Coaching for Results with the Five Practices: A Case Study on Leadership Development at Unilever Nigeria
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Coaching for Results with the Five Practices: A Case Study on Leadership Development at Unilever Nigeria
Presentation Outline
• The Organisation
• The Beginning
• The Participants
• Stages of the Engagement
• Results Obtained
• Connecting with The Five Practices
• Challenges
• Recommendations and Actions
• Feedback Exercise
• Conclusion
3
The Organisation
•Unilever is one of the world’s leading fast-
moving consumer goods companies
•Products sold in over 190 countries.
•Employs over 172,000 people globally.
•Emerging markets such as Nigeria now
account for 57% of Unilever's global business.
The Organisation
Did You Know?
6
• One of the international case
studies in The Leadership
Challenge DVD features Kevin
Fang, then of Unilever China
• Kevin is now based in
Singapore as Customer
Development Director,
Unilever Food Solutions Global
- Asia, Africa & Middle East
The Beginning
•Project Initiator and Sponsor:
Tolu Agiri, Human Resources Director at
Unilever Nigeria
•Mid-2013: Building the leadership
capacity of management trainees in
transition to manager roles.
•Preparation for greater responsibilities
after a three-year training programme
Transition Route Into Management (TRIM)
The Participants
8
24 leaders
12 participants per group
2013-14
2014-15
Two groups
The Participants: Management Trainee Group
• September 2013 to March 2014
• 12 participants
• All but one aged less than 30
• All but the exception joined Unilever shortly after graduating from university
• Focus: – Provide a model to enable them
develop their leadership capacity in their new roles.
9
The Participants: Management Trainee Group
10
The Participants: Experienced Managers Group
• September 2014 to March 2015
• 12 participants
• Previous experience before joining Unilever
• Sales managers, brand managers, and individual
contributors across various functions
• More experienced and primed in particular ways
• Needed to positively enhance their behaviours
11
The Participants: Experienced Managers Group
12
Gbolahan Uchenna
Ife Omolade
Kehinde
Dotun
Dorcas
Urewa
Ikechukwu
Femi
Stages of Engagement
1. Assessments
2. Leadership Challenge Workshops
3. Monthly Activity-based Workshops
4. Individual Coaching Sessions
5. LPI 360 Retakes
6. Review and Feedback
13
1. Assessments
Completion of
Leadership Practices
Inventory (LPI) 360
online assessments.
14
2. The Leadership Challenge Workshops
15
2-day edition for the
Experienced Managers
1-day edition for the Management Trainees
The Leadership Challenge Workshops: Toolkit
One-day edition Two-day edition
16
3. Monthly Activity-based Workshops (Management Trainees only)
• Limited experience in
corporate settings
• More receptive to
new ideas.
• Framework for
exercising leadership
early in their careers.
• Gradual but intense
immersion in the Five
Practices
• Six monthly activity-based
workshops.
• First workshop was an
Introduction to the Five
Practices
• Next five workshops
focused on each of the
Five Practices
• Seventh and final
workshop: Review and
action planning
17
Monthly Activity-based Workshops
18
Monthly Activity-based Workshops: Toolkit
The Leadership Challenge Activities Book
19
The Leadership Challenge DVD
4. Individual Coaching Sessions
• Coaching on leadership behaviours using LPI 360
• Six months of coaching in hourly sessions.
• Specific days coaching participants in turns
20
Individual Coaching Sessions: Toolkit
A Coach's Guide to Developing Exemplary Leaders
21
The Leadership Practices Inventory Workbook
The Leadership Challenge Practice Book
5. LPI 360 Retakes
• LPI 360 assessments completed again
• Insights about improved behaviours
• Observer ratings of experienced managers
indicate positive changes in behavior
22
6. Review and Feedback Session
• February 2015:
– Review for
Management
Trainee group
• Continued
application of the
Five Practices.
• Early 2016: Session
for the experienced
managers
23
Review and Feedback Session
Yaw Nsarkoh, CEO Unilever Nigeria (left) and Tolu Agiri, HR Director
24
Review and Feedback Session
From left to right: Adedoyin Abanishe, Yaw Nsarkoh (CEO Unilever Nigeria), Weyinmi Jemide
25
Review and Feedback Session
Marilyn Maduka, Leadership Development Manager, Unilever Nigeria, introducing the review session
26
Results Obtained
1. Observed changes in behaviour
2. Improved business results
3. Direct feedback from direct reports
4. Indirect feedback from direct reports
5. Sponsor’s observations
27
Observed Changes in Behavior
• Derived from direct and indirect
feedback from observers.
• More profound changes with the
experienced managers who had
been used to some less productive
leadership behaviours.
28
Omolade Opanuga, legal counsel, reflects:
"The Five Practices are concise and
easy to model over time as an
individual continues to deliberately
engage in them. Model the Way and
Encourage the Heart have enabled me
express my values and encourage the
people around me. These have been
points of change for me.”
29
Improved business results
• Practical validation of the research
which shows that leaders get better
business results by more frequent
exercise of the LPI behaviors.
• In at least five cases, leaders reported
increases in product sales.
30
Dapo Apolola, Regional Sales Manager
"When I assumed a managerial role, I met a team
that had not tasted success for three consecutive
years. I decided to use the Five Practices beginning
with Inspire a Shared Vision and I painted a picture
of what we will all benefit by getting it right. I also
practised Encourage the Heart by starting a
'Manager of the Month' award for high performers.
31
Dapo Apolola, Regional Sales Manager
Additionally, I used Model the Way and Enable Others
to Act by ensuring I spent time on the field with my
team to demonstrate how the job should be done.
All these actions delivered a result of 1% growth in 2
months to reverse the three-year decline. In the
second year, sales increased by more than 10%."
32
Dorcas Akintola, quality manager, narrates how she inspired a shared vision:
"Prior to going on a three-month maternity
leave, I called my team together to discuss the
goals and objectives to execute in my absence. I’m
so glad that the team delivered all the set goals
while I was away. I received positive feedback from
the other business partners and external team.
The result was attained because of the common
vision shared."
33
Direct feedback from direct reports
• Feedback during the coaching
sessions showed improvements in work
relationships
34
Direct feedback from direct reports
• Gbolahan Afolayan, regulatory
affairs manager, revealed that one of his constituents had lost interest in
coming to work.
• As Gbolahan practised Encourage the Heart, the previously reluctant
colleague gave him feedback
about the positive impact of his changed behaviors!
35
Direct feedback from direct reports
• Urewa Ochai-Adejo referred to
a colleague's comment that
'something had changed' in her
conversational style.
• She had been practising
behaviour number 9 of the LPI -
'actively listens to diverse points
of view'.
36
Indirect feedback from direct reports
• After the workshop and some coaching
sessions, Uchenna Akuwudike, a regional
sales manager attained new highs with
revenues in his region.
• This prompted his line manager to
conduct "skip level discussions" -
engaging in conversations one level
below direct reports.
• The discussions indicated that the results
were related to Uchenna's enhanced
behaviours which the line manager
gladly encouraged him to continue.
37
Tolu Agiri’s Observations
38
• Confidence
• Awareness
• Readiness
Tolu Agiri, HR Director at Unilever Nigeria and programme sponsor speaks…
39
Connecting with The Five Practices
40
Strengthen others by increasing self-determination and developing competence.
•Search for opportunities by seizing the initiative and by looking outward for innovative ways to improve. •Experiment and take risks by constantly generating small wins and learning from experience.
Tolu/WJ
Tolu
Tolu/WJ
Connecting with The Five Practices
41
•Envision the future by imagining exciting and ennobling possibilities. •Enlist others in a common vision by appealing to shared aspirations.
•Recognize contributions by showing appreciation for individual excellence.
Tolu/WJ
Tolu
Tolu/WJ
Connecting with The Five Practices
42
•Set the example by aligning actions with shared values. Tolu/WJ
Challenges
• Practice Book
• Availability
• Scheduling the sessions
• Mid-stream redeployments
• Learning to coach with the LPI
• Adapting coaching style and techniques to the individuals
43
Lessons and Observations
1. Results as a trigger for more LPI
Coaching
2. Rewards for sponsor, coachees and coach
3. Validation of the research that
exercising the LPI behaviours leads
to better business results
4. Guarantees to clients about
outcomes
44
Lessons and Observations
5. Fostering loyalty and commitment and reducing absenteeism.
6. Reinforcement of the fundamental
that leadership is everyone’s business
7. Creating a culture of leadership from
the lower level of the hierarchy
45
Recommendations and Actions
• Reframed approach to marketing the
Leadership Challenge.
• Enhanced value to clients with the combination of training and coaching.
• Position the combination before clients
• Recommend it to fellow professionals.
46
Feedback Exercise
47
1. How do you think Tolu Agiri’s three observations of Confidence, Awareness and Readiness align with the Five Practices?
2. What optional approaches would you suggest for the program?
3. Which ideas will you take away?
Closing Words
“Coaching leaders is a noble task. The only thing this world needs more than excellent leaders is excellent coaches to rally,
inspire, and accompany them on their journeys.
Kouzes, Posner and Biech in “A Coach’s Guide to Developing Exemplary Leaders”
48
THANK YOU
Ese
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