Taking Your Leadership Ability to the Next Level Tom Alafat February 2010.

Taking Your Leadership Ability to the Next Level

Tom Alafat

February 2010

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Learning Objectives

Discover what coaching is, why it is critical at the executive level and how to select the best coach for you

Identify personal blind spots and stumbling blocks coaching can resolve

Learn to assess when leaders in your organization need coaching before it’s too late

Discover how coaching smoothes the transition into executive leadership roles

Explore the role of coaching in maximizing performance and decreasing turnover of your best employees

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Session Agenda

Defining coaching Benefits of executive coaching Assessing when coaching is needed Choosing an executive coach The coaching experience

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Quick Quiz (1 of 2)

Name the five wealthiest people in the world Name the last five people named as Time

magazine’s person of the year Name five people who have won the Nobel or

Pulitzer Prize Name the last decade’s worth of Olympic Gold

medalists in your favorite sport

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Quick Quiz (2 of 2)

List five teachers who aided your journey through school

Name six friends who have helped you through a difficult time

Name five people who have taught you something worthwhile

Think of six people who have made you feel appreciated and special

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Coaching Is:

It is a one-on-one partnership between a client and a professional coach to meet a specialized need or goal

A catalyzing partnership that accelerates the process of great performance

About individual’s identifying a purpose and living out that purpose

A journey of personal and professional discovery

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Distinctions of Coaching

Therapy

Focus on past and trauma, seeking healing

Mentoring Focus on succession, training to do what a mentor does

Consulting Focus on problems, giving advice, information, strategy and

structure Coaching

Focus on the present, guiding towards a desirable outcome

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Coach Coachee

Organization

The Triangular Relationship

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Lightning Round Discussion

In small groups, answer the following questions … Who is someone that has coached you? What characteristics made him or her an effective

coach?

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“Successful people tend to have a high need for self-determination. In other words, the more that leaders commit to coaching and behavior change because they

believe in the process, the more the process is likely to work.”

―Marshall Goldsmith

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Coaching and Leader Development

Intentional: Coaches promote intentionality by providing structure, process, accountability and feedback

Purposeful: Coaches keep the process purposeful by making sure that it is linked to objectives and specific outcomes

Personal: Coaches keep the process specifically focused on the individual

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Benefits to the Organization

Multiple research studies indicate an outstanding ROI derived from executive coaching programs

Increased organizational capacity

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Benefits to the Coachee

Improvement in: Productivity and effectiveness Reducing blind spots Communication and interpersonal skills Relationships with peers, subordinates and clients Teamwork Stress reduction

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Cadre Coaching

ProvidesContext g

Organization

Coaches

LeadersChange Occurs

Provides Support

Guides Growth Provides

Awareness of Themes

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Impact on the Organization

Develops the bench Increases the value and effectiveness of leaders at all

levels Leverages talent toward the strategic goals of the

organization Helps leaders become better problem solvers and

motivators

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Coaching as Retention Strategy

Approximately 35 percent of construction companies now use coaching as a strategy to retain key talent

Construction Industry Employee Turnover Rates2002 to 2006

(Source: U.S. Department of Labor, Bureau of Labor Statistics)

23.2%25.4%

26.5%28.7%

0%

5%

10%

15%

20%

25%

30%

35%

September 2002 through

August 2003

September 2003 through

August 2004

September 2004 through

August 2005

September 2005through

August 2006

The construction industry turnover rate is the highest in all business segments except for retail trade.

During these four years, the turnover rate increased 5.5 percentage points (24%)

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How to Assess When Coaching Is Needed

High-potential leadership development Leadership succession/transition Family-owned business challenges Are your leaders exhibiting …

Lack of social or communication skills Difficulty making decisions Inability to control emotions

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Choosing Your Executive Coach

Essentials Competence Chemistry Trust

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Preparing for the Coaching Experience

Assessments 360° Feedback Myers-Briggs Type Indicator Natural Abilities Battery

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John, CFO - FMI Coaching MetricsSix Month Developmental Plan (1 of 4)

Organizational Objective: Develop leadership pipeline and become a talent magnet firm

Developmental Needs – John can identify talent within his team, but struggles developing their leadership skills. As a result many of his people are leaving because they do not see opportunity to grow

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John, CFO - FMI Coaching MetricsSix Month Developmental Plan (2 of 4)

Improved Skill/Behavior Metrics To clarify what the organization requires/rewards in

leadership – higher skill development areas To distinguish between delegating to direct reports

and mentoring direct reports To determine strengths/challenges in people

development (360°) and formulate plan for addressing challenges, using this as a model for developing direct reports

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John, CFO - FMI Coaching MetricsSix Month Developmental Plan (3 of 4)

Developmental plan John will meet with each of his direct reports over the next

month, talk to them specifically about the 360° feedback, schedule time to talk to each of them about their personal/professional development plan. (Specifically, John will work on listening without interruption and asking exploratory questions and will self-assess after each meeting and share with his coach how he rated himself)

Using the Peak Leader model, John will identify the base line expectations of his firm for the performance of their leaders in each component of the PL model. (He will use this to evaluate his skill levels and his direct report’s skill levels.) This will be the base of his developmental conversations with his direct reports

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John, CFO - FMI Coaching MetricsSix Month Developmental Plan (4 of 4)

John will talk to his coach about his own development plan regarding people development after all the feedback conversations are finished

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FMI Coaching Relationships

• API Group – Jamar

• API Electric

• Davis-Ulmer

• ICI

• Doody Mechanical

• Casey Industrial

• D. H. Blattner

• DPR

• Draeger Construction

• Gerald H. Phipps

• Haselden

• Hunter Roberts

• Mascaro

• Roebbelen

• Skanska

• Swinerton

• Turner Construction

• W. E. Blain & Sons

• Western States Fire

• HMH

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Testimonials from FMI’s Coaching Advantage Clients

“It has steered both my personal as well as professional life in the right direction. To put it simply, it has changed my life as well as my family's.”

“My coach has helped me to explore the roadblocks I had set for myself over the years, allowing me to remove them. Through that experience, I have gained a great deal of insight into myself and others, allowing me to be more understanding and empathetic with those that I lead.”

“Helped with my priorities on development of others and also improved my emotional intelligence.”

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“Coaching is destined to be the leadership

approach of the 21st Century.”

―James Belasco

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Thank You!

Tom Alafat

FMI Corporation

55 Madison Street, Suite 410

Denver, CO 80206

P: 303.398.7209

[email protected]

www.fminet.com