Coaching & Leadership Development: Peter De Prins

Self-knowledge as change agent for leadership behaviour HR Day 2011

How can HR contribute to self-awareness? Prof. Peter De Prins

Director of Centre of Excellence for Leadership & Coaching Vlerick Management School

“Knowing others is intelligence; knowing yourself is true wisdom”

“Intelligence is like a four-wheel drive. It allows you to get stuck in more remote places”

© Vlerick Leuven Gent Management School © Vlerick Leuven Gent Management School 2 |

EXECUTIVE SUMMARY: HR CAN DRIVE SELF-KNOWLEDGE BY….

Taking on its role of strategic partner, focusing on people as differentiator towards competition

Understanding the new set of productivity drivers

Driving the development of a new breed of leaders

Installing a coaching culture

Conducting a values assessment

Stimulating peer to peer feedback

Stimulating the use of a 360 degrees feedback and other development tools


SELF-KNOWLEDGE

Self-awareness theory (1)

Self-awareness is the capacity to take oneself as the object of thought—people can think, act, and experience, and they can also think about what they are thinking, doing, and experiencing

95% of what we say and do comes from subconscious program that we have learned when we are very young We use these programs over and over without realizing: automatic reactions without thought or choice Self-awareness is the core of Emotional Intelligence. Self-awareness is comprised of three competencies;

emotional self-awareness, where you are able to read and understand your emotions as well as recognise their impact on work performance and relationships; accurate self-assessment, where you are able to give a realistic evaluation of your strengths and limitations; self-confidence, where you have a positive and strong sense of one’s self-worth.

The starting point and key in these areas is the ability to be critically self-reflective.

(1) Duval, Shelley, and Robert A. Wicklund. 1972. A Theory of Objective Self Awareness. New York: Academic Press.


GOLEMAN’S EMOTIONAL INTELLIGENCE MODEL (2002)

© Vlerick Leuven Gent Management School © Vlerick Leuven Gent Management School

HR HAS BECOME MORE A STRATEGIC PARTNER

Higher profitability

Customer satisfaction

Reduced costs

Bottom line impact

Good communication

Changing working culture


The Talent Mismatch is deepening as the working age population declines and the nature of work changes.

Individual Choice will be exercised by those with the skills that are most in demand.

Technological Revolutions have the power to change where, when and how we work.

Rising Customers Sophistication requires businesses to work in a new way, driven by innovation and delivering greater value and efficiency

UNDERSTANDING WHY A NEW SET OF PRODUCTIVITY DRIVERS ARE COMING


THE TALENT MISMATCH

Lack of resources

creates tension

on the high-skills

market

Oversupply of

low or wrongly

skilled resources

generates under-

employment and

unemployment

Demand

for skill

Supply

of skill

53% of European employers reported having difficulties finding talent.


RISING CUSTOMER SOPHISTICATION

Every aspect of the value chain is being tested by your customers. Internal and external. Customers are more global and sophisticated, increasing the complexity of their relationships with organizations and the specificity of their value demands.

Faster. Cheaper. Better.

0

20

40

60

80

100

120

iPhone 4

iPad

Source: Google Insights for Search. Past 30 days.

Google search trends in USA for past 30 days


INDIVIDUAL CHOICE

Boomer

Born 1946-1964

Are you ready for the Next Generation when they hit your workforce in 2020?

Traditionalist

Born 1928-1945

Generation X

Born 1965-1979

Generation Y

Born 1980-1995

Each generation has different assumptions about how the world works and is currently in a different life stage that will affect what they demand from work.


TECHNOLOGICAL REVOLUTIONS

Linkedin

founded in

2002 Flickrfounded in

2004

Do you Tweet? 600 per second 36000 per minute 2.1m per hour 52m per day 18.9b per year Up 1,400% on 09

Source: http://blog.twitter.com/2010/02/measuring-tweets.html

New ways to collaborate, innovate & communicate. Blending work, rest and play.

Implications

MISALIGNMENT

New realities are coming to your workplace

New organizational models and structures are coming Organizational work styles and expectations are changing A new definition of employee engagement is emerging to embrace social / community values A new breed of leader is required, one that can win the hearts and minds of the pre-digital, digital and post-digital employee

Many organizations are misaligned with the new environment


SELF-AWARENESS DRIVER #1

HR NEEDS TO DRIVE A NEW BREED OF LEADERS

7 Success Factors

1.Owned by senior management

2.Customized to the organization

3.Supportive of the organization’s strategy, mission, vision, values

4.Tailored to non-linear career paths

5.Delivered flexibly to meet the needs of leaders

6.Competency-based

7.Accountability-driven

ACTION: View Leadership as a 10-year program

Establishing Vision, values, strategies & enterprise capabilities tot create value

Defining strategy & driving business results & sustainability

Building managerial capability & functional expertise

Understanding yourself and developing others


SOME FIGURES

CCL Study: Changing Nature of Leadership (2007-2009) 500 companies

Top/ Middle/Staff

USA (54%)/Europe (26%)/Asia (16%)/ROW (4%)

Age 29 tot 60

1-999 employees (32%)/1000-9999 (29%) / > 10.000 (26%) / unknown (13%)

Male (60%) / Female (28%) / Unknown (12%)

Overall conclusions Challenges are becoming more complex

Greater reliance on interdependent work

Shifting reward system

The rise of a new leadership skill set

Leadership is a collective process

Global organisations are at the cutting edge of collective leadership

13 |


HAS THE DEFINITION OF LEADERSHIP CHANGED OVER THE LAST 10 YEARS?

….% yes!


RESULTS OF THE CCL STUDY

15 |

• A position/a process • Function / boundary-less orientation • Independent decision making / interdependent decision making • Individual leadership competencies/groups of networks


LEADERSHIP HAS BECOME MORE WE-ADERSHIP

Leaders used to be powerful without people, but today

leadership is about the transition of power to

the people

16 |

But… do you know your culture and its people?


21ST CENTURY LEADERS NEED TO BE / BECOME GOOD COACHES!

Get the best out of your people! (not only out of yourself)


COACHING: BOOMING BUSINESS…. (PROF. DR. KATLEEN DE STOBBELEIR)

Executive coaching...some facts

76% of companies hires executive coaches (U.S.: 93%)

+/- 47.000 (executive) coaches active in the market

Market of 1,7 billion euro Fees: 200 – 4000 euro/hour

Fastest growing business line in ‘consultancy’

More than 30 coaching models in use

+ Exponential growth of internal coaching


HOW MUCH COACHING? (PROF. DR. KATLEEN DE STOBBELEIR)

Met dank aan Prof. Dr. Katleen De Stobbeleir


YOU NEED TO UNDERSTAND THE HUMAN BEING BEHIND THE FUNCTION…

Using your values and the ones from your employees to drive decision-making so that you consciously create the future you want to experience and provide a consistently ethical basis for

decision-making.

“Therefor, values-based leadership is a way of making authentic decisions that builds the trust and commitment of employees

and customers.”

Kotter and Heskett, Corporate Culture and Performance (Free Press 2008)


VALUES BASED LEADERSHIP

• ‘hard’ goals don’t motivate

• Leaders translate ‘hard’ objectives into ‘personal’ objectives based on personal values

• This can only be done if you have an in-depth understanding of the person behind the function (deep-dive interview)

21

© Vlerick Leuven Gent Management School © Vlerick Leuven Gent Management School ©2006 LinkPower 22

HR Driving the change!



STRATEGIC VALUES ALIGNMENT PLANNING

ACTION: Truly link culture to business strategy

Understand the following

1. What’s Now – What kind of people are working in your company today? What do they

find important?

2. What’s Next - How does your company need to evolve to keep that culture? How will the

world of work trends affect your ability to attract, retain and engage that workforce?

3. Gaps - Where are the risks in your current approach that impact the delivery of business

strategy?

4. Actions - What options are available to drive the organization in the right direction?

5. Measure - How do you assess culture and measure success?


THREE MANTRAS OF CULTURAL CHANGE


THE SEVEN LEVELS OF ORGANIZATIONAL CONSCIOUSNESS (RICHARD BARRETT)

Service

SERVICE TO HUMANITY AND THE PLANET Social responsibility, future generations, long-term perspective, ethics, compassion, humility

External Cohesion

STRATEGIC ALLIANCES AND PARTNERSHIPS Collaboration, environmental awareness, community involvement, employee fulfillment, coaching/mentoring

Internal Cohesion

BUILDING CORPORATE COMMUNITY Shared values, vision, commitment, integrity, trust, passion, creativity, openness, transparency

Transformation

CONTINUOUS RENEWAL AND LEARNING Accountability, adaptability, empowerment, delegation, teamwork, innovation, goals orientation, personal growth

Self-Esteem

HIGH PERFORMANCE Systems, processes, quality, best practices, pride in performance,

Relationship

EMPLOYEE RECOGNITION Loyalty, open communication, customer satisfaction, friendship,

Survival

FINANCIAL STABILITY Shareholder value, profit, organisational growth, employee health and safety

Positive Focus / Excessive Focus

Control, Corruption, Greed

Bureaucracy, Complacency

Manipulation, Blame



MANAGING THE ENTROPY


IMPLEMENTING CULTURAL TRANSFORMATION

Workshop 1

Mission/Values Alignment

• Core Business

• Core Motivation

• Four Why’s Vision,

Mission and Values.

• Defining HR strategy

• Selecting Values and

Defining Behaviors.

• Balanced Needs Scorecard.

Workshop 3

Emotional Intelligence

• Self-Awareness

• Communication

Skills.

• Empowerment

Skills.

• Motivation

Skills.

• Review Team

Development

and Individual.

Performance

• Define Team

and Individual Objectives.

Workshop 2

Team Cohesion

• Self-knowledge.

• Interpersonal Awareness.

Organization/Team Culture Assessment

Leadership Values Assessment

Organization/Team Culture Assessment

Leadership Values Assessment

Workshop 4

Progress and Goal Setting

• Set personal-

development goals. • Individual coaching.

HR Strategy & teambuilding



OFFER DEVELOPMENT TOOLS FOR INCREASING SELF-AWARENESS

Supports building a culture of evaluation, learning and performance Strengthen company values Supports a desired leadership style Facilitates and increase effectiveness of feedback Standardises priorities, competencies and qualities on which employees focus development Allows for identification of group development priorities

• 360 degrees • Multi-Rater Assessment (MRA) Mirella Perez, Arcelor Mittal

ACTION: Increase self-awareness through self-rating and feedback from manager, direct reports and peers.


HOW DOES A HUMAN BEING DECIDE SUBCONSCIOUSLY?

……………………………………………?

……………………………………………?

……………………………………………?


HR CAN DRIVE SELF-KNOWLEDGE BY….

Taking on its role of strategic partner, focusing on people as differentiator towards competition

Understanding the new set of productivity drivers

Driving the development of a new breed of leaders

Installing a coaching culture

Conducting a values assessment

Stimulating peer to peer feedback

Stimulating the use of a 360 degrees feedback and other development tools

Thanks !

Prof. Peter De Prins

[email protected]


PLEASE WELCOME…

Mirella Perez

Leadership Development Manager

ArcelorMittal

Self-awareness and development

tool at ArcelorMittal

Coaching & Leadership Development: Peter De Prins

Documents

new realities

new york

new breed of leadersinstalling

new breed of leaders

businessesto work

work performance

blending work

flickrfounded in2004