4 Leadership Competencies Associated with Executive Coaching

Transcription

1 Leadership Competencies Associated with Executive Coaching 4 Leadership Competencies Associated with Executive Coaching Executive Coaching is an active, one-on-one, collaborative professional development process between a coach and an executive. Executive coaches generally work with existing and emerging leaders to help turn potential into performance and improve business operations. The executive coach uses a variety of methods to support the learning outcomes, including one-on-one feedback, and resources from numerous types of media (web-based, print, audio, and video). Executive coaching sessions can be conducted onsite, via video teleconference, by telephone, or online. Learning Objectives: Apply techniques to turn potential into performance and improve business operations by providing direct one-on-one coaching to the selected candidates. 39

2 Chapter 4 Building the Case for Executive Coaching Coaching is traditionally viewed as a tool to help improve performance. However, executive coaching is a tool used to proactively develop leadership potential. In fact, many major companies have made coaching a core part of executive development. According to the Global Leadership Forecast, HR professionals indicated that 37 percent of those who fill leadership positions fail by either leaving their positions and/or not achieving their position objectives. This proportion did not vary significantly when open leadership positions were filled by internal or external candidates, nor did it vary by candidates at different job levels within an organization. Leadership development coaching focuses on improving the performance or increasing skills of a leader or leadership team to bring the organization to a higher level of effectiveness. In some cases this means helping the leader become a coach. Executive coaching is not an end in itself. Marshall Goldsmith, a respected executive coach and author, notes that executive coaching is most effective when executives feel that a change in behavior either for themselves or their team members can make a significant difference in the long-term success of the organization. Experts agree that coaching can be particularly effective for an executive in times of change, such as a promotion, stretch assignment, or other new challenge. Another increasingly common use of coaching for senior executives focuses on the challenges of managing younger workers. Coaching can help executives to better understand and lead a new generation of employees with work ethics and values different from their own. Many executives benefit from receiving feedback, but as managers and leaders move up the ladder, feedback is less frequent. An executive coach can provide open, honest feedback to improve the executive s performance and strengthen the organization. Coaching is effective for executives who know where they want to go but are not quite sure how to get there. Coaching for performance development is often used when leaders take on a new role in the organization and are preparing for this transition. Leadership development helps improve executive performance when taking on a new role within the organization being identified as someone with high potential or who fits in the succession planning process expanding the scope of responsibilities taking charge of or driving organizational change or strategies critical for organizational success needing to optimize capabilities to improve the performance of others needing counseling, advice, or critical thinking from an outside perspective. 40

3 Leadership Competencies Associated with Executive Coaching Fundamental Leadership Competencies and Skills The first step in the executive coaching process for a WLP professional is to assess the current capabilities of the leaders in need of development and to match them to the identified competencies that are important to the organization. A competency is defined as a personal characteristic that contributes to successful job performance and the achievement of organizational goals. A frequently asked question is, How is a competency different from the knowledge, skills, and abilities (KSAs) most people are familiar with? Competencies encompass KSAs plus other characteristics. For example, a competency includes knowledge, skills, and abilities and characteristics such as values, motivation, initiative, and self-control. Competencies help to determine whether employees and potential leaders are prepared to move to the next level in the organization whether it is horizontally, laterally, or even to another functional area. For employees who are not prepared, competencies can also be used to identify the training and development activities needed to prepare them. Research shows that leaders fail because of a lack of development in two primary competency categories: business acumen and people skills. The good news is that these skills can be developed! Figure 4-1. Reasons that Leaders Fail Copyright Development Dimensions International, Inc. MMVIII All Rights Reserved. How can WLP professionals help to develop leadership competencies and skills via the coaching process? If WLP professionals select and apply the appropriate strategies to turn leaders potential into performance, then the organization can realize improved business operations and accomplish defined goals and objectives. Organizations use a variety of ways to group their management and leadership competencies. The groupings should effect management culture, and the focus and priorities of the organization. For example, business acumen and leading people are two categories of leadership competencies that can i mprove through the coaching process. Tables

4 Chapter 4 and 4.2 list the competencies, descriptions, and strategies to develop each competency for these categories. Business Acumen Competencies Business acumen is the ability to acquire and administer human, financial, material, and information resources in such a way as to instill public trust, accomplish the organization s mission, and facilitate the use of new technology to enhance decision making. Table 4-1. Business Acumen Competencies and Development Techniques Planning and execution Conducts an environmental scan to determine internal and external influences. Establishes organizational goals and vision; develops strategies to reach goals. Establishes responsibility and accountability; monitors progress toward achieving business goals and objectives. Notes deviation and modifies plans accordingly. Volunteer for projects either in the community or at work. Shadow or mentor with a peer to understand how he/she approaches planning and execution of projects or initiatives. Participate on a team responsible for planning and implementing a meeting in some role such as a scribe or facilitator. Serve on a nationwide policy group. Developing and deploying longand short-range strategy Formulates effective strategies consistent with the business and competitive strategy of the organization in a global economy. Examines policy issues and strategic planning with a long-term perspective. Determines objectives and sets priorities. Anticipates potential threats or opportunities. Arrange a brainstorming session with staff or colleagues to discuss the Strategic Plan goals that relate most closely to your program and evaluate your progress in achieving those goals. Discuss obstacles and opportunities. Review the strategic plans of other organizations. Many are posted on the Internet. Seek opportunities for assignments that require strategic planning (e.g., volunteer to serve on a task force or planning committee). Select an organizational objective that requires a long-range plan; take responsibility for plan creation; specify a date by which you intend to complete this plan; measure your progress toward achieving the plan by revisiting the goals and checking accomplishments. 42

5 Reengineering business processes Leadership Competencies Associated with Executive Coaching Table 4-1. Business Acumen Competencies and Development Techniques, continued Displaying financial savvy/ deploying financial strategy Facilitates and directs improvements by elevating efficiency and effectiveness of the processes within and across organizations. Demonstrates broad understanding of principles of financial management and marketing expertise to ensure appropriate funding levels. Prepares, justifies, or administers the budget. Uses cost-benefit thinking to set priorities. Monitors expenditures in support of programs and policies. Identifies cost-effective approaches. Manages procurement and contracting. Connect with a mentor or shadow a peer to understand how he/she approaches changing processes within the organization. Participate on a team responsible for implementing business process reengineering. Read books or articles on organizational development and business process reengineering. Prepare a return-on-investment plan for a program in the organization. Attend a budget meeting. Attend investment firm seminars. Develop a budget justification for a new project at work or in your community. Identify ways to save costs on a work or community project, then help implement the change. Watch videos and view television programs on financial management. Read the Wall Street Journal and other financial publications. Formulating policy Negotiating Provides analysis of policy issues, develops program proposals, and develops plans that address long-term customer and stakeholder needs and concerns. Confirms agreement on the facts. Clearly presents own perspective and wants. Persuades others. Builds consensus through give and take. Cooperates with others to obtain information and accomplish goals. Achieves win-win outcomes by identifying common interests, clarifying differences, and achieving consensus or compromise. Connect with a mentor or shadow a peer to understand how he/she approaches policy decisions. Participate in a statewide leadership team meeting in some role such as scribe or facilitator. Serve on a nationwide policy group. Volunteer to serve as a mediator in an organization at work or in the community. Use informal networks. Interview a successful labor negotiator, attorney, lobbyist, legislator, salesperson, or marketing representative to gain insight into how they operate. Learn about interest-based bargaining to better understand the other side s views and work toward a win-win solution. Develop a shadow assignment with a decision-maker and observe the skills that person uses to resolve conflict. 43

6 Chapter 4 Table 4-1. Business Acumen Competencies and Development Techniques, continued Demonstrating political savvy Identifies the internal and external politics that impact the work of the organization. Approaches each problem situation with a clear perception of organizational and political reality. Recognizes the impact of alternative courses of action. In taking action, demonstrates an understanding and consideration of how it impacts stakeholders and affected areas in the organization. Uses the informal organiztion as needed to accomplish goals. Serve on a community outreach program. Read the newspapers, books, and other publications with comprehensive political analyses. There are several available online. Expose yourself to opposing viewpoints on particular issues. Arrange a detail in a legislator s office. Listen to radio and TV programs that cover political issues. Speak with people in your organization who understand the internal and external politics that affect the organization. Building coalitions and demonstrating diplomacy Develops networks and builds alliances. Engages in cross-functional activities. Collaborates across boundaries and finds common ground with a widening range of stakeholders. Uses contacts to build and strengthen internal support bases. Explains, advocates, and expresses facts and ideas in a convincing manner. Negotiates with individuals and groups internally and externally. Keep a journal to record your observations on how you reacted to unexpected obstacles at work and identify what you could have done differently to demonstrate more flexibility. Leading People Competencies Leading people competencies refer to the ability to design and implement strategies that maximize employee potential and foster high ethical standards in meeting the organization s vision, mission, and goals. 44

7 Leadership Competencies Associated with Executive Coaching Table 4-2. Leading People Competencies and Development Techniques Building strong interpersonal relationships Leading Change Considers and responds appropriately to the needs, feelings, and capabilities of different people in different situations. Is tactful, compassionate and sensitive, and treats others with respect. Relates well with others. Maintains confidentiality. Demonstrates consistency and fairness. Anticipates and resolves confrontations, disagreements, and complaints in a win-win way. Provides timely and honest feedback in a constructive and nonthreatening way. Works through interpersonal conflicts to ensure problems are addressed and relationships are strengthened. Develops and implements an organizational vision that integrates key business and program goals, priorities, values, and other factors. Demonstrates support for innovation and for organizational changes needed to improve the organization s effectiveness. Initiates, sponsors, and implements organizational change. Helps others to successfully manage organizational change. Facilitates the implementation and acceptance of change within the workplace. Acts as a champion for change. Develops, plans, and follows through on change initiatives. Accepts the ambiguity that comes with change activities. Mentor an employee. Practice random acts of kindness. Serve as a team leader or chair a study group. Become an active member of a professional organization. Keep a journal to record your attitudes and behavior demonstrated toward key people in your work and home life. Identify opportunities to heal rifts. Track your progress. Ask for feedback from colleagues and supervisors for ideas on how they improve their interpersonal communication. Target areas for improvement and then keep track of what you are doing to achieve your goals. Interview counselors who help people improve their interpersonal skills. Read magazine articles that provide tips on improving your skills. Become an EEO (Equal Employment Opportunity) counselor or an alternative dispute resolution mediator. Discuss your personal or organizational vision and your progress with a coach. If you are mentoring someone, share your ideas on how you formulated your visions. Record your contributions toward accomplishing your ideals. Record your perceptions of how others in your work group, family, and friends have helped you accomplish your vision. Meet with staff to formulate a vision statement of your organization. This vision statement should reflect the collected shared visions of each contributor. Follow up by defining exactly what steps each of you can take to help achieve your vision. Collaborate with other managers to discuss what the organization should be doing five years from now. 45

8 Chapter 4 Table 4-2. Leading People Competencies and Development Techniques, continued Developing and deploying longand short-range strategy Reengineering business processes Formulates effective strategies consistent with the business and competitive strategy of the organization in a global economy. Examines policy issues and strategic planning with a long-term perspective. Determines objectives and sets priorities. Anticipates potential threats or opportunities. Facilitates and directs improvements by elevating efficiency and effectiveness of the processes within and across organizations. Arrange a brainstorming session with staff or colleagues to discuss the Strategic Plan goals that relate most closely to your program and evaluate your progress in achieving those goals. Discuss obstacles and opportunities. Review the strategic plans of other organizations. Many are posted on the Internet. Seek opportunities for assignments that require strategic planning (e.g., volunteer to serve on a task force or planning committee). Select an organizational objective that requires a long-range plan; take responsibility for creating this plan; specify a date by which you intend to complete this plan; measure your progress toward achieving the plan by revisiting the goals and checking accomplishments. Connect with a mentor or shadow a peer to understand how he/she approaches changing processes within the organization and their impact. Participate on a team responsible for implementing business process reengineering within the organization. Read books or articles on organizational development or business process reengineering. Building coalitions and demonstrating diplomacy Develops networks and builds alliances. Engages in cross-functional activities. Collaborates across boundaries and finds common ground with a widening range of stakeholders. Uses contacts to build and strengthen internal support bases. Explains, advocates, and expresses facts and ideas in a convincing manner. Negotiates with individuals and groups internally and externally. Keep a journal to record your observations on how you reacted to unexpected obstacles at work and identify what you could have done differently to demonstrate more flexibility. 46

9 Leadership Competencies Associated with Executive Coaching Table 4-2. Leading People Competencies and Development Techniques, continued Developing emotional intelligence Building learning organization climate Demonstrates an ability to control and filter emotions in a constructive way. Exhibits consideration of the feelings of others before/when taking action. Demonstrates recognition of the various psychological and emotional needs of people. Expresses feelings clearly and directly. Balances feelings with reason, logic, and reality. Demonstrates an appreciation of the differences in how others feel about things. Serves as a designer, steward, and teacher responsible for building organizations where people continually expand their capabilities to understand complexity, clarify vision, and improve shared learning. Grasps the essence of new information. Masters new technical and business knowledge. Recognizes own strengths and weaknesses. Pursues self-development. Seeks feedback and opportunities to master new knowledge. Serve as a mentor or sponsor to a new employee. Coach a colleague on one aspect of his or her job. Identify opportunities and promote key tenants of a learning organization including systems thinking, personal mastery, mental models, building shared vision, and team learning. Demonstrate and serve as a role model of learning organization behavior in teams, groups, and committees. Demonstrating integrity, honesty, and ethical considerations Instills mutual trust and confidence. Creates a culture that fosters high standards of ethics. Behaves in a fair and ethical manner toward others and demonstrates a sense of corporate responsibility and commitment to public service. Respects confidentiality when dealing with sensitive information and concerns shared by others. Provides frank, open, and accurate feedback while avoiding destructive comments. Takes responsibility for own mistakes; does not blame others. Conveys a command of relevant concepts, facts, and information. Acts in a way that reflects relevant law, policy and procedures, organizational values, and personal values when confronted with ethical dilemmas. At a staff meeting, analyze what your organization is doing and explore opportunities to ensure and maintain the honesty and integrity of employees and the organization. Evaluate your daily thinking and behavior. Conduct a survey with family members, peers, and fellow employees to learn what trust means to them. Question your work decisions. Determine if they reflect your personal values or the values of the organization. When in conflict, explore alternatives. Read books and articles on business and ethics. 47

10 Chapter 4 This list of leadership competencies and skills is not exhaustive, but keep in mind that leadership development should not be guided by generic leadership competencies. A one-size-fits-all competency model won t necessarily develop leaders uniformly without taking into account the specific business goals of the organization. Competencies should identify the capabilities that leaders need to achieve the organization s business goals. In his article Methodology: Do You Need An Executive Coach, Paul Michelman notes, Ideally coaching is a three-way partnership between the executive, the coach, and the organization, in which all involved agree on specific goals and parameters. When all three are aligned and focused on common goals, the executive coaching is truly an avenue and means to propel the leader and the organization into the future. Keep in mind that coaching is one method that enables leaders to shift their thinking and to deal with the dynamic changes in today s very complex world. David Whyte, described as the poet of the corporate world, illustrates this transformation and the true value of emerging leaders: At some time over the next fifty years or so, the word manager will disappear from our understanding of leadership, and thankfully so. Another word will emerge, more alive with possibility, more helpful, hopefully not decided upon by a committee, which will describe the new role of leadership now emerging. An image of leadership that embraces the attentive, open-minded, conversationally based, peopleminded person who has not given up on her intellect and can still act and act quickly when needed. In summary, the rapid pace of change in today s world requires continuous learning at all levels of the organization. However, leaders often have difficulty finding sound counsel and objective feedback about their performance. Corporations and WLP professionals recognize the value of providing executive coaches for their top leaders and managers. The coaching process benefits not only the individual or teams but the entire organization. WLP professionals can play a strategic role in helping to develop current and future leaders in the organization, by understanding the value proposition of executive coaching, focusing on the core business acumen, and leading people competencies to close gaps for leaders in these areas. Technology in today s working world also minimizes the geographic boundaries, enabling a more accurate match between the leader and the right executive coach, because executive coaching can be conducted face-to-face as well as via video teleconference, audio, and/or virtually. 48

11 Leadership Competencies Associated with Executive Coaching References Fairley, Stephen. (2003). Getting Started in Personal and Executive Coaching Wiley & Sons, Inc.: NJ. Howard, A. and R. Wellins. Global Leadership Forecast 2008/2009, DDI Inc. New York State Department of Civil Service/Governor s Office of Employee Relations, Workforce and Succession Planning Tools and Resources. Table of Contents, New York State Department of Civil Service/Governor s Office of Employee Relations, Workforce and Succession Planning Tools and Resources. Communicating in Writing Competencies List, Bureau of Land Management, U.S. Department of the Interior, Leadership Competencies, Business Acumen definition. Michelman, P (Dec. 2004). Methodology: Do You Need an Executive Coach? Harvard Management Update, Vol. 9. No Morgan et al. (2005). The Art and Practice of Leadership Coaching. Wiley & Sons, Inc: NJ. 49