Coaching for Leadership in the 21 st Century -The Integrated - PowerPoint PPT Presentation

Coaching for Leadership in the 21 st Century -The Integrated Leadership Model “making sense out of chaos” Doug Strycharczyk CEO AQR International 1

What has changed? Leadership hasn’t changed, the context has.  Global economy – we compete with everyone  People are better educated – new aspirations  Society is changing – accent on wellbeing  Pace has changed New challenges for leadership – its more important than ever before 2

Coaching – the essence “Awareness is the key principle of the ‘new coaching’” Sir John Whitmore SELF AWARENESS  being able to guide and to assess coachee qualities (Coach)  knowing my own qualities (Coachee) MOTIVATION  Recognising gaps – and a need  Willingness to do something about it PURPOSE  Valuing the need for change UNDERSTANDING  The opportunities  Measuring progress

Challenges in creating Self Awareness  Being Objective If you don’t know where you are going, any road  Being Reliable will get you there? Having Structure  Keeping things in Perspective  Validity   Acceptance and Understanding Psychometrics can provide a valuable part of the solution….. But ….. keep this in perspective

What is Leadership? “ Leadership is …… influencing, inspiring and directing the performance of people towards the achievement of key goals – and creating the sense of success in the short and the long term. ” Note emphasis on performance & achievement - this is the primary purpose ... doing it through people is the enabler! Leadership is about enabling people to give up their discretionary performance … and not see it as a chore. 5

Origins of the ILM72 The Stimulus – why did we look at Leadership. Confusion – lots of new models. How were they different The Challenge – what did we do? Analysed all the models The Response – what was the result They were all the same! 6

What emerged  1. Found that all models had roots in 6 core elements  These represented and defined aspects of leadership style  2. Found that three global scales emerged These represented key leadership competencies – which related to leadership effectiveness  Linked to all popular models and theories 7

6 Specific Scales - Style SCALE The Extremes Scale Description GOAL How important achieving goals The Means v. ORIENTATION is to the leader The End What the leader believes is the The Task v. MOTIVATION The Person prime path to motivation ENGAGEMENT How leaders will engage with Flexible v. others Dogmatic CONTROL The extent to which leaders De-Centralised v. need to be in control Centralised RECOGNITION The leaders preferred approach Reward v. to recognition Punishment STRUCTURE How important structure is to Structured v. the leader Organic 8

The Style Scales  Bi-polar – there is no right or wrong position  There is no style profile which is always the best  Helps to bring a lot of clarity to looking at leadership from the individuals perspective but ...... Leadership is situational This is crucial – the context has changed  ILM72 measures adopted style – not necessarily preferred style. It seems that we conform to the organisation’s culture ... with big implications for  Individual effectiveness – being aware of the situation  Development activity – need to develop the organisation 9

The Global Scales - Behaviour Second order characteristics which can be described as what you get when you put together a set of preferred styles. And this time there is a high and a low end! Highly significant – points to the core of leadership effectiveness 10

3 Global Scales - these provide perspective DETERMINATION TO DELIVER The extent to which there is a single minded determination to achieve – in the short and long term ENGAGING WITH INDIVIDUALS The focus on enhancing the capability, confidence and commitment of individuals so they contribute to the organisation and fulfil themselves. ENGAGING WITH TEAMS The extent to which there is focus on harnessing all the potential in an organisation The stronger your behaviour – the more effective you are as a leader 11

The link to motivation theory If engaging with people is fundamental to leadership practice and behaviour, understanding what motivates people is crucially important. ILM72 integrates really well with leading motivation theory. 12

The Global Scales – Maslow Hierarchy of needs – 5 levels: 1. Self Actualisation/Fulfilment DtD 2. Esteem IC/DtD 3. Belonging (to a team) IC/TW --------------------------------------------------------------------- 4. Safety – need for security 5. Physiological – need to eat/keep warm/etc Leadership focuses on the higher order needs 13

How can you assess Leadership? ILM72 Questionnaire  On-line questionnaire (& paper & pencil)  5 types of reports Applications  Management / Leadership Development  Organisational Development  Coaching  Staff development/appraisal 14

Leadership Development  The tool and the model provides a framework within which Leadership style and global behaviour can be developed.  Leadership is situational – style and behaviour responds to the demand made at the time. A practical approach.  The tool enables us to measure adopted style and to compare it against what the organisation needs.  Provides an opportunity to make sense of competency frameworks – to set priorities . 15

Leadership Development  The model links to all popular models and provides an over arching framework – it helps to integrate them.  It can be used at any level .  Easy to incorporate into a training, development or coaching programme. The Framework is also very consistent with ideas proven and modern: Jim Collins : Good to Great Warren Bennis : Pull Theory Fiedler & House : Leadership style is important 16

Finally – is there anything else? The most important development is around Mindset and Mental Toughness. This examines how we think! How we think determines how we act and how we feel. It sits at the centre of coaching and all development activity. That’s another story. We can discuss this this afternoon. 17

Any Questions? All attendees can complete the ILM72 Psychometric free of charge. Send an e-mail to headoffice@aqr.co.uk for an on-line invitation (+ an explanatory note) The ILM72 questionnaire is available in Arabic and in English For information about Leadership Development programmes contact headoffice@aqr.co.uk Thank you for your interest. 18

The Specific Scales Task v. Person This reflects and measures the extent which the individual is orientated towards meeting the needs of the task or is concerned with the needs of individuals. 1 2 3 4 5 6 7 8 9 10 Task Person Success breeds success People satisfaction is important Delivery is a prime motivator The task is not the driver The job is important Wellbeing is critical 19

The Specific Scales Flexible v. Dogmatic This scale measures the extent to which the leader prefers to involve others in analysis and decision making in the organisation. 1 2 3 4 5 6 7 8 9 10 Flexible Dogmatic There’s one way - its my way Keep an open mind Once mind made up – Like to gather won’t change ideas Will take time Being decisive is a virtue 20

The Specific Scales De-Centralised v. Centralised This scale measures the extent to which the leader feels they are central to the operation and to what extent they will empower others to exercise authority. 1 2 3 4 5 6 7 8 9 10 De-Centralised Centralised Delegation Need for control Empowerment Decisions come through me Without me – the The organisation can function without me organisation will not function as well 21

The Specific Scales Reward v. Punishment This scale measures the extent to which the leader believes that . people are motivated by reward or by punishment. 1 2 3 4 5 6 7 8 9 10 Reward Punishment High expectations – failure is Recognition is a motivator punishable Encouragement Strict, Severe People are intrinsically People need a firm hand interested in doing - if they are to perform a good job 22

The Specific Scales The Means v. The End This scale measures how important hitting goals and targets are to the person – and what they are prepared to sacrifice to get there. 1 2 3 4 5 6 7 8 9 10 The Means The End Standards, Values, Ethics Outright focus on result Consider implications Will accept casualties & bruising The end doesn’t The end justifies justify the means the means 23

The Specific Scales Structured v. Organic This scale measures the extent to which structure, planning and personal organisation are important to the person and to what extent they will rely upon their presence, intuition and instinct to achieve. 1 2 3 4 5 6 7 8 9 10 Structured Organic Inner belief – very personal style Use of models Vision, values & plans More likely to use intuition Leadership can be taught 24

Thank you