I). Introduction N. Romeijn

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2 I). Introduction N. Romeijn 22 years supply chain professional & leader in 6 industries Logistics Chemicals Electronics & fiber optics Food & perfume ingredients Electronic manufacturing services / service & repair supply chain Oil & gas 2

3 Halliburton Company Introduction 3 World s 2 nd largest provider of products & services to the upstream energy industry The company serves the upstream oil & gas industry throughout the life cycle of a reservoir Exploration Well Construction Completions Production Abandonment Vision: be the preferred upstream service company for the development of global oil and gas assets Revenue 2012: 28 billion US$ - Nr 158 in Global Fortune ,000+ employees in 90+ countries Headquarters in Houston & Dubai founded in

4 Head of sourcing & supply chain at Halliburton Europe & Sub-Saharan Africa Supply chain presence in 26 countries Europe (UK, SCAN, Cont Europe) Western & Eastern Africa Central & South Africa 7500 employees in region 340 in supply chain 30 nationalities Regional SC & Logistics center in NL Previously responsible for Europe/Eurasia 5 Functional scope: Strategic Sourcing & Procurement, Materials Management

5 II). 5 Most Dys-functional Leadership Styles - M. Kets de Vries 1. Narcissistic 2. Control freak 3. Detached/not social 4. Sadistic 5. Paranoia Many leaders believe they are: Creating vision & put the company interest above their own Motivating their people to give their best to meet the company objectives Rewarding their people satisfactory So why is it we have dys-functional leaders? Are they aware of their behaviour and how others perceive them? Do they have the right people around them? Do they have self reflection? 6

6 Dys-functional Leadership - M. Kets de Vries (2) What happens to an organization in case of dys-functional leadership? Possibly, a sceptical, cynical organization is created with Low level of trust High level of compulsory action driven behaviour Low level of happiness This calls for authentic leadership 7

7 III). Key Characteristics Of An Authentic Leader - M. Kets de Vries Puts company/team interest above his own Creates a learning culture, based on trust & respect Grows & inspires others & listens w/ empathy Reflects on his own behaviour & asks for feedback Develops an Authentizotic Organization 8

8 Key Characteristics Of An Authentic Leader - B George They genuinely want to serve others through their leadership Through their moral, inner compass they can follow the 5 dimensions of an authentic leader: Lead with your heart Achieve goals with passion Stay loyal to your norms & values Maintain long lasting relationships Demonstrate self discipline 9

9 5 Dys-Functions Of A Team - P. Lencioni Functional Team: Culture of trust, mutual respect, high value/norms & constructive conflict resolution where people can hold each other accountable for behaviour & results, where all have the team interest at heart How Functional Is Your Team? 2011 HALLIBURTON. ALL RIGHTS RESERVED. 11

10 IV). Effective Coaching Leadership What is coaching leadership? Coach the employee towards improved performance by Listen with empathy Keeping the employee in his circle of influence (S Covey) Enlarging consciousness & personal responsibility thru asking the right open questions (Grow model by Whitmore) Openly discuss & question your role as the leader and team players in case of team disruption (A Ardon) Characteristics of a good coaching leader Patience, objective, helpful, shows interest, listener, perceptive, conscious of himself and others, pays attention, good memory, experienced, credible 13

11 Circle of Influence - S. Covey Employees in circle of concern Are involved, but have no direct influence Often ask WHY questions Complain a lot Often refer to THEM or THEY as the blaming party Employees in circle of influence Can really make an impact to get things changed An effective coach moves people from the circle of concern into the circle of influence By asking the right open questions By motivating to action taking, rather than complaining. 14

12 Open Questions - GROW Model - J. Whitmore Objectives: Open questions foster behaviour change more readily than giving instructions 100% connected with circle of influence Employees should think about their own situation and what they can do about it Rather than expecting their leader to resolve for them 30 open questions, related to WHAT, HOW, WHO, WHEN LETS SUPPOSE THAT Avoid WHY question 15

13 6 Principles For Effective Leadership & Coaching A. Ardon Do we recognize persistent situations? Do we play a role in the creation of it? Take a picture on which you are yourself Mention the unmentionable Be aware of your auto pilot Recognize persistent situations Break the circle Start small 16

14 Personal Characteristics Of My Aim Towards Authentic Leadership 1. Genuinely desire to be a serving leader, who serves others through my leadership w/ passion & compassion 2. Put team interest above my own & demonstrate high ethical norms & values 3. Create a culture of trust, mutual respect and open feedback 4. Don t let my ego get in the way to admit mistakes & reflect on myself through feedback from others 5. Lead by example & walk the talk 6. Aim to listen w/ empathy and coach others effectively w/ the right tools 7. Give credits in case of success & take the blame in case of failure 17

15 Reading Materials Ardon, A. (2011). Doorbreek de cirkel. Amsterdam: Business Contact Blanchard, K. & Johnson, S. (2000). One Minute Manager. New York City: Harper Collins Collins, J. (2001). Good to great. Amsterdam: Business Contact / New York City: Harper Collins Collins, J. (2001). Level 5 leadership: triumph of humility and fierce resolve. Harvard Business Review Covey, S. (1999). The 7 habits of highly effective people. Amsterdam: Uitgeverij Contact / New York City: Simon & Schuster George, W. (2003). Authentic Leadership. San Francisco: Jossey-Bass George, W. & Sims, P. (2007). True North. San Francisco: Jossey-Bass Kets de Vries, M. (2006). Wat leiders drijft. Amsterdam: Uitgeverij Nieuwezijds / The Leader on the couch: a clinical approach to changing people and organizations. Chichester, UK: John Wiley & Sons Kilmann, R. & Thomas, K. (1975). Interpersonal conflict handling behaviour as reflections of Jungian personality dimensions. Psychological Reports, 37/3, Lencioni, P. (2002). Dysfunctions of a team. San Francisco: Jossey-Bass Schaveling, J. (2000). Succesvol organisaties ontwikkelen. Assen: Van Gorcum Thomas, K. (2008). Making conflict management a strategic advantage. CPP Inc. Mountain View, CA, USA Whitmore, J. (2009). Coaching for performance. London: Nicholas Brealey 18

16 Effective Coaching Tool 30 Open Questions GROW Model by John Whitmore 19

17 GROW Coaching for Performance by Sir John Whitmore Thinking about the issue or opportunity you have I). Goals open questions for coaching 1. What do you want to achieve long term? 2. How will you know when you have got there? What will you see, what will you hear, what will you feel to know you have made progress. What actions and outcomes will have been completed? 3. How much personal control or influence do you have over your goal or goals? 4. What would be a milestone on the way to achiving your goal(s)? 5. By when do you want to achieve it? 6. Is that positive, challenging and attainable? 7. How will you measure it? 20

18 GROW Coaching for Performance by Sir John Whitmore Thinking about the issue or opportunity you have II). Reality open questions for coaching 8. What is happening right now? What is really happening at the moment? WHAT, WHEN, WHERE, HOW MUCH, HOW OFTEN 9. Who is directly and indirectly involved? 10. If things are not going well with this issue, who else gets drawn in? 11. If things are not going well, what happens to you? 12. How have you dealt with this so far and with what results? 13. What is missing in this situation 14. What is holding you back from finding a way forward? 15. Intuitively, what is really going on here? 21

19 GROW Coaching for Performance by Sir John Whitmore Thinking about the issue or opportunity you have III). Options open questions for coaching 16.What options do you have for steps to resolve this issue? 17.What else might you do? 18.What if you had more time for this issue, what might you try? 19.What if you had less time? What might that force you to try? 20.Imagine you had even more energy and confidence than you have right now, what could you try then? 21.What if somebody said: "Money is no object" What might you try then? 22.If you had total power, what might you try then? 23.What should you do? 22

20 GROW Coaching for Performance by Sir John Whitmore Thinking about the issue or opportunity you have IV). Goals open questions for coaching 24.What option or options do you choose? 25.To what extent does this meet all of your objectives? If t doesn t, what s missing? 26.What are your criteria and measurements for success? 27.When, precisely, will you start and finish each action or step? 28.What could hinder you taking these steps? 29.What personal resistance do you have to taking these steps? 30.What will you do to eliminate these external and internal factors? 31.Who needs to know what your plans are? 32.What support do you need, and from whom? 33.Now think about the how, your approach. How do you want things to go? 34.What commitment, on a 1 10 scale do you have to taking these agreed actions? 35.What prevents this from being a 10? 36.What could you do to alter or raise your commitment closer to 10? 37.What one small action can you take within the next 4 or 5 hours to move you forwards right now? 38.Do it! Commit to this action now! 23