Hudson Public Sector Coaching Talk

8/14/2019 Hudson Public Sector Coaching Talk

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HUMAN CAPITAL SOLUTIONS


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Applying Coaching to

Public Sector Organisations to

develop Performance.

Performance Coaching


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What we will cover today

Agenda

What is Coaching?

All about Performance Coaching

Survey Private Sector Progress withLeadership Development and Coaching

How to get started

More Lessons from Private Enterprise Roadmaps of the future


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What is Coaching?

Coaching is a Distinct Activity

Defining and motivating actions that work

and stopping what doesnt work leads thecoachee to refine learn from feedback and

experience to adjust their own behaviour.

Coaching

Learning is derived through the coaching

conversation, clarifying consequences and

identifying what works and what doesntwork.


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What is Coaching?


Coaching is

Facilitated inquiry focused on important

issues of performance leading to goals and

actions to improve that performance

Coaching is not

Instruction, training, direction or delegation Nor is it Mentoring


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What isnt Coaching?


Mentoring

Counseling Coaching Training

Consulting


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Coaching as a Development Tool

CoachingObjectives:

Finite/ Concrete

Coaching Style:

Directive

Duration: Short term

Hard skills focus

Skills Performance Development

Coaching Objectives:Complex/Emergent

Coaching style:

Non-directive

Duration: Longer ter

Soft skills focus



What is Coaching?


Coaching is a carefully constructed dialogue

that is different from other learning modes.

It is directional but not directive, helpful but

not instructional, influencing but not

controlling.

Skilled Managers can move in & out of

coaching strategically to achieve

organisational goals.



Our Definition of Coaching

Coaching is a solution-focused,

results-orientated systematic process

that facilitates the enhancement ofwork

performance and the self-directed

learning and personal growth of

individuals.

Dr. Anthony Grant



KOLBS ADULT LEARNING CYCLE

What does coaching offer?

Experience

Reflection

Theorizing

Action Learning



Coaching Benefits - Generally

Designed to empower individuals touncover potential and identify how to

achieve it Creation of goals and increase

conversion to results

Coaching - amplifies own knowledge andthought processes

Creates a supportive environment in which

to challenge and develop critical thinkingskills, ideas and behaviours



Coaching vs. Training?

ROI on Coaching with Training is 592% Self-driven Action Learning

Surrogate or Co-Manager someone is

holding you accountable

Knowledge and skills are not applied

ROI for Training alone is less than 23%



Coaching Benefits for

2. Coachee performance developed, inputs

received and actioned by them, develop

ownership, improved focus through knowing

what is expected of them

Manager/Coach better staff performance,

transfer ownership for performance back to

staff, create opportunity to give and receive

feedback.Technical skills are not the issue



Coaching Benefits

3. Organisation relationship b/n manager &

direct staff is the most critical performance

relationship; improve this and you can unleash

the power of the organisation.



Types of Coaching

SKILL DEVELOPMENTTraining establishes skills Coaching Enhances Skill

Practice and Reinforces Learning

PERFORMANCE COACHINGDevelop competencies and motivation to higher

levels, driving better business results

CAREER COACHINGIdentify options, facilitate choice & career moves

LEADERSHIP COACHINGDevelop leadership capabilities, leadership

performance & EQ Competency



Types of Coaching

Formal, Structured Informal On-the run

Workplace Coaching Workplace Coaching

Fully documented, Un-documented,

pre-structure process ad-hoc process

Designated Coaches Communication or

management style

Proper supervision Corridor coaching

Explicit Goals

Referred Coaches

Specific Program



Tips for Building Coaching

Formal, Structured Informal On-the run

Workplace Coaching Workplace Coaching

5. Build your skill from formal practice to informal

coaching as your expertise grows, use both

selectively

6. Practice makes perfect, book your calendar for

coaching for the next six months High PerformanceTip



Coaching in Organisations Why, Who, When

Dimensions of in-house workplace coaching

Organisational coaching is dimensional

Formal structured process to informal corridor

coaching

Formal structured process can give consistency and

quality across organisation,

Need on-going supervision (mentor-coaches) for in-

house



Coaching in Organisations Why, Who, When

Dimensions of in-house workplace coaching

Manager-coaches

Focus more on the formal structured end of the scale


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Competency Development for Coaching

What characteristics and skills do you need to

be a great Manager-Coach?

Primary Skills First:

Active Listening skills Questioning Skills & Techniques Empathy and Collaboration Skills

Give Feedback Receive Feedback


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Coaching Skills Next:

Goal Setting skills Action Planning Manage process and Accountability

Deliver results measurablemeaningful outcomes


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Performance Management and Leadership

Skills Next:

Handle Resistance Structure Coaching sessions

Hold effective formal and informalappraisals and performance reviewsLead Change, give focus and

stimulate and sustain Improvement


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What else do you need to be able to

demonstrate to be a great Manager-Coach?

Authenticity Trust

Consistency Other management skills delegation,

motivation, direction, instruction


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Performance Development Life-Cycle

INPUTS

Diagnosis -

Performance

Measures

Needs Analysis

DEVELOPMENT

ACTIVITIES

Training

Coaching

Work Assignments

OUTPUTS

Better Performance

Better Results

GOALSIndividual,

Team &

Company

FEEDBACK (CONTROL LOOP)

Re-Assessment

Coaching


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Self-awareness(understanding self)

Communicating

Interest in developing

others

Sense of

proportion/humour

Business/professional

savvy

Committed to ownlearning

Relationship

management

Conceptualising

Behavioural awareness

(understanding others)

Goal clarity

David Clutterbuck


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Changing Requirements for Leadership

Importance

Professionals Middle Managers Senior Executives

Technical

Expertise

Emotional

Intelligence

Crucial

Cross-Over

Point


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Coaching across the Generations

Early Career Goal is skill establishment

Training for competency development

Job rotation to build flexibility

Coaching of skills application Early Mid-Career Goal is often specialization

Building technical competency - practice

May demand managerial & some leadership skills

Horizon grows from less-than 1 year to 2 - 3 years

Work assignment, promotion & MBA

Coaching of Managerial skills useful


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Coaching for Performance

Developing Mastery

Awareness &

Knowledge

Guided

Application

IndependentApplication

Skilled

Performance

External Coachingworks best

where external objectivity

is important to developing Mastery

Internal Coachingworks best

where external objectivity

is unimportant to developing

Mastery


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Private Sector Survey

What are the best doing to help equip their

managers and leaders to meet the

challenges they face?

Define their Leadership and ManagementCompetencies to closely reflect the nature

and demands of their business

2. Stratify their Development needs and develop

Tailored Solutions that address BOTHTechnical and Non-technical Competency

Fyileast developed are the Non-Technical

Competencies


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Who did we survey and how?

Informal telephone survey, set open-ended

questions

High degree of honesty and frankness in

replies

Demographics: 8 Global MNC clients :

Citigroup Private Banking, Caterpillar Asia,Yellow Pages Singapore, Guardian Pharmacy,

International Flavors and Fragrances, Applied

Materials, Schawk, Pepsico International.

P i t S t S


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COACHING

PROGRAMATTRIBUTE

RESULTS REMARKS

Have a policy

for coaching

Yes 0%

No 100%

Some said it is in our company

competencies under leadership or

teamwork, but not a policy

Have a

coaching

procedure?

Yes 25%

No 75%

Within our performance

management/appraisal prorgamme, there is

an expectation that the manager will coachtheir staff

Have a

defined

coaching

methodology

One does, the

rest dont

have

Using a specific consultant so they have

adopted that style of coaching


P i t S t S


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COACHING

PROGRAMATTRIBUTE

RESULTS REMARKS

HR plays an

active role in

supportingcoaching?

Yes - 25%

Somewhat -

38%

No - 38%

Yess are running a major coaching project

right now

Somewhats have access to externalcoaches, or have corporate competencies in

place but would like top be doing a lot more,

Nos have nothing in place specifically

regarding coaching or coaching skills

Have defined

coaching

competencies

for managers?

Yes 50%

No 50%

Most see coaching as leadership competenc


P i t S t S


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COACHING

PROGRAM

ATTRIBUTE

RESULTS REMARKS

Managers

have been

trained incoaching

competencies?

Yes 3

Somewhat 1

No 50%

Yess have run formal coaching skills

training, somewhats have done some

briefing as to expectations withinperformance appraisal training

How do you

rate yourcoaching skills

of your

managers?

Developing

38%In need of

development

62%

Exceeds

requirement -0

All agree this is in need of development?




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COACHING

PROGRAMATTRIBUTE

RESULTS REMARKS

Do you expect

your managers

to be able to

coach their

staff?

Yes 100% Thats clear!

How do youassess your

managers

coaching

skills?

Have somemeasures

25%

We dont

really 75%

What gets measured gets donedefiningcompetencies is that enough?




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COACHING

PROGRAMATTRIBUTE

RESULTS REMARKS

Do you train

your managers

in EQ skills?

Yes 25%

Somewhat

25%No 50%

Beyond supervision or generic leadership

programmes

How do you

rate your

managers interms of EQ

skills?

Developing

25%

In need ofdevelopment

75%

Exceeds

requirement -

0

Some naturally strong individuals, but

otherwise




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COACHING

PROGRAMATTRIBUTE

RESULTS REMARKS

Do you have

any majorleadership

development

programmes

in place right

now?

Yes 37

No - 63

Locally managed operations of global

MNCs may not have fully developed orcascaded programmes




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COACHING

PROGRAM

ATTRIBUTE

RESULTS REMARKS

What has

helped drive

performanceof your

managers

more than

anything else

in the last 12

months?

Leadership

development

25%

Natural

management

relationships

38%

Our rewards

system 12%

Developing

Influencing

skills12%

Business

pressures 12%

Leadership develop includes improving

leaders as well as defined programmes

Natural management relationships meanswithout external intervention




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Summary Take-Aways:

Growing Needs:

Everyone agree there is a primary need to

develop coaching skills in managers

Half have met that challenge with formaltraining and development initiatives

Everyone agrees more needs to be done and

most are working on something now

Many confuse coaching with supervision skills

training or team leadership training solutionsit

is a distinct development need



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Summary Take-Aways:

Lessons:

Mixed progress so far

Usually motivated and run by Human Resources

Usually linked to Leadership Development

initiatives

More knowledge about coaching skills and

development is needed to get better results Selling the benefits is important, to build buy-in.

You can use External Coaching to whet the

appetite


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How to get started?

Some typical starters:

2. HR who are trying to promote management

performance development can take the lead

3. Senior Leader at the top who calls for anddrives it

4. A call for external executive coaches makes

the company more familiar with coaching


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To influence the environment

HR Role

Engage Key Stakeholders raise awareness

Bring to notice present needs and plan to

address

Build and create expectation yet Keep It

Simple


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How to keep it moving ahead?

Like this:

2. Entrench it inside your competency model

3. Embrace it as part of your performance

management roll-out

4. Find a Senior Leader at the top who calls for

and drives it

5. Call for external executive coaches who canmake the company more familiar with

coaching

6. Raise it as part of your HR Agenda for

development as a key people developer skill


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What HR Programmes do you have that impact

on or use coaching? What is HRs role in

promoting and servicing these?

1. Define their Leadership and ManagementCompetencies to closely reflect the nature and

demands of their business

2. Stratify their Development needs and develop

Tailored Solutions that address BOTHTechnical and Non-technical Competency

Fyileast developed are the Non-Technical

Competencies


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Roadblocks to Higher Performance

Survey of 1000 Knowledge Workers in the US by

Hudson Centre for High Performance

Hoarding information, micromanaging, denying

resources, & pursuing personal agendas wereamong behaviors that contributed to an

environment that stands in the way of results.


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Choosing the right Target

Smart Organisations will turn their attention

to the 50% of work groups that fall in the

middle. Moving just the top one-fifth of the middle

50% into high performing business units

catapults the company into a position to

achieve sustainable growthResearch by Hudson Centre for High Performance


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Coaching Fit in Leadership Development

NORMAL STARSTop

5-10%

SUB-PARNextNext

20%20%

PERFORMANCE RANGE

Can Coach

ShouldShould

CoachCoachCan Coach


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Development costs money Allocating limited resources

Selection for investment in developmentactivities High potentials

Shared vision and values

Communication is strongly two-way

Investment versus return Training

Learning through coaching

Coaching Strategies


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Coaching Resources in Hudson

Knowledge LeaderDr. Anthony Grant, Head of the Psychologyof Coaching Unit at University of Sydney

International Knowledge PartnerGraham Alexander, developer GROW model& consultant, Leadership Development forIBM

Local Bench of Experienced Coaches

Unique Local Coach Training Solution


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Thank You

Any questions?

Documents

Hudson Public Sector Coaching Talk