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Accelerating Difference
Sally Bonneywell VP Coaching, GSKWBECS 2015
What we are going to cover today:
1. How we addressed a really tough organisational problem using Coaching -gender imbalance in leadership teams in GSK
2. Why this is an issue for us (and most large organisations...)
3. Why individual and group coaching?
4. What worked – the outcomes...
5. What didn’t - the learnings...
6. What we found that surprised us – and what didn’t...
7. The future of coaching in organisations?
3
We’re a science-led global healthcare company with a mission to help people do more, feel better, live longer.
We research, manufacture and make available a broad range of medicines, vaccines and consumer healthcare products.
A global healthcare company on a mission
What we do
Pharmaceuticals
We develop and make medicines to treat a range of conditions including respiratory diseases and HIV/AIDS
Vaccines
We research and make vaccines for children and adults that protect against infectious diseases
Consumer Healthcare
We make a range of consumer healthcare products in four categories: Wellness, Skin health, Oral health and Nutrition
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4bnpacks of medicines in 2014
800mdoses of vaccinesin 2014
18bnpacks of consumer healthcareproducts in 2013
Our business today
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Putting patients and consumers first
84
Major research and development
facilities in 3 continents
Manufacturing facilities in 36 countries in 2014
The Issue: A ‘Sticky’ Leadership Pipeline
Our research shows that women are “sticking”, typically at a Director role. The percentage of women leaders is growing consistently at 1% per year; it will
take 21 years for gender balance to be achieved at this rate of progress. There are significant differences in gender balance between business units,
functions and countries.
Participant Poll
Question:Is female representation at senior leaders a priority for
your organisation or your clients’ organisations?
• Yes
• No
Why is this important?
Industry research shows that organisations with a more equal balance of male and female senior leaders:
perform better and are better at managing risk.
value merit and fairness.
compete better.
are more effective because they have a wider variety of leadership styles and behaviours.
appeal more to a younger generation of high-potential employees. The issues affecting women’s progress in organisations apply to next generation leaders.
The Gender Balance Business Case
“A man starting a career with a FTSE 100 company is 4.5 times more likely to reach the executive committee than a woman”.
Cracking the Code (KPMG, YSC, 30% club, 2014)
What are the distinct issues for female leaders?
Why Are Women Sticking or leaving?
Difficulty managing competing personal and professional demands on their time.
Great demands in senior roles and ‘the extreme sport of being an executive’
Inflexible working practices.
Lack of strong networks.
Scarcity of role models.
Perceived lack of persistence on the part of women.
Availability of more attractive alternatives.
What Inhibits Women’s Progress?
Subtle sexism and ageism later in career.
Lack of mentoring and sponsorship.
Women’s perceived lower productivity and self-confidence.
Women’s less comprehensive/rounded careers that look different.
Perceived loss of career momentum after maternity leave.
Fundamental, unconscious, advancement bias.
Mobility requirements of senior roles.
External research shows...
Our response: Accelerating Difference
Accelerating Difference is GSK’s commitment to:
professionally develop and progress our high-potential, high-performing female leaders.
creating a diverse pipeline of talent that better reflects the societies, customers, patients and communities where we do business.
inclusive leadership. We value and draw upon different perspectives, experiences and styles that exist in our global community.
When compared against other multi-national companies, GSK is making good progress in this area. We recognise, however, we can be doing more.
Accelerating Difference is a CET-sponsored initiative.
Contents of Accelerating Difference
Sponsorship DialoguesCoaching
For Female LeadersOf Female Leaders by
Senior Managers who are Sponsors
Attendance by Line Managers and Sponsors of
Female Leaders
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Female Leaders: it starts with you
Why you were nominated to participate
You meet these three criteria: Potential Ambition Circumstances
Attending Accelerating Difference is not a guarantee of promotion. It is a strong indication that GSK highly values you and is willing to invest in your development. This initiative is not about quotas or political correctness. GSK retains strong values of meritocracy and fairness so that when female leaders are promoted, it is because of their performance and potential.
Why Individual Coaching?
• Coaching supports and challenges leaders to be the best they can be
• It is personally tailored to meet individual needs
• Creates time out to slow down, reflect and make considered choices
• It is highly effective - it makes a difference
• Promotes self reliance and ability to handle ambiguity
Why Group Coaching?
• Group Coaching enables connection to other leaders
• Creates a network
• It provides opportunities for real, live feedback
• It brings in other perspectives from women in similar contexts
• Allows learning from other people
• It allows for collaboration
• Promotes real conversations
Group Coaching Topics
Defining our Ground: a foundational sessionSelf confidence, self belief and self esteemPower, presence and impactBecoming a ChallengerDeveloping your authentic leadership brandIntegrating all the learning: an ending for a beginning
Common Format for All Six Sessions 5 stage `ISTRA’ Model
Intention
Stories
Themes
Resources
Actions
Individual and Group Coaching: 118 participants in 23 countries
Over 18 months, each Female Leader receives the benefit of: 12 Individual Coaching sessions with her Job-Plus Coach (internal GSK Coach) and6 Group Coaching sessions with an Executive Coach and an internal GSK Coach.
The GSK 360 Feedback Tool is completed as part of the development assessment.
Tripartite meetings occur at the beginning, middle and end of the Coaching between the Line Manager, Female Leader and Job Plus Coach.
HR joins the tripartite meeting at the beginning and end of the Coaching.
Outcomes: Impact on Participants as at September 2014
21% 22%
13%
42%
2%0%
5%
10%
15%
20%
25%
30%
35%
40%
45% “This programme helped improve my confidence and take a greater leadership role on many of the projects in the region.”
“This programme helped me define what I really wanted and how to approach it with others in a targeted way to achieve success both for me and GSK”
“This programme has provided me with a very good opportunity to identify my own, personal blind spots. As for my own career, I’ve moved twice since the programme began.”
Feedback on Individual Coaching
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• That I am the only one who can improve my self confidence. To spend time reflecting on my development. The impact I have on others- I have increased my self awareness in this area.
• My confidence as a leader has greatly increased. My attitude has changed from feeling like an outsider to taking my place as a leader in the organisation. I have more clarity of thought. I am better able to handle challenges that come my way - and better able to recover from setbacks. I involve my team more to free up time to focus on the leadership aspects of my role. I feel more comfortable in having difficult conversations with my team.
• My coach was good at asking the right questions and challenging me in the right way to understand my actions, feels and way of thinking and through her questions allowed me to develop my own ways of modifying my thinking to support different behaviours.
• My coach was not judgemental at all. She gave me space to think about what I really wanted to achieve and time to reflect when I tried out new things. She challenged me to think about things differently, and to assess all options when faced with a challenging situation. She gently stretched me out of my comfort zone and, as such, my aspirations have changed. She has encouraged me to be more open to opportunities that come my way - and to create opportunities of my own.
Group Coaching
Participants liked:
• Connecting with other female leaders
• Realising I am not on my own
• Sharing stories and supporting each other
• Building my network
• Stepping out of day to day work and spending a bit of time on myself
• Safe environment in which to share things
Participants found most useful:
• Listening
• Bringing tools, techniques, articles, models etc
• Building confidence, supporting me to develop my self belief
• Bring external perspective
• Give feedback
• Challenging
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Feedback from Participants
One woman’s reflection
“In the western world where it is supposed to be all fine and equal but underlying there are still lots and lots of differences in how women and men are treated some triggered by the women and some by the environment.
I found through the individual coaching that there are some insecurities I wasn’t really aware of because I don’t come across like that and the feedback that I am getting from people is different than what my actual drivers are but I kind of believed my story as well....
The group coaching brought me up close to how I come over and I got real feedback, as well as different views. It pushed me to think more broadly than I have ever done. Thank you – it has been life transforming!”
Verbatim quote
What did we learn from Wave one?
Accelerating Difference is a powerful initiative...and we can do more:
• Tighten up the nomination criteria
• Explain more up front what is expected of Female Leaders – use alumni
• All Female Leaders not only have Coaching but are assigned a Sponsor
• All Sponsors have Sponsor Coaching
• All Sponsors and Line Managers attend a Dialogue
• Involve HR at the beginning and end of the Coaching with the Female Leaders/Line Managers/Coach tripartite meetings
• Change the mindset from a ‘programme’ to ‘ongoing work’- everyone is a ‘participant’
• Keep going – this will need time
Some not so surprising themes...
• It is about balancing life – family, partners, dependents
• The `extreme sport of being an executive’ can be possible and rewarding – if I choose to go for it
• I can go for what I want – if I plan it
• I am more ambitious than I thought I was!
• Not all senior women are supportive to other women
• There are many, many ways to make it all work
• Understanding cultural and organisational difference is important
• Things are changing....but slowly
And some more surprising themes...
• I am not alone (and I need to tangibly acknowledge this)
• I actually need to answer the question: What do I really want out of my life and my career?
• Frequent negative attitude towards power – assumption of `power over’
• Cultural differences are important.... But they are not as different as you may think
• Men have to be in the conversation to make change happen on an organisational scale
• Micro climate is vital – line manager, sponsor etc. To create systemic change this must be addressed.
• Desire to give back – and actively doing so
Why is the combination of individual and group coaching so powerful?
• There is great complementarity of individual and group coaching
• The combination has a way of unlocking things for women in particular – connection, support, feedback, conversation
• It is different for everyone.....
• Individual allows personal reflection – deep as well as tactical
• Group gives a sounding board and extends boundaries and territories
• Outcomes are self sustaining.....
• Combination more accurately reflects changes in work, leadership and organisations – multi-faceted, dynamic, variable speeds
The Future of Coaching in Organisations?
Safe container Step–wise approach
G R
O W
OLD PARADIGM NEW PARADIGM
Safe container In the moment with chaos Incubating
From Relume, April 2015
Individual Coaching Individual Coaching Group Coaching Systemic Coaching Team Coaching Constellations
Q&A
