FYI LEADERSHIP. Coaching - A General Overview

Size: px
Start display at page:

Download "FYI LEADERSHIP. Coaching - A General Overview"

Transcription

1 FYI LEADERSHIP Coaching - A General Overview Revised: March 2014 Summary: This FYI discusses: (1) the benefits of executive and management coaching, (2) the advantages of internal vs. external coaching, (3) how to recognize coaching openings, (4) the stages of the coaching process, (5) how to select a coach, and (6) the barriers to coaching success. A sample coaching plan template is also included. For additional resources, please see page 9. Important Notice: The information provided herein is general in nature and designed to serve as a guide to understanding. These materials are not to be construed as the rendering of legal or management advice. If the reader has a specific need or problem, the services of a competent professional should be sought to address the particular situation. Copyright, 2014 Mountain States Employers Council, Inc. All rights reserved. Quotation from or reproduction of any part of this report, in any form, without prior permission in writing from the Employers Council, is prohibited.

2 A General Overview

3 I. Introduction Coaching is an interactive process of insight and action, in which leaders engage in a deliberate, personalized process with a qualified coach to enhance their learning agility, skill, and confidence, and achieve specific leadership and organization goals. Coaching provides a safe and ongoing learning environment in which leaders go back into the lab of life and experiment with new ways of being and doing. As a result, leaders develop the ability to recognize the impact of their actions, self-correct in the moment, and generate the outcomes they intend. II. Coaching Benefits A Manchester, Inc. study reported a return of $6.00 for every dollar spent on coaching. Improvement was made in bottom-line profitability, productivity, quality, organizational strength, customer service, reducing company complaints, retaining executives, and cost reductions. The following are just a few of the benefits realized as a result of individual leadership coaching. Benefits to the Company Increased team and individual productivity Increased profitability Enhanced customer service experience Improved quality of output Exposure to industry experts and objective, neutral perspectives Benefits to the Employee Being Coached Increased job satisfaction and organizational commitment Thorough skill assessment and feedback Enhanced working relationships Individual strengths identified and amplified, while areas of opportunities are developed Higher retention of high-potential employees III. Internal vs. External Coaching Deciding whether to use an internal resource or external coach is critical and depends on your situation. The following lists help with the comparison. A. ADVANTAGES OF USING AN INTERNAL COACH Familiarity with parties involved Insider s Perspective on company culture and rules of engagement Ability to see the leader in action day-to-day Lower cost A General Overview 1

4 B. ADVANTAGES OF USING AN EXTERNAL COACH Time to support needs of ongoing assignment Objective, neutral perspective Coaching training and expertise Confidential, safe environment IV. Recognizing Coaching Openings An opening for coaching is that moment where the leader or a key stakeholder recognizes a need for coaching and believes that change is possible. Coaching openings exist in a variety of performance improvement and developmental contexts. Potential openings include: High Potentials: When an employee demonstrates high potential and wants to expand his/her range or depth of skills Transitioning to New Role or Position: When a leader is transitioning to a new role or position and needs to understand the scope of his/her new role, gain clarity on expectations, and build capacity for the new position Ineffective Interpersonal Skills: When a leader is negatively impacting his/her employees by demonstrating poor communication and conflict management skills Blind Spots: When a leader lacks awareness of how he/she is perceived by key stakeholders and how he/she impacts them Building on Current Success: When a leader is very successful and wants to grow his/her leadership capacity and move to the next level of development Team Issues: When a leader lacks the team leadership skills to help a forming or less functional team meet its potential V. The Coaching Process For executive and management coaching to be effective, a systematic approach should be adopted using proven methodology. Coaching is most effective when it avoids a flavor of the day approach, and instead incorporates distinct stages of a comprehensive process. By working each stage of the process, the leader is more likely to experience long-term, sustained capacity development. General guidelines for typical stages in the coaching process follow. A. COACHING CONTRACTING Contracting provides a forum in which the parties assess the intent for coaching, gauge potential for success, determine if they want to go forward, and create guidelines for establishing the coaching partnership. This process includes: Discussing coaching goals and intent Gauging the climate and potential for success Discussing the coaching process Discussing all party s roles in the coaching process Establishing criteria for success Determining the appropriateness of coaching as an intervention. Discussing logistics 2 A General Overview

5 B. ASSESSING The next phase is assessing. Comprehensive assessing is a critical step toward understanding the leader s style, context of leading, goals, issues, and more. Assessing provides data for designing coaching strategies. Depending on the nature and scope of the issue, a variety of assessing methods, such as the following, may be used. Asking the leader a comprehensive set of assessing questions Using 360, personality, or skills assessments Observing the leader engaging in key functions or tasks Interviewing stakeholders Reviewing the leader s work product C. CREATING A COACHING PLAN Based on the assessment data, the coach creates a comprehensive coaching plan including concrete outcomes, criteria for success, and practices for reaching the intended outcomes. A sample coaching plan template is included in this FYI. This stage involves: Reflecting on the assessment data Creating a coaching plan with concrete outcomes and criteria for success Including coaching practices such as on-the-job experimenting, self-observations, exercises, and reading D. IMPLEMENTATION This is the heart of the coaching process. Implementation involves follow-up sessions with the leader to discuss insights, challenges, and successes as a result of working the coaching plan. This is also an opportunity for the coach to make observations, give feedback, and introduce additional practices. The coach will: Discuss insights Offer observations and feedback Address challenges and setbacks Modify practices Introduce new practices E. EVALUATION AND CLOSING This last stage involves determining progress and identifying future actions for continued success. The coach will: Evaluate the leader s progress toward the intended outcomes Solicit feedback from key stakeholders Identify next steps for continued development Evaluate the coaching process VI. Outcomes and Expected Results Executive coaches start with the end in mind. Because coaches work cooperatively with the sponsoring manager to clearly identify and outline areas of opportunity and development, the resulting plan is customized to address the expectations of all parties. A General Overview 3

6 According to the Hay Group, between 25% - 40% of Fortune 500 companies use executive coaches The Personnel Management Association reports that when training is combined with executive coaching, individuals increase his/her productivity by an average of 86% compared to 22% with training alone 1 Right Management Consultants found that 86% of companies are using coaching to sharpen the skills of individuals identified as future organizational leaders 2 VII. Selecting a Coach When considering coaching, it can be very helpful to talk with a perspective coach about his/her background, approach, and experience to determine if there is a good fit. Leaders should gather information about the coach s background, training, level of certification, experience, and approach. The following questions may guide that discussion. What kind of coaching training have you had? Are you a certified coach? How long have you been coaching? Tell me about your experience as a coach. What management levels have you coached? In what kinds of organizations/industries have you coached? What kind of experience have you had coaching around issue? What kind of results have your clients realized? What led to those results? What is your approach to coaching? Tell me about the methodology you incorporate in coaching. What kind of assessment will you conduct in the process? How will progress be measured? How long does coaching typically last? Where and how does the coaching unfold? What level of confidentiality can I expect? When would you turn down a coaching engagement? Why? 1 Source: What s Your R.O.U. (Return on You), K. Cavanaugh, posted 09/24/10. 2 Source: What an Executive Coach Can Do for You, P. Michelman, Harvard Business School, Working Knowledge publication, 06/13/05. 4 A General Overview

7 VIII. Barriers to Coaching Success Before deciding to initiate coaching, all parties to the process should recognize potential barriers to coaching success. If unrecognized initially, these barriers can stall the process and hinder development. Potential barriers include: A. POTENTIAL LEADER BARRIERS Lack of commitment Lack of time Resistance to working the process Lack of aptitude Lack of trust in or respect for the coach B. POTENTIAL STAKEHOLDER/ORGANIZATIONAL BARRIERS Unclear or unrealistic expectations for the coaching process Misaligned goals Lack of commitment to the leader Lack of internal support for the leader Lack of accountability C. POTENTIAL COACH BARRIERS Lack of training, skill, or experience Inability to work with the presenting issue Conflict of interest Inability to be neutral Lack of self-awareness D. POTENTIAL COACHING PROCESS BARRIERS Ineffective or incomprehensive methodology Flavor of the day approach Breach of confidentiality Lack of a safe environment Lack of consistency IX. Conclusion This FYI provides considerations when contemplating coaching as an intervention and an overview of the process. A Lee Hecht Harrison Survey says of coaching, "Companies are increasingly turning to coaching for leadership development, style issues and talent retention, so it makes sense that 55% of respondents said that their organization uses coaching as a oneon-one process intended to maximize management and leadership potential and 54% do so to change behaviors." A General Overview 5

8 6 A General Overview

9 Coaching Plan Name: Date: Outcomes Criteria for Success Strengths Action Strategies Time Frame Resources/Support What two or three outcomes do you have for your development?(make sure they are clear, specific, measureable, and outcome oriented.) Outcome #1 How will you know you have achieved these objectives? What will have happened? What will others notice? What unique strengths can you capitalize on to reach your outcomes? Training/Education: What kind of training, on-the-job training or courses will be most relevant for your development? Self-directed Learning: What books, articles, on-line courses will be useful? Observing Others/Shadowing: Who can you observe or shadow that models the skills you re trying to develop? Mentoring: Who would be an appropriate mentor for you and how can they be helpful in your development? Experiences/Practices: What projects, committees, tasks would provide contexts for your development? What behaviors do you want to practice each day? Self-Observation: What do you want to observe about yourself in the course of each day? What is your time frame for reaching your goal? What actions will be accomplished in what time period? What internal/external resources will you need to accomplish the objective? Who can support you in your development? What kind of support would be helpful? What kind of feedback would be helpful? A General Overview 7

10 Outcome #2 Outcome #3 8 A General Overview

11 X. Additional Resources on this Subject A. SEMINARS Coaching: Partnering for Performance Communicating Effectively in Different Situations for Managers and Supervisors Cultivating Your Listening Skills: Listening to Understand Performance Documentation Skills Performance Management: Setting the Stage for Success Supervision: Core Competencies B. REFERENCE MATERIAL FYI FYI Performance Management: Performance Appraisal Form - Overview Performance Management: Corrective Feedback Discussions C. MSEC SERVICES Conflict Resolution Training Services Workplace Coaching Services A General Overview 9

FYI HIRING. Recruiting Strategies

FYI HIRING. Recruiting Strategies FYI HIRING Recruiting Strategies Revised: March 2011 Summary: This FYI discusses the steps involved establishing or revitalizing an effective recruiting process. It includes considerations for goal setting,

More information

360 Multi-Source Multi Rater Feedback A General Overview

360 Multi-Source Multi Rater Feedback A General Overview FYI LEADERSHIP 360 Multi-Source Multi Rater Feedback A General Overview Revised: March 2014 Summary: This FYI contains information on the background and history of 360 multi-source feedback, things to

More information

October 21, 2015. Executive Coaching. Trends and Practices for Driving Succession Planning and Leadership Development. Debra Hamilton, CLDO

October 21, 2015. Executive Coaching. Trends and Practices for Driving Succession Planning and Leadership Development. Debra Hamilton, CLDO October 21, 2015 Executive Coaching Trends and Practices for Driving Succession Planning and Leadership Development Debra Hamilton, CLDO Fulton Financial Corporation Profile Regional financial holding

More information

An Approach to Delivering. Professional Coaching Services. For Change

An Approach to Delivering. Professional Coaching Services. For Change An Approach to Delivering Professional Coaching Services For Change 1 Our Approach to Delivering Coaching for Change Content Definitions of coaching... 3 What coaching services can Pervue Limited deliver?...

More information

HHS MENTORING PROGRAM. Partnering for Excellence MENTORING PROGRAM GUIDE

HHS MENTORING PROGRAM. Partnering for Excellence MENTORING PROGRAM GUIDE HHS MENTORING PROGRAM Partnering for Excellence MENTORING PROGRAM GUIDE November 17, 2008 TABLE OF CONTENTS Page I. VISION STATEMENT.... 2 II. MISSION STATEMENT. 2 III. INTRODUCTION...2 IV. PROGRAM OBJECTIVES.

More information

Building HR Capabilities. Through the Employee Survey Process

Building HR Capabilities. Through the Employee Survey Process Building Capabilities Through the Employee Survey Process Survey results are only data unless you have the capabilities to analyze, interpret, understand and act on them. Your organization may conduct

More information

The Ohio Resident Educator Program Standards Planning Tool. 1 9-1-11 Final

The Ohio Resident Educator Program Standards Planning Tool. 1 9-1-11 Final The Ohio Resident Educator Program Standards Planning Tool 1 The Resident Educator Program Standards Planning Tool The Resident Educator Program Standards Planning Tool is intended to assist district/schools

More information

ADMINISTRATOR PERFORMANCE REVIEW FORM

ADMINISTRATOR PERFORMANCE REVIEW FORM ADMINISTRATOR PERFORMANCE REVIEW FORM Administrator Name: Hire Date: Position Title: Current Position Start Date: Department/Unit: Reviewing Supervisor: Appraisal Period: From: Date of Last Appraisal:

More information

Behaviors and Actions That Support Leadership and Team Effectiveness, by Organizational Level

Behaviors and Actions That Support Leadership and Team Effectiveness, by Organizational Level Good Practice INPO 15-012 October 2015 Behaviors and Actions That Support Leadership and Team Effectiveness, by Organizational Level Revision 0 OPEN DISTRIBUTION OPEN DISTRIBUTION: Copyright 2015 by the

More information

Need Information? Go to: www.chr.alberta.ca/apscompetencies. Have Questions? Email: apscompetencies@gov.ab.ca

Need Information? Go to: www.chr.alberta.ca/apscompetencies. Have Questions? Email: apscompetencies@gov.ab.ca Need Information? Go to: www.chr.alberta.ca/apscompetencies Have Questions? Email: apscompetencies@gov.ab.ca Table of Contents Background... 3 Why Behavioural Competencies?... 3 The APS Competency Model...

More information

Integral Leadership Coaching

Integral Leadership Coaching Integral Leadership Coaching Evolving The Next Generation of Leaders Joseph Zepedeo M.Sc. President Overview Why Integral Coaching? Integral means comprehensive, whole, all-inclusive, complete. Consistent

More information

Survey Results on perceptions between managers and employees

Survey Results on perceptions between managers and employees Survey Results on perceptions between managers and employees Our Aim Retention of talent remains one of the greatest challenges to organizations today. Likewise, one of the most salient variables influencing

More information

The IIA Global Internal Audit Competency Framework

The IIA Global Internal Audit Competency Framework About The IIA Global Internal Audit Competency Framework The IIA Global Internal Audit Competency Framework (the Framework) is a tool that defines the competencies needed to meet the requirements of the

More information

Title IV-E Child Welfare Training Program

Title IV-E Child Welfare Training Program California State University, Fresno Student Name: Field Placement Agency: Title IV-E Child Welfare Training Program Department of Social Work Education BASW Competencies Addendum Fall & Spring 20 Field

More information

Turnover. Defining Turnover

Turnover. Defining Turnover Retaining Talent A guide to analyzing and managing employee turnover; By David G. Allen, Ph.D., SPHR SHRM Foundation s Effective Practice Guidelines Series Defining Turnover Turnover is defined as an employee

More information

Human Relations Sherry Peters - Director, Human Relations Specialist Professional Phase 2 (SP2), ASPA Bargaining Unit

Human Relations Sherry Peters - Director, Human Relations Specialist Professional Phase 2 (SP2), ASPA Bargaining Unit JOB TITLE NAME UNIT REPORTS TO JOB FAMILY Organizational Development Specialist Vacant Human Relations Sherry Peters - Director, Human Relations Specialist Professional Phase 2 (SP2), ASPA Bargaining Unit

More information

Share This White Paper!

Share This White Paper! 1 Introduction In the field of employee development, an area that creates much confusion is the differences between business coaching and business mentoring. This confusion often causes companies to opt

More information

HANDBOOK FOR MANAGERS/SUPERVISORS OF PROFESSIONAL/GENERAL STAFF

HANDBOOK FOR MANAGERS/SUPERVISORS OF PROFESSIONAL/GENERAL STAFF HANDBOOK FOR MANAGERS/SUPERVISORS OF PROFESSIONAL/GENERAL STAFF Section 1: Managing and Developing People at CSU... 3 Section 2: People Management, the Broad Structure... 3 Section 3: Principles... 4 Section

More information

The 360 Degree Feedback Advantage

The 360 Degree Feedback Advantage viapeople Insight - Whitepaper The 360 Degree Feedback Advantage How this powerful process can change your organization Karen N. Caruso, Ph.D. Amanda Seidler, Ph.D. The 360 Degree Feedback Advantage Champions

More information

Retention Practices: AGENDA. Hire to Retire (H2R): Program Background. 1. Hire to Retire (H2R): Program Background

Retention Practices: AGENDA. Hire to Retire (H2R): Program Background. 1. Hire to Retire (H2R): Program Background Retention Practices: Setting Expectations and Managing Performance Sharon Harris CIS Senior Human Resource Consultant AGENDA 1. Hire to Retire (H2R): Program Background 2. Performance Management - Benefits,

More information

BRICE ROBERTS BUSINESS CONSULTING SERVICES

BRICE ROBERTS BUSINESS CONSULTING SERVICES BRICE ROBERTS BUSINESS CONSULTING SERVICES BROCHURE: TRAINING AND DEVELOPMENT PROGRAMMES RE-AWAKENING SPIRIT - TRANSFORMING RESULTS For Further Information: Contact: Brice Roberts Business Consulting Services

More information

Guidebook for Establishing Diversity and Inclusion Employee Resource Groups

Guidebook for Establishing Diversity and Inclusion Employee Resource Groups a diverse community, a better nation. Guidebook for Establishing Diversity and Inclusion Employee Resource Groups By Armida Mendez Russell, Co-Founder, DiversityFIRST Consulting and VP Education, National

More information

Learning and Development Hiring Manager Guide For Onboarding A New Manager

Learning and Development Hiring Manager Guide For Onboarding A New Manager Learning and Development Hiring Manager Guide For Onboarding A New Manager www.yorku.ca/hr/hrlearn.html Table of Contents Introduction...1 What is Onboarding?...1 What is the Difference Between Orientation

More information

Maximizing the Effectiveness of Sales Training

Maximizing the Effectiveness of Sales Training WHITE PAPER Maximizing the Effectiveness of Sales Training Five Factors for Developing Sustainable Selling Skills Abstract According to the American Society of Training and Development, US-based companies

More information

HRSD Position Description: Organizational Development/Training Manager

HRSD Position Description: Organizational Development/Training Manager HRSD Position Description: Organizational Development/Training Manager The selected candidate must be able to obtain and maintain TWIC (Transportation Worker Identification Credential) card requirements.

More information

During the 90s, executive coaching established a foothold in corporate

During the 90s, executive coaching established a foothold in corporate Implementing Executive Coaching: Achieving Positive, Long-term Measurable Change During the 90s, executive coaching established a foothold in corporate America. Today, executive coaching is recognized

More information

Performance Management Overview

Performance Management Overview Performance Management Overview INTRODUCTION Performance management is the systematic process by which an agency involves its employees, as individuals and members of a group, in improving organizational

More information

Field Guide to Consulting and Organizational Development. Table of Contents

Field Guide to Consulting and Organizational Development. Table of Contents Field Guide to Consulting and Organizational Development Collaborative and Systems Approach to Performance, Change and Learning Introduction Focus of Guidebook Audiences Content of Guidebook How to Use

More information

Coaching and Career Development

Coaching and Career Development Coaching and Career Development Overview Five key ways to coach and support career development. What is coaching? Hold frequent coaching meetings with employees Work on your coaching skills Plan and prepare

More information

Sometimes there is confusion over what mentoring is, and what it is not.

Sometimes there is confusion over what mentoring is, and what it is not. What is Mentoring? Mentoring is not new. On the contrary, the term mentor originates from Greek Mythology. The practice of mentoring even dates back to earlier times. In recent years there has been a remarkable

More information

Portfolio EXAMPLES OF OUR WORK

Portfolio EXAMPLES OF OUR WORK SELECTION, TRAINING AND PERFORMANCE MANAGEMENT SYSTEMS THAT PRODUCE (AND RETAIN) SUPERIOR PERFORMERS COMPETENCY Portfolio EXAMPLES OF OUR WORK Content Job Models Page Executive Positions 1 Project Manager

More information

Onboarding and Engaging New Employees

Onboarding and Engaging New Employees Onboarding and Engaging New Employees Onboarding is the process of helping new employees become full contributors to the institution. During onboarding, new employees evolve from institutional outsiders

More information

OPM LEADERSHIP DEVELOPMENT MATRIX:

OPM LEADERSHIP DEVELOPMENT MATRIX: 1 OPM LEADERSHIP DEVELOPMENT MATRIX: The following Leadership Development Matrix is part of OPM s Effective Learning Interventions for Developing ECQs report. The Matrix lists a range of leadership development

More information

Sample Behavioural Questions by Competency

Sample Behavioural Questions by Competency Competencies that support LEADING PEOPLE Change Leadership Please tell us about a time when you led a significant change in your organization and how you helped others to deal with the change. Tell me

More information

FEATURED COURSES CURRENTLY AVAILABLE

FEATURED COURSES CURRENTLY AVAILABLE FEATURED COURSES CURRENTLY AVAILABLE NEW! A Checklist for Successful Performance Appraisals and Discussions- 4 hours The formal performance appraisal discussion is an integral part of the performance management

More information

Project Manager Job Descriptions

Project Manager Job Descriptions Promotion Criteria Position Overview Statement Principal Duties and Responsibilities PROJECT MANAGER Admin Level 4 Typically >8 years in increasing responsible IT leadership role; typically managed one

More information

Individual Development Planning (IDP)

Individual Development Planning (IDP) Individual Development Planning (IDP) Prepared for Commerce Employees U.S. Department of Commerce Office of Human Resources Management Table of Contents Introduction / Benefits of Career Planning 1 Your

More information

accel team jobs depend on it

accel team jobs depend on it Advancing employee productivity accel team jobs depend on it Supervisory guides to performance improvement PLANNING EMPLOYEE TRAINING AND DEVELOPMENT Developing a process that will meet the goals of the

More information

How To Be A Successful Employee

How To Be A Successful Employee Attention to Detail Achieves thoroughness and accuracy when accomplishing a task through concern for all the areas involved. Provides accurate, consistent numbers on all paperwork Provides information

More information

IC Performance Standards

IC Performance Standards IC Performance Standards Final Version 1 23 April 2009 1 TABLE OF CONTENTS BACKGROUND... 3 OCCUPATIONAL STRUCTURE... 4 PERFORMANCE ELEMENT CONTENT MODELS... 7 Professional and Technician/Administrative

More information

SOCIETY OF ST. VINCENT DE PAUL OF VANCOUVER ISLAND EMPLOYEE PERFORMANCE REVIEW

SOCIETY OF ST. VINCENT DE PAUL OF VANCOUVER ISLAND EMPLOYEE PERFORMANCE REVIEW SOCIETY OF ST. VINCENT DE PAUL OF VANCOUVER ISLAND EMPLOYEE PERFORMANCE REVIEW NAME: PROGRAM: POSITION: REVIEW PERIOD: Introduction As part of the annual employee performance evaluation and review process,

More information

Executive Team Leadership Workshop: Improving Team Dynamics and Performance

Executive Team Leadership Workshop: Improving Team Dynamics and Performance Executive Team Leadership Workshop: Improving Team Dynamics and Performance Most executives are members of several teams that are made up of peers from a variety of functions across their businesses. Senior

More information

Talent Dashboard: A Tool to Support Talent Conversations

Talent Dashboard: A Tool to Support Talent Conversations Talent Dashboard: A Tool to Support Talent Conversations CCL has developed a talent tool designed to simplify talent conversations and to support a leader/manager s ability to coach, guide, and mentor

More information

Individual Development Planning. Staff Guidelines

Individual Development Planning. Staff Guidelines Individual Development Planning Staff Guidelines Guidelines for Creating a Development Plan What is an individual development plan? It s a document created by you, the staff member, then discussed with

More information

Mentorship Program Information Package

Mentorship Program Information Package Mentorship Program Information Package Page 1 of 14 Table of Contents Introduction... 3 Mentor Role and Responsibilities... 4 Member Roles and Responsibilities... 6 Learning Plan Development, Implementation

More information

Similarities and Differences in Coaching & Mentoring

Similarities and Differences in Coaching & Mentoring Similarities and Differences in Coaching & Mentoring Corporate growth in the 21 st century requires management to reach far beyond traditional skills such as training, supervision and management. Personnel

More information

IT STARTS WITH CHANGE MANAGEMENT

IT STARTS WITH CHANGE MANAGEMENT TRANSFORMING ORGANIZATIONS IT STARTS WITH CHANGE MANAGEMENT THE POWER TO TRANSFORM In today s globalized and inter-connected economy, organizations deal with continually shifting market conditions, customer

More information

Company Profile. The Flourishing Company. TFC Company Profile rev 11-15-15 1 Copyright 2011-2015 The Flourishing Company. All Rights Reserved

Company Profile. The Flourishing Company. TFC Company Profile rev 11-15-15 1 Copyright 2011-2015 The Flourishing Company. All Rights Reserved Company Profile The Flourishing Company rev 11-15-15 TFC Company Profile rev 11-15-15 1 Changing the way people experience work to create a workforce that s alive! The Flourishing Company is a workplace

More information

Self-Assessment Duval County School System. Level 3. Level 3. Level 3. Level 4

Self-Assessment Duval County School System. Level 3. Level 3. Level 3. Level 4 Standard 1: Purpose and Direction 1.1 The system engages in a systematic, inclusive, and comprehensive process to review, revise, and communicate a system-wide propose for the student success. The system

More information

Core Leadership Competencies

Core Leadership Competencies Core Leadership Competencies The following guidance further clarifies the distinctions between levels of performance for the 8 core competencies outlined in Element 1 of all DHS SES performance plans.

More information

BETTER RELATIONSHIP SELLING

BETTER RELATIONSHIP SELLING BETTER RELATIONSHIP SELLING A Proven Formula For Acquiring and Developing Relationships with High Value Customers Three actions your company can take today to improve relationship selling performance and

More information

Blanchard Coaching - A Strategic Approach

Blanchard Coaching - A Strategic Approach The Blanchard Approach to Blended Solutions The Ken Blanchard Companies understands that it takes more than just a quick fix to address organizational renewal. Lasting change requires a systematic approach

More information

A career with AlSafwa. Your. Questions

A career with AlSafwa. Your. Questions A career with AlSafwa Your Questions 1 Summary Be proactive [1-4 ] 6 7 8 9 What does AlSafwa expect of me as an employee? What can I expect of AlSafwa? Who is involved in my development at AlSafwa? How

More information

Setting the Expectation for Success: Performance Management & Appraisal System

Setting the Expectation for Success: Performance Management & Appraisal System HILLSBOROUGH COUNTY CIVIL SERVICE BOARD OFFICE Setting the Expectation for Success: Performance Management & Appraisal System Supervisor s Guide PROCESS OVERVIEW Setting the Expectation for Success: Performance

More information

Leadership Development Catalogue

Leadership Development Catalogue The TrainingFolks Approach The importance of superior management, leadership and interpersonal skills are critical to both individual and organizational success. It is also critical to apply these skills

More information

Interviewing Strategies & Tips. Career Center For Vocation & Development

Interviewing Strategies & Tips. Career Center For Vocation & Development Interviewing Strategies & Tips Career Center For Vocation & Development Before the Interview A job interview is an opportunity to showcase your strengths, experience, and interest in the position for which

More information

ADMINISTRATOR MISSION PARTICIPATION PERFORMANCE REVIEW FORM

ADMINISTRATOR MISSION PARTICIPATION PERFORMANCE REVIEW FORM ADMINISTRATOR MISSION PARTICIPATION PERFORMANCE REVIEW FORM Administrator Name: Hire Date: Position Title: Current Position Start Date: Department/Unit: Reviewing Supervisor: Appraisal Period: From: Date

More information

Coaching and Teambuilding to Create a World-Class Work Force CHUCK HAUGHTON HIGH POTENTIAL RESOURCES

Coaching and Teambuilding to Create a World-Class Work Force CHUCK HAUGHTON HIGH POTENTIAL RESOURCES Coaching and Teambuilding to Create a World-Class Work Force CHUCK HAUGHTON HIGH POTENTIAL RESOURCES Agenda Survey Data Setting the Context Six Lessons Situations/Discussion Pre-Conference Survey Data

More information

Specific Measurable Achievable. Relevant Timely. PERFORMANCE MANAGEMENT CREATING SMART OBJECTIVES: Participant Guide PROGRAM OVERVIEW

Specific Measurable Achievable. Relevant Timely. PERFORMANCE MANAGEMENT CREATING SMART OBJECTIVES: Participant Guide PROGRAM OVERVIEW Specific Measurable Achievable PERFORMANCE MANAGEMENT CREATING SMART OBJECTIVES: Participant Guide Relevant Timely PROGRAM OVERVIEW About the Training Program This session is designed to enable participants

More information

Coaching Prospectus and FAQ

Coaching Prospectus and FAQ Coaching Prospectus FAQ "Extracting insight from experience is a competence especially relevant to men and women in leadership positions in business who aspire to leadership..like accomplished performers

More information

NYSAN PROGRAM QUALITY SELF-ASSESSMENT (QSA) TOOL, 2 ND EDITION QUALITY INDICATOR DEFINITIONS

NYSAN PROGRAM QUALITY SELF-ASSESSMENT (QSA) TOOL, 2 ND EDITION QUALITY INDICATOR DEFINITIONS NYSAN PROGRAM QUALITY SELF-ASSESSMENT (QSA) TOOL, 2 ND EDITION QUALITY INDICATOR DEFINITIONS ELEMENT 4: STAFFING AND PROFESSIONAL DEVELOPMENT A quality program recruits, hires, and develops diverse staff

More information

360 feedback. Manager. Development Report. Sample Example. name: email: date: sample@example.com

360 feedback. Manager. Development Report. Sample Example. name: email: date: sample@example.com 60 feedback Manager Development Report name: email: date: Sample Example sample@example.com 9 January 200 Introduction 60 feedback enables you to get a clear view of how others perceive the way you work.

More information

PERFORMANCE MANAGEMENT ROADMAP

PERFORMANCE MANAGEMENT ROADMAP PERFORMANCE MANAGEMENT ROADMAP Building a high-performance culture PERFORMANCE MANAGEMENT ROADMAP a The Partnership for Public Service is a nonpartisan, nonprofit organization that works to revitalize

More information

Learning Strategies for Creating a Continuous Learning Environment

Learning Strategies for Creating a Continuous Learning Environment Continuous Learning Environment INTRODUCTION A key component of the Leadership and Knowledge Management system is a continuous learning system that uses a wide variety of methods, including classroom training;

More information

University of York Coaching Scheme

University of York Coaching Scheme University of York Coaching Scheme Guidelines July 2014 Learning and Development Contents Introduction to Coaching... 2 What is the difference between Coaching, Mentoring, Counselling and Mediation?...

More information

Mentoring Initiative Overview

Mentoring Initiative Overview Mentoring Initiative Overview Mentoring A partnership in which active sharing of experiences and information takes place in an open environment where one or both participants increase in knowledge, improve

More information

BC Public Service Competencies

BC Public Service Competencies BC Public Service Competencies Competencies that support LEADING PEOPLE For Executive and Directors: Motivating for Peak Performance Motivating for peak performance involves knowledge and skills in using

More information

MUNICIPAL MANAGEMENT ACADEMY PROGRAM OVERVIEW

MUNICIPAL MANAGEMENT ACADEMY PROGRAM OVERVIEW MUNICIPAL MANAGEMENT ACADEMY PROGRAM OVERVIEW Municipal Management Academy Program Goal Mission statement: to provide effective training and educational opportunities for managers and supervisors in municipal

More information

Possible examples of how the Framework For Teaching could apply to Instructional Coaches

Possible examples of how the Framework For Teaching could apply to Instructional Coaches Possible examples of how the Framework For Teaching could apply to 1b. Specific Examples 1b. Demonstrating Knowledge of Students 1a. Specific Examples 1a. Demonstrating knowledge of Content and Pedagogy

More information

Developed for the Southern Africa NGO Capacity Building Project with support from:

Developed for the Southern Africa NGO Capacity Building Project with support from: AFRICAN MEDICAL AND RESEARCH FOUNDATION: MANUAL ON THE UNIT STANDARD: Apply the principles of situational leadership to a business unit: ID No: 13953: 5 Credits Developed for the Southern Africa NGO Capacity

More information

State of Washington. Guide to Developing Succession Programs. Updated November 2008. Page 1 of 9

State of Washington. Guide to Developing Succession Programs. Updated November 2008. Page 1 of 9 State of Washington Guide to Developing Succession Programs Updated November 2008 Page 1 of 9 Introduction The purpose of succession planning is to develop a pool of internal candidates for future vacancies.

More information

Managing Your Career Tips and Tools for Self-Reflection

Managing Your Career Tips and Tools for Self-Reflection Managing Your Career Tips and Tools for Self-Reflection Your career may well be the primary vehicle for satisfying many of your personal needs, i.e. your need to feel a sense of belonging, to feel appreciated

More information

A guide to helping people to succeed at work

A guide to helping people to succeed at work Coaching: Helping you to improve social outcomes A guide to helping people to succeed at work This guide is for anyone wanting to use coaching skills to help colleagues succeed. In particular, it is intended

More information

Managers Self- Assessment Questionnaire. HWDSB Managers Self-Assessment: September 2012 1

Managers Self- Assessment Questionnaire. HWDSB Managers Self-Assessment: September 2012 1 Managers Self- Assessment Questionnaire HWDSB Managers Self-Assessment: September 0 How to Use This Self-Assessment This self-assessment questionnaire is intended to help managers focus on and evaluate

More information

The Engineers Canada Leader

The Engineers Canada Leader The Engineers Canada Leader Executive Summary Engineers Canada exists to provide national support and leadership on behalf of engineering regulators to promote and maintain the interests, honour, and integrity

More information

the values that people have from their life experiences that they embrace in your workplace;

the values that people have from their life experiences that they embrace in your workplace; Are you happy with your current organizational culture, the environment you provide for employees in your workplace? Does your culture support your employees in producing results for your business or does

More information

Frontline Supervisor Structured Behavioral Interview Questions

Frontline Supervisor Structured Behavioral Interview Questions National Frontline Supervisor Competencies Frontline Supervisor Structured Behavioral Interview s April, 2013 Research & Training Center on Community Living Institute on Community Integration (UCEDD) Published

More information

On-Site Supervisor Handbook

On-Site Supervisor Handbook On-Site Supervisor Handbook Student Affairs Services Internship Radford University Department of Counselor Education Revised Fall 2010 Radford University Department of Counselor Education PO Box 6994,

More information

Performance Evaluation Senior Leadership

Performance Evaluation Senior Leadership Performance Evaluation Senior Leadership Employee Name: Position: Program/Dept.: Supervisor Name: Review Date: For each of the valuation standards, bullet points have been provided to assist you with the

More information

FAO Competency Framework

FAO Competency Framework FAO Competency Framework FAO Competency Framework Acknowledgements FAO is grateful to the UNAIDS Secretariat, which has kindly permitted FAO to re-use and adapt the explanatory text on competencies from

More information

SUCCESSION PLANNING and LEADERSHIP DEVELOPMENT

SUCCESSION PLANNING and LEADERSHIP DEVELOPMENT SUCCESSION PLANNING and LEADERSHIP DEVELOPMENT TOOLKIT April 2015 CONTENTS 1 Succession planning 3 What is succession planning? Succession planning process Leadership development 4 What is leadership development?

More information

Self Assessment Tool for Principals and Vice-Principals

Self Assessment Tool for Principals and Vice-Principals The Institute for Education Leadership (IEL) brings together representatives from the principals' associations, the supervisory officers' associations, councils of directors of education and the Ministry

More information

Job Description of the School Psychologist Reports To: Supervises: Purpose:

Job Description of the School Psychologist Reports To: Supervises: Purpose: Reports To: Supervises: Purpose: Job Description of the School Psychologist Superintendent, Level II or Level III School Psychologists, Director, or Associate or Assistant Superintendent May supervise

More information

GLOBAL FINANCIAL PRIVATE CAPITAL Job Description. JOB TITLE: Client Relationship Manager

GLOBAL FINANCIAL PRIVATE CAPITAL Job Description. JOB TITLE: Client Relationship Manager GLOBAL FINANCIAL PRIVATE CAPITAL Job Description JOB TITLE: Client Relationship Manager Reports To: Financial Advisor Exempt Prepared by: ADP Resource June 10, 2014 SUMMARY This position is primarily responsible

More information

Stanislaus County Supervisor Training Academy Training Catalog 2016

Stanislaus County Supervisor Training Academy Training Catalog 2016 Stanislaus County Supervisor Training Academy Training Catalog 2016 Training Courses Budgeting/Financial Overview Compliance/Payroll Regulations Conducting a Recruitment Disability Management Employee

More information

Team Building. HR can provide you with support for building effective team work.

Team Building. HR can provide you with support for building effective team work. Team Building HR can provide you with support for building effective team work. Developing Effective Teams Model Typically we work with the leader or a smaller working group to determine what they would

More information

for Early Child Care and Education

for Early Child Care and Education Trainer-Training Qualifications and Standards for Early Child Care and Education December 2010 Trainer-Training Qualifications and Standards for Early Child Care and Education Table of Contents How are

More information

Overview of the Executive Core Qualifications: Preparing for the Senior Executive Service (SES)

Overview of the Executive Core Qualifications: Preparing for the Senior Executive Service (SES) Overview of the Executive Core Qualifications: Preparing for the Senior Executive Service (SES) Presenters: Cheryl Abram Senior Executive Resources and Performance Management UNITED STATES OFFICE OF PERSONNEL

More information

HOW TO RETAIN HIGH-PERFORMANCE EMPLOYEES

HOW TO RETAIN HIGH-PERFORMANCE EMPLOYEES HOW TO RETAIN HIGH-PERFORMANCE EMPLOYEES Beverly Kaye and Sharon Jordan-Evans Abstract: Keeping high-performing employees has become a top priority for today s organizations. A two-year study by the authors

More information

2. To support the Management Team through the assessment of learners work and assist in moderation where required.

2. To support the Management Team through the assessment of learners work and assist in moderation where required. Job Description Job Title: Lecturer Location: Sutton College Group: People s Directorate / Sutton College Post Number: S314655 Grade: Lect Mgt Spine 7 15 Department: Curriculum Responsible To: Assistant

More information

Handling Difficult Situations: Tips and Guidance for New Managers. About the Supervisory Basics Article Series

Handling Difficult Situations: Tips and Guidance for New Managers. About the Supervisory Basics Article Series Handling Difficult Situations: Tips and Guidance for New Managers Part 7 in a 12-Part Series on Helping First-Time Managers and Seasoned, But Untrained, Supervisors Transition to Effective Leaders About

More information

SUPERVISORY/MANAGEMENT NEEDS ASSESSMENT TOOL

SUPERVISORY/MANAGEMENT NEEDS ASSESSMENT TOOL SUPERVISORY/MANAGEMENT NEEDS ASSESSMENT TOOL Partnering for Pathways to Success CSA Training & Development For more information, contact Rob Moody,(720) 913-5619 Supervisory/Management Needs Assessment

More information

*This is a sample only actual evaluations must completed and submitted in PeopleSoft*

*This is a sample only actual evaluations must completed and submitted in PeopleSoft* *This is a sample only actual evaluations must completed and submitted in PeopleSoft* Employee information Employee name Position title/department Date of Hire Employee ID number Supervisor s name Today

More information

INDIVIDUAL DEVELOPMENT PLANNING

INDIVIDUAL DEVELOPMENT PLANNING INDIVIDUAL DEVELOPMENT PLANNING 1 SMART Development Planning Building a SMART Individual Development Plan Specific: High clarity. Fully understood. Measurable: Expected measurable outcomes. Accepted: Full

More information

Leadership and Management Competencies

Leadership and Management Competencies Leadership and Management Competencies 0 The Saskatchewan Public Service Vision: The Best Public Service in Canada Our Commitment to Excellence Dedicated to service excellence, we demonstrate innovation,

More information

Performance Appraisal Core Values Behavior Descriptions as Tool for Rating Decisions

Performance Appraisal Core Values Behavior Descriptions as Tool for Rating Decisions Performance Appraisal Core Values Behavior Descriptions as Tool for Rating Decisions 1. Adaptability Exhibits some difficulty in adjusting to changing situations, priorities, and responsibilities which

More information

Would I Follow Me? An Introduction to Management Leadership in the Workplace

Would I Follow Me? An Introduction to Management Leadership in the Workplace Would I Follow Me? An Introduction to Management Leadership in the Workplace This dynamic program clearly shows the right and wrong ways to deal with the very important human dimension of team performance.

More information

Section Three: Ohio Standards for Principals

Section Three: Ohio Standards for Principals Section Three: Ohio Standards for Principals 1 Principals help create a shared vision and clear goals for their schools and ensure continuous progress toward achieving the goals. Principals lead the process

More information

Mississippi Statewide Implementation of a Family Centered Practice Model: Increasing Readiness and Managing Change

Mississippi Statewide Implementation of a Family Centered Practice Model: Increasing Readiness and Managing Change Mississippi Statewide Implementation of a Family Centered Practice Model: Increasing Readiness and Managing Change Presenters: Mike Gallarno and Lori Woodruff ACCWIC Forum 2010 Project Overview The Mississippi

More information

Training and Educational Leader Self-Assessment: a tool for systematically determining the development needs of training and educational leaders

Training and Educational Leader Self-Assessment: a tool for systematically determining the development needs of training and educational leaders Self-Assessment of the TELSA The following self-assessment is very comprehensive and might ask you to assess possible development needs that you are currently are not familiar with. When this occurs, you

More information