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 hasnt changed, the context has. Global economy we
CEO AQR International
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PURPOSE
Valuing the need for change
UNDERSTANDING
The opportunities Measuring progress
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
“Awareness is the key principle of the ‘new coaching’” Sir John Whitmore
If you don’t know where you are going, any road will get you there?
But ….. keep this in perspective
“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.
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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!
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elements
leadership style
represented key leadership competencies – which related to leadership effectiveness
Linked to all popular models and theories
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SCALE
Scale Description
The Extremes
GOAL ORIENTATION
How important achieving goals is to the leader The Means v. The End
MOTIVATION
What the leader believes is the prime path to motivation The Task v. The Person
ENGAGEMENT
How leaders will engage with
Flexible v. Dogmatic
CONTROL
The extent to which leaders need to be in control De-Centralised v. Centralised
RECOGNITION
The leaders preferred approach to recognition Reward v. Punishment
STRUCTURE
How important structure is to the leader Structured v. Organic
individuals perspective but ...... Leadership is situational This is crucial – the context has changed
with big implications for
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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
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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
The stronger your behaviour – the more effective you are as a leader
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Hierarchy of needs – 5 levels:
Leadership focuses on the higher order needs
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Leadership style and global behaviour can be developed.
the demand made at the time. A practical approach.
compare it against what the organisation needs.
frameworks – to set priorities.
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arching framework – it helps to integrate them.
programme.
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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
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.
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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.
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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
Task v. Person
This reflects and measures the extent which the individual is
with the needs of individuals.
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Flexible v. Dogmatic
This scale measures the extent to which the leader prefers to involve others in analysis and decision making in the organisation.
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Flexible Dogmatic
Keep an open mind There’s one way - its my way Like to gather ideas Once mind made up– won’t change Will take time Being decisive is a virtue
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De-Centralised Centralised
Delegation Need for control Empowerment Decisions come through me The organisation can function without me Without me – the
not function as well
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.
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.
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Reward Punishment
Recognition is a motivator High expectations – failure is punishable Encouragement Strict, Severe People are intrinsically interested in doing a good job People need a firm hand
Reward v. Punishment
This scale measures the extent to which the leader believes that people are motivated by reward or by punishment.
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This scale measures how important hitting goals and targets are to the person – and what they are prepared to sacrifice to get there.
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The Means The End
Standards, Values, Ethics Outright focus on result Consider implications Will accept casualties & bruising The end doesn’t justify the means The end justifies the means
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Structured v. Organic
This scale measures the extent to which structure, planning and personal
upon their presence, intuition and instinct to achieve.
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Structured Organic
Use of models Inner belief – very personal style Vision, values & plans More likely to use intuition Leadership can be taught
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