective m

anager. Share how

you can better help individuals prepare for their role as m

anager.

Leadin

g C

han

ge in

Diffi

cult T

imes

Inspire and guide organizations through challenging times,

maintaining productivity and perform

ance by focusing on these sim

ple yet powerful m

ethods

Lenses fo

r Leadersh

ip In

sigh

ts Shift your perspective and gain insights on current issues in your organization by reading three brief stories that act as “lenses” to refocus m

anagerial issues.

Lesson

s from

Mach

iavelli and

Lao-T

zu

Extract valuable lessons regarding power and em

power-

ment from

two extrem

e models—

autocratic, top down

leadership and a more participatory, em

powering leader-

ship style.

Man

agin

g M

etaph

ors

Create and discuss effective metaphors that inspire new

approaches to m

anaging and spur action.

Man

agin

g o

n th

e Plan

es of In

form

ation

, P

eop

le, and

Actio

n

Reflect on your own approach to m

anaging through Mintz-

berg’s model of m

anaging, which happens on three planes:

through information, w

ith people, and to direct action.

Man

agin

g to

Lead

Determ

ine factors contributing to effective leadership to balance your personal leadership style and clarify how

you can contribute to a w

ell-led organization.

Po

litical Gam

es in O

rgan

ization

s Appreciate w

hen and how the various types of political

games can positively advance your organization’s goals.

Practical T

ips fo

r Leadin

g

Meetin

gs th

at Matter

Learn practices to keep groups whole, open, and task fo-

cused to enhance meetings w

ithin your organization.

Strategic T

hin

king

as Seeing

Enhance your capacity to “see” strategic issues and w

ork as a group to address som

e of your organizational concerns.

Un

derstan

din

g Stakeh

old

ers U

ncover how you and your colleagues perceive different

stakeholders with the goal of creating stakeholder relation-

ships that support and sustain organizational performance.

Streng

then

ing

Team

s

Beyo

nd

Bickerin

g

Discover the root causes of incivilities that contribute to

low m

orale, decreased productivity, and staff turnover to develop collective solutions.

Hig

h P

erform

ing

Team

sExam

ine your team and com

pare it to characteristics of exem

plary high performing team

s.

Man

agem

ent Styles: A

rt, Craft, Scien

ce Consider your m

anagerial style: how do you see it vs. how

do your colleagues see it? H

ow can you adjust to better bal-

ance yourself and your team?

Man

agin

g T

ime an

d E

nerg

y D

ecide how to better m

anage your time, individually and as

a team, and learn how

to work w

ith your natural rhythms to

maxim

ize creativity and productivity.

Talen

t Man

agem

ent

Diagnose and clarify your ow

n talent “mindset” to get the

most out of the talent in your unit/organization.

Th

e Rew

ards o

f Reco

gn

ition

Appreciate the im

portance of recognition on organizational perform

ance and explore how to im

plement recognition

with sufficient frequency and effectiveness.

Visio

nary M

anag

emen

t Instead of relying only on analysis, integrate your differing perspectives through pictures and visual sym

bols to “see” the bigger picture and experience first-hand another m

ode of decision-m

aking.

Ven

turin

g an

d In

no

vating

Bran

d B

uild

ing

for E

very Man

ager

Discover a holistic approach to branding in w

hich all organizational activities are aligned, interdependent, and integrated.

Dem

ocratize Yo

ur O

rgan

ization

: R

ethin

king

the 2

1st Cen

tury W

orkp

laceLearn six of Ricardo Sem

ler’s unconventional managem

ent practices that have attracted attention w

orldwide.

Ho

w G

lob

al Sho

uld

Ou

r Firm B

e? U

nderstand how global your firm

should be by exploring the dynam

ics of the industry you compete in.

Ign

iting

Mo

men

tum

with

C

usto

mer In

sigh

ts D

iscuss four ways to system

atically investigate your custom-

er’s needs and learn how you can apply these insights to

your organization and the potential barriers to success.

Smart In

vestmen

ts in T

alent

Determ

ine where an investm

ent in talent will yield the

highest return by focusing on your organization’s pivotal jobs and tasks.

Th

inkin

g E

ntrep

reneu

rially to

Gro

w Yo

ur B

usin

ess U

ncover new opportunities and help influence the success

of your organization through a variety of entrepreneurial techniques.

FLfor front-line em

ployees

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for Middle M

anagers

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anagers

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topic available in a Not-For-Profit

version

CoachingOurselves topics are

available in 8 languages.

Simp

ly Man

agin

g:

From

Refl

ection

to A

ction

Exam

ine the five mindsets that underlie the practice of

managing and learn how

you can weave these together

to become a m

ore effective manager–individually and in

collaboration.

Ord

inary P

eop

le, E

xtraord

inary Lead

ership

Reclaim

your leadership skills by reflecting collectively on your m

ost profound personal perspectives, imagination and

wisdom

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Five Ideas A

bo

ut T

eamw

ork

Improve the functioning of team

s you are on by reviewing

some of the fundam

ental challenges of teams such as size,

structure, and virtual teams.

FL , MM

Acco

un

tability: It’s a T

ricky Wo

rld

Learn methods for im

proving accountability and gain insight into the challenges w

hich inevitably surround accountabilities.

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Why CoachingOurselves?1. Fits the 70-20-10 reality of how managers learn and grow

2. Content developed by the leading edge management faculty

3. Wide module choice allows means effective fit to your culture and your business goals

4. Not just theory - Mintzberg makes it work for 4 university MBA programs.

5. Solid Client base- leading edge for profit and not for profit organizations - it works

Why Roelf Woldring?1. “Been There: Done That” - invested millions in developing managers over course of

his career - learned what works and what does not (and why) through experience

2. Takes a “Total Talent Management” approach to developing managers - passionate about developing the talent of individuals

3. Innovative doer with a life long history of growing subordinates to be better than they thought they could be ....

4 Client Service Offerings

Learning By Doing:Facilitating Peer to Peer Social Learning and Reflection on Doing Manager Groups using the CoachingOurselves approach

One on One Intensive Self-Awareness Coaching:

Using instrumented personal feedback tools:- WCI Press’s “Competency Styles®” Workbooks

- California Psychological Press’s“Myers-Briggs Step II” self insight tool

- Hay Group / Daniel Goleman’s “Emotional and Social Competence Inventory”

Follow Up SkillDevelopment: Face to face individual feedback, coaching and group in-depth skill development sessions based on WCI Press’s e-learning programs:

1. “Becoming a FeedBack Wizard”2. “Becoming a Interview Wizard”3. “OMG: My Boss Says that I Have to

Coach”

Performance Contracting Consulting and Coaching:

“Contract ForThe Future, Don’t Appraise The Past”™Performance management consulting,

coaching and workshops for organizations making the transition from backward looking performance

appraisal to forward shaping performance contracting

416-427-1567

roelf@roelfwoldring.

com

www.roelfwoldring.

com