Organisational Effectiveness & People Development.sydney.edu.au/science/psychology/psychcoach/conferences/coaching... · Focus on organisational development / change and use work

Organisational Effectiveness & People Development.Mutually exclusive aims or coaching as an integrating mechanism

A perspective from a professional services firm:Dr. Chris Nunns, Leadership Strategy, Deloitte

Which is the better orientation for leadership development?

Does one…

Develop our people in terms of their individual developmental aspirations/ ambitions and trust that the development translates into greater organisational effectiveness?

OR

Focus on organisational development / change and use work such as organisational projects as providing naturally occurring opportunities for development (crucible experiences) and trust that the development meets personal aspirations?

Leadership Development Maturity Model (Bersin & Assoc, 2006)

Level 1: INCONSISTENT MANAGEMENT TRAINING• Training available, not aligned with organisational strategic intent. Minimal senior management support, not integrated with other Talent Management processes• Development optional, core leadership competencies mostly not defined. Courses not programmes available• Enterprise- level development typically restricted to senior management. Lower levels left to individual business units, more ad hoc approach. Development benefit to employees – like healthcare.

Level 2: STRUCTURED LEADERSHIP TRAINING Intent = Developing leaders• Senior Management supports development at arms length. Training not optional with well defined training curricula at different levels. Core leadership competencies defined & individual leaders developed.• Performance Mgt used to identify skill gaps. Succession used with target pool of senior managers for succession.• Development programmes fairly generic & not driving specific behavioural change to support org. strategy

Level 3: FOCUSED LEADERSHIP DEVELOPMENT Intent shift = Developing an organisation• Snr Mgt promoting & participating in programmes; Strong alignment of content with business strategy; Increasingly higher integration with other Talent Management processes; Creating a noticeable business impact.• Business- focused programs; Leadership development part of ongoing discussions; Culture change involved.• Sophisticated learning delivery using blended learning – e-learning, simulations, coaching, developmental work• Focus on high potentials; More about developing the organisation than individuals

Level 4: STRATEGIC LEADERSHIP DEVELOPMENT• Senior Mgt champions leadership development & strategy; Leaders held accountable for developing other leaders via integrated Talent Management processes; Senior Mgrs model leadership development• Leadership development content aligned with business imperatives to promote organisational effectiveness competitiveness & agility. Delivered via sophisticated blended learning solutions• Leadership devel. integrated into Talent Mgt; Strong learning culture reflected in development deliverables

This raises the question…

Does the focus on the individual’s needs neglect the organisation’s needs

And does the focus on organisational need preclude individual development?

Or is there a way of maximising development impact for both sides of the continuum?

Organisation Centric

Organisational needs paramount which determine performance and development focus:

•Operational business deployment needs •Strategic requirements•GFC: Business imperative

Person Centric

Individual needs paramount which determine development focus:

•Personal deployment needs •Long- term career needs and aspirations•Retention & engagement•GFC: Nice to do

Where does one position the focus on this continuum?

Experience from our leadership programme at Deloitte suggests some thoughts

• Coaching can make a valuable contribution to leadership impact and development at the – Individual level– Team level – Organisational level

• The more one can integrate peoples’ understanding and insights across all these levels the more impact one can have as a coach

• Multiple sources of coaching provide a more comprehensive cover -age and hence impact

• Organisational imperatives as the main driver may, in fact, heighten the motivation for personal growth at the person level – and coaching can play a critical role in facilitating this

• The in- company coach (especially if a psychologist) can play a broad role from the individual level to the OD level and potentially could add significant value by working across these levels

Our Story…Third National Coaching Symposium (2008) Aaron McEwan and I presented a

case study on leadership development at Deloitte with 2 main themes:

• A process of leadership development – we discussed the Deloitte Brisbane Office experience – using a new leadership approach introduced in early 2008

• Multiple- source coaching as an integral component, playing a nexus, meaning-making role to integrate the leadership concepts with the aspiration and behaviour of the participants on the one hand, and the organisational imperatives on the other.

Subsequently, this process was rolled out across the firm nationally…

Extraordinary Leader Model & Research Zenger & Folkman (2002)

• Demonstrated that outstanding effectiveness on 4 – 5 capabilities were

associated with high levels of leadership effectiveness and these could

incorporate a great variety of combinations (No super- heroes required)

• Focus on leadership strengths more important than focusing on weaknesses

• Effective development of capabilities could effectively involve both direct/ linear

development of the capability or indirect / non- linear development of correlating

capabilities to “bolster” the focal capability (Leadership Cross- training)

Leadership framework (adapted): Leadership Factors and examples of the 19 leadership capabilities

Character Personal Capability

Focus on Results

Interpersonal Skills

Leading Change

Client Advocacy

• Displays High Integrity and Honesty

• Technical/Professional Expertise

• Drives for Results

• Communicates Powerfully and Prolifically

• Inspires and Motivates Others to High Performance

• Develops Strategic Perspective

• Champions Change

• Optimises Client Engagement

Multi- level Coaching input to process:

• Leader as coach / mentor

• Peer coach

• Internal coach

• External coaches for specific assignments

• Some team effectiveness development – initial focus on team leader

Initially more individually focused …




Person Centric



Start of a journey / Part of a journey

Extraordinary Leader Workshop:

3 Action Plans

Post workshop debrief/ review

Refine 3 Action Plans

Discussion with Manager to refine & finalise 3 Action Plans

Agree Support & Learning Options. Implement Action Plans

Review, Adjust & Track quarterly

Re- run EL 360 in 12 – 18m

Support & Blended Learning Options include: Action learning; e-Learning; Deloitte Leadership Academy; Coaching; Mentoring; Workshops; Seminars; Performance Management etc.

Initial evaluation about 4 - 6 months down the track (ito Kirkpatrick’s training evaluation model)

• Personal Reaction / Happiness: Workshop very good

• Learning: Workshop feedback indicates a level learning of the leadership framework and approach. OMP observed that already the quality ofdiscussion and level of insight around leadership matter betweenPartners has increased noticeably already. Early days.

• Behavioural changes: Nothing reported apart from verbal behaviour (above). Early days.

• Business impact: Nothing reported so far. Early days.

Leadership ahead… CCL 2006 survey

• Increasing complexity in organisational challenges with greater ambiguity and uncertainties

• Greater reliance on interdependent work

• New leadership skills emphasise participative management, building and mending relationships, and change management and away from resourcefulness, decisiveness and doing whatever it takes.

• Leadership becoming a more collective process – especially across Europe and Asia Pac (vs US)

CCL 04/05 State of Teams report

• Teams are central to organisational success. Used to drive organisational success as well as change (which implies multiple team memberships, geographical dispersion, collaboration with other teams)

• Team Leaders must be multi- talented: Strong communicators, diplomats with project management skills (incl. organisation, decision- making, prioritizing). Useful personal attributes include intellectual ability, flexibility, courage.

• Collaboration is key – across teams and across localities. Global/ regional virtual teams a major challenge

• Teams are functioning below the optimal level. Areas of particular concern include co-ordination of activities, revolving team memberships and ineffective conflict resolution

• Team coaching and collaboration are areas of development

Team effectiveness development: An expert team usually beats a team of experts

Internal coaches implemented with focus initially on Team Leader

PROCESSES

Conflict Management

Team Learning

Creative Dialogue

Decision Making & Implementation

RESOURCES

Professional Knowledge & Expertise

Equipment & Facilities

Information Sharing

Market/Client Awareness

LEADERSHIP

Inspirational Leadership

Project Management

Clarity of Purpose

Autonomy of Operation

DYNAMICS

Trust

Respect for Individuals

Goodwill and Co-operation

Alignment of Values

Power Distance

KTEP Model: Knowledge Teams International Marshall & Lowther 2007

0 1 2 3 4

Professional Expertise

Market/Client …

Appropriate Pressure

Equipment & Facilities

Creative Dialogue

Alignment of Values

Project Management

Autonomy

Team Learning

Conf lict Management

Respect for Individuals

Group Brainstorming

Inspirational L'ship

Information sharing

Clarity of Purpose

Goodwill/Cooperation

Trust

As business context changed, primarily GFC, developmental priorities altered

• Heightened emphasis on partner performance and delivery

• More emphasis on leadership impact

• More emphasis on developing team rather than individual effectiveness – also

across widely spread localities

• More emphasis on driving changes

• More emphasis on cost- effectiveness including people development

• More willingness and opportunity to leverage the work itself for development




Person Centric



Extraordinary Teams Teaming for high impact

Integrating leadership at both individual and team levels – included in EL workshops or on its own

Two key team aspects:

• Composition

• Function & Dynamics

Coaching – an integral part of addressing issues at both a team and individual levels:

• Linking personal strengths & interest to team work & outcomes

WORK ACTIVITIES

WHAT EL CAPABILITIES?

WHOSE CAPABILITY

STRENGTHS & INTEREST?

TEAM OUTPUTS

Selecting team members / Identifying team roles / Enhancing team dynamics

Facilitated conversations in this area in training situations led to conversations in team meetings … concepts generalised

Synergistic model: The Power of Convergence

Wor

k E

nviro

nmen

t

Multi- level Coaching input used – well received

• Leader as coach / mentor

• Peer coaching / self generated learning pods

• Internal coach with both individual and team frameworks


End Q1 2009: The Extraordinary Leader training will have a very positive impact on the firm

Response % %Total 100.0% 100.0%Yes 56.6% 96.7%No 1.9% 3.3%Have not participated in a session 41.5%

Generally, the quality of leadership has improved throughout the firm'

Response %Total 100.0%Yes 82.8%No 4.9%Have not participated in a session 12.3%

End 2009 - Some 263 Partners have undertaken the Extraordinary Leader workshopseveral Partners have undergone a repeat EL 360

The next step: Leadership impact and development as one way of driving organisational growth

Using business strategy and OD to drive business unit growth with leadership and culture as key, contextualised components

Leadership is no longer exercised by only one person (Team Leader) but by the leadership group




Person Centric



Role performance and development focus now more determined by organisational and team need

• Moving to development that supports the needs of the team / organisation. Strategy provides a rationale / goal to work towards and align efforts. Team coaching can facilitate this perspective and buy- in by team members.

• Moving to allocation of roles according to individual strengths and interest areas – addresses personal aspirations – to a reasonable extent. Coaching at team level can facilitates more effective deployment for team members and individual impact and development within these roles.

• Moving to identifying key “crucible” work experiences to support specific development goals and development paths that will take individuals further within existing and future organisational opportunities. Coaching helps to maximise the developmental impact of these experiences.

• Coaching enables people to make better sense (meaning making) of their own role and development within the ambit of the broader organisational aims/ strategies. Also helps them to focus on what they are and can be outstanding at

Aligning the Team: using the Harvard Congruence Model

Congruence Model

Created to help leaders take their organizations to the next level, congruence modelling is a strategic planning AND organizational development tool that

generates aspiration and alignment. (Developed by Nadler and Tushman in 1992 and expanded by Tushman and

O’Reilly, Harvard and Stanford Business School Professors.)

• The Congruence Model is based on identifying a firm’s performance and opportunity gaps.

• Performance gaps are areas where expected and actual results do not line-up.

• Opportunity gaps are areas deemed important to pursue. They are gaps that are proactively created.

• Opportunity and performance gap action plans drive a firm’s “Strategic Intent.”

Organisational Building Blocks

Cumulative business unit change process

FROM THISB.U.

OUTPUT

TO THIS B.U.

OUTPUT

Change 1: Appropriate intervention / intervention

Change 2: Appropriate intervention / intervention

Change 3: Ditto

Change 4: Ditto

Change 5: Ditto

Change 6: Etc.

Month 1 Month 18 / 24 / 36

Macro Change

Mini- Changes

ACTIONS

ACTIONS

ACTIONS

ACTIONS

ACTIONS

ACTIONS

Prochaska -DiClemente perspective for individual change to overlay group change. Helping team leaders to deal with change at the individual level

Stage Programme

Reflective Stage Raising awareness for change – how might such a change benefit / what if I do nothing?

PreparationStage

Active / Purposeful contemplation of what the changes might looklike – Increase awareness. Consider the required actions

Action Stage Develop a plan. Engage in the change process – carry out the planed actions

MaintenanceStage

Maintain the changed behaviour

Possible relapse Normalise a relapse and re- focus on the change process

A Change Process for business unit growth and adaptation at a group level …

Ensure increase

urgency for change

Develop vision and strategy for

change

Communicate for buy-in

Empower people to act on the vision

Create short- term

wins

Persist/ Don’t let up until vision achieved

Make change

stick

Inspire and galvanise leadership

team

Kotter, 2008

Performance based coaching: Enhanced goal- setting approach (Gary Latham, 2007)

• Specific / SMART

• Challenging

• High Self Efficacy

Effective Goal

Achievement

Moderated/ Influenced by:• Ability / Task Complexity• Meaningful, growth- facilitating tasks• Situational constraints• Anticipated value and fairness of

reward / Previous reward or consequence history

Self-Efficacy reflects an optimistic self-belief, the belief that one can perform novel or difficult tasks, or cope with adversity -- in various situations

Multi- level Coaching input to process:

• Leader as coach / mentor / change facilitator / performance coach

• Peer coach / learning pods (colleagues keeping each other honest

• Internal coach/es as individual and team change facilitator/s


Creating meaningful, mastery experiences: Experiential Learning - David Kolb

Experience from our leadership programme at Deloitte suggests some thoughts

• Coaching can make a valuable contribution to leadership impact and development at the – Individual level– Team level – Organisational level

• The more one can integrate the understanding and insights across all these levels the more impact one can have as a coach

• Multiple sources of coaching provide a more comprehensive cover -age and hence impact

• Organisational imperatives as the main driver may, in fact, heighten the motivation for personal growth – and coaching can play a critical role in facilitating this

• The in- company coach (especially if a psychologist) can play a broad role from the individual level to the OD level and potentially could add significant value by working across these levels

Enhancing Self- Concordance:

• With Partners – extremely busy and often motivated by a combination of undertaking professional work and financial reward

• Developmental goals outside of their work sphere are likely to be viewed as distracters unless particularly personally important

Hence, one could hypothesise that..

• More likely to take on board developmental action plans that are “part of their day jobs” – reflecting enhanced self- concordance.

• On the engagement/ mental health model – more likely to shift more to the RHS on the engagement continuum

• The impact on mental health would depend on the context and resilience of the individual, so impact unclear

The degree to which individuals’ goals are aligned with their developing interests and core values (Sheldon & Elliott, ‘99 in Grant, Cavanagh & Parker, 2010)

High mentalhealth

High level ofengagement

Low level ofengagement

High mentalhealth

Acquiescent Flourishing

Burnout Distressed butfunctional

‘Normal’functioning

Languishing

A well-being and engagement framework for organizational coaching (Grant, Cavanagh, Parker & Passmore, 2010)

Leadership as Anxiety & Stress Management Source: Michael Cavanagh, 2009

High

Low

Perf

orm

ance

/ W

ell B

eing

Low HighAnxiety / Arousal Level

Short termRecuperation Zone

Long termDepletion Zone

Short term:Performance Zone

Stretch Zone

Short term:Overwhelm Zone

Long term:Burnout Zone

Long term:Rust- out Zone

Coaching vs OD and HRD: Opportunities for psychologist coaches? (Grant, Cavanagh & Parker, 2010)

From Schein…

Professional Coaching – focused more at the individual level

OD / HRD Professionals – focus more on organisational- level change

Individual Small group / Team

Organisation - wide

External Coach

Internal Coach

OD / HRD Practitioners

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Organisational Effectiveness & People Development.sydney.edu.au/science/psychology/psychcoach/conferences/coaching... · Focus on organisational development / change and use work