Terms of Reference. Coaching and sharing of 360 Degree feedback to African Leadership in ICT (ALICT) Course participants

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1 Terms of Reference Coaching and sharing of 360 Degree feedback to African Leadership in ICT (ALICT) Course participants Type: Consultancy (Short term) 360 Degree Feedback Service Provision: Start date: 4 th August 2014 Finish date: 5 th September 2014 Total time: 60 hours (work from home) GESCI (founded by the UN ICT Task Force), with its headquarters in Nairobi, Kenya, provides strategic advice to relevant Ministries in developing countries on the effective use of Information and Communication Technologies (ICTs) within the context of inclusive Knowledge Societies. See GESCI is seeking an experienced coach / mentor with a Master s degree or higher in Education, ICT or Science or related fields and knowledge and experience of 360 degree multi-rater feedback in the context of leadership development, preferably in Africa. The person is expected to coach or mentor around 35 participants of ALICT course through their 360 deg review report feedback. The 360-review coaching will be conducted with participants from ALICT partner countries of Botswana, Ethiopia, Ghana, Kenya, Malawi, Mauritius, Mozambique, Namibia, Rwanda, South Africa, Tanzania, Uganda and Zambia as part of the ALICT leadership capacity building programme. The consultant shall be assigned with one or more countries up to a maximum of 35 participants. The 360 coach will be responsible for: 1) Coordination with GESCI 360-review focal person to attend ½ day training/ refresher session on 360 feedback coaching to prepare coaching plan for carrying out 360 feedback with around 35 participants plan to include participant / contact details/ timelines to deliver around 35 coaching of 360 deg review feedback sessions to ALICT participants via Skype or face to face 2) Production of a brief report on 360 review coaching process to be delivered in relation to general observations on 360 review coaching and any recommendations for improvement of the process Key requirements for the 360 Degree coach consultant: Master s Degree in Education, ICT or Science or related fields Knowledge and experience in working with 360 degree feedback process

2 Expertise in the areas of leadership for Knowledge Society incorporating contemporaneous and futures leadership styles and competencies would be an asset Good time management and organizational skills to prioritize workload and meet tight deadlines Duration: The time frame of the service provision is as below: Start date: 4 th August 2014 Finish date: 5 th September 2014 Total time: 60 hours (work from home) Consultancy Fee: The service fee for coaching services is Euro 1,500/- (Euro One thousand five hundred only) and this includes 20% withholding tax under Kenyan legislation for external consultants. The total no. of 360 review coaching sessions to be carried around 35 participants. Expected Outputs: - Coaching 360 deg feedback for around 35 participants as per ALICT coaching guidelines - Brief report on 360 review coaching process Schedule for deliverables: - Coaching plan for 360 feedback (based on initial plan shared by GESCI) by 6 th August Orientation to coachers by GESCI 7 th and 8 th August Deg coaching sessions conducted between 11 th August 2014 to 2 nd September Report on 360 feedback coaching process by 5 th September 2014 Payment schedule: 100% upon completion of 360 deg feedback coaching sessions as per the plan, and report and satisfactory approval from GESCI. The consultant will be required to sign a confidentiality clause whereby information accessed through the ALICT 360 deg feedback process can only be disclosed and shared with authorized members of the programme. GESCI will have ownership over any Intellectual Property developed for or derived from the 360 degree coaching process. To participate: Please submit your complete CV with a cover letter on or before 16 th July 2014 specifying why you qualify for this task. Please include links or attachments of previous experience with specific focus on 360 deg review or general facilitation or coaching experience and experience in Knowledge society leadership development. Please submit your application to Senthil Kumar, Programme Manager Eastern & West Africa at senthil.kumar@gesci.org

3 Appendix 1 ALICT 360 Review Questionnaire The Leadership 360-Degree Feedback Questionnaire The questionnaire contains sixty items presented in four parts that measure perceptions on behaviours and competencies related to the leadership models and styles introduced in Unit 1. Part one of the questionnaire contains items related to transactional, transformational, system and change leadership models. Part two of the questionnaire offers questions related to ten future leadership skills. You and your reviewers can use these questions to spark your own thinking about leadership and how you might like to develop yourself as a leader in the future knowledge-based economies and societies. Part three is a composite, offering a selection of questions on leadership competencies (knowledge, skills and attitudes) related to all models. The final part of the questionnaire (part four) contains a SWOT analysis for personal improvement where you as participants are asked to identify your strengths, weaknesses, areas for improvement and obstacles to improvement. Actual Ideal In my current position, I In my current position, I should In the current position, he/she In the current position, he/she should Ideal Leadership Part 1a Transactional Leadership Skills Orienting followers plan in detail how to accomplish tasks or projects provide a clear explanation of roles & responsibilities determine what resources are needed determine how to organize and co-ordinate work activities to avoid delays, duplication of effort and wasted resources check work progress against plans to see if it is on target reward effective performance and contributions explain what must be done to get rewards request reports on progress

4 Part 1b Transformational Leadership Skills Motivating followers describe a clear, appealing vision of what the organization can accomplish or become behave in a way that is consistent with organization ideals and values consult to get reactions and suggestions before making a decision talk about the importance of mutual trust encourage teams to look at problems from different perspectives describe exciting new opportunities for the organization make personal sacrifices that go beyond self-interest for the benefit of the organization question traditional assumptions and beliefs about the best way of doing things Actual Ideal In my current position, I In my current position, I should In the current position, he/she In the current position, he/she should Ideal Leadership Part 1c Systems Leadership Skills Beyond the institution walls contribute to building a culture of trust and collaboration between organizations in the sector promote system-wide dialogue for engagement in interorganizational collaborative activities work together in partnership with leaders in other organizations participate in networks for improving organizational and sector learning

5 Part 1d Change Leadership Skills Experimentation and Courage propose new and creative ideas for improving organizational services and processes study the products and activities of other organizations to get ideas experiment with new ideas demonstrate courage as a decision maker Actual Ideal In my current position, I In my current position, I should In the current position, he/she In the current position, he/she should Ideal Leadership Part 2 10 New Leadership Skills For an World 1 Makers of change Leaders exploit his/her inner drive to build and grow things in their organization, as well as connect with others in the making Clarity Leaders see through messes and contradictions to a future that others cannot yet see. Leaders are clear about what they are making but flexible about how it gets made. Dilemma flipping Leaders turn a dilemma or chaotic situation which unlike problems, cannot be solved into advantages and opportunities Immersive learning Leaders immerse themselves in familiar and unfamiliar environments, to learn from them in a first person way 1 Adapted: Bob Hanson Leaders Make the Future: Ten New Leadership Skills for an World, San Francisco, Berrett-Koehler Publishers Inc.

6 Bio-empathy Leader s ability to see things from nature s point of view; to understand, respect, and learn from the clarity and patterns of the natural world. Depolarizing constructively Leaders calm tense situations where differences dominate and communication has broken down bringing people from divergent cultures toward positive engagement. Quiet transparency - is open and authentic about what matters to her/ him without advertising themselves. Rapid innovation prototyping Leaders create quick and early versions of innovations, with the expectation that later success will require early failures. Leaders are able to learn from early setback and to fail in interesting ways Smart network organizing Leaders create, engage with, and nurture purposeful social change networks through an intelligent use of electronic media and in-person communication. Commons creating Leaders nurture and grow shared assets that can benefit all players and allow competition at a higher level. This is the most important future leadership skill and it grows from all the others. Competence Actual Ideal In my current position, I have In my current position, I should have In the current position, he/she has In the current position, he/she should have Ideal Leadership Competence Part 3a Leadership Competency Knowledge knowledge of how to manage by objectives (MBO) knowledge about how to handle personal issues Part 3b Leadership Competency Skills ability to organise and manage projects ability to create development strategies

7 Part 3c Leadership Competency Attitude ability to confront individuals with different expectations ability to understand persons with different backgrounds Part 4: SWOT - Personal Improvement Sheet The person to be assessed (ratee) and his/ her colleagues (raters) separately assess the ratee s strengths, weaknesses, improvement areas and obstacles for his/ her improvement: Assessed person ratee s assessment My strengths are: My weaknesses are: My most important improvement areas are: Possible obstacles of my improvement are: Colleagues raters assessment His/her strengths are: His/her weaknesses are: His/ her most important areas for improvement are: Possible obstacles of his/her improvement are: GESCI 2014