Coaching in Telenor – why, how and what effects?

Marit Reutz, Director, Corporate HR

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Telenor key facts 2003•Major international operator with its focus on mobile activities. Ranked as the 12th largest mobile operator in the world (source: GSM Associations)•31,4 million mobile subscribers world wide.•2,4 million TV subscribers in the Nordic region.•Market leader in Norway (market shares)

• Mobil – 57 %• Fixed – 69 %

•Operating revenues 2003: NOK 53.1 billion.•Profit before taxes 2003: NOK 7.4 billion.•Full time employees Dec. 2003: 19.450 (7.450 outside Norway)

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Telenor Corporate Strategy: A simplified Telenor – a focused portfolio with pervasive operational and marketing excellence

• Focus on operational control

• Selective expansion to reach a broader industrial platform

• Exit from marginal and non-supportive activities

• Clear expectations setting and coaching

• One-company attitude

• International mindset

• Excellence in customer intimacy and marketing

• Radical simplification in products and processes

• Synergies in international operations

Best positionedEuropean

Telco

Operationalexcellence

Value drivenleadership

Strategic focus

Value drivenleadershipValue drivenleadershipValue drivenleadershipValue drivenleadershipValue drivenleadershipValue driven

leadershipOperationalExcellence

Strategicdirection

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Telenor Leadership Development ProcessTelenor Leadership Development Process (TLDP) is an overall tool to help us develop stronger leadership in Telenor.

The target audience is managers, and the goal is to develop their leadership skills.

The tool consists of: •Common leadership expectations •A common appraisal process for managers and key personnel •Systematic and targeted leadership development to close the gap to the leadership expectations

•Incentives linked to both business performance and leadership qualities  

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Coaching in TLDP

Appraisal dialogue

Step 1

Review meeting Step 2

Follow upStep 4

FeedbackdialogueStep 3

Leadership expectations Appraisal formTelenor’s vision

and values

Input to succession planning and recruitment•Identify talents•Identify challenges and needs

Input to leadership development activities•Competencies•Activities•Programs•Tools

Input to individual and

team development

Rewardsystems

Link to Performance Management

systems

Yearlyprocess

IVC

Business performance

Team-coachingAnchoring leadership expectations

Appraisal dialogue-process Relies on coaching philosophy

Managerial coachingLeaders must be able to give feedback

Team-coaching

Managerial coachingLeaders must givefeedback and on the spot coaching

“One to one” coachingLeaders want coachesTeam-coachingLeader-team development

Managerial coachingEmployees want leaders with a coaching style

Leadershipqualities

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Telenor Leadership Expectations

Objectives Value creation

Passion for business • Demonstrate strong commitment to gain profitable market positions • Communicate deep understanding of relevant markets, competitors, customers and

stakeholders• Communicate insight into what is required to make Telenor a success. • Demonstrate the will to win

Change and constant renewal • Demonstrate openness to new ideas and adapt to changing circumstances • Identify and articulate the direction and motivate others to move in the desired direction• Creatively solve problems• Demonstrate speed and momentum

Operational excellence • Simplify processes • Execute quality work• Optimise resource allocation across competing priorities• Target and achieve industry best practices

Empower people • Clearly communicate expectations• Give constructive feedback and reward achievements

• Coach and develop managers and employees• Put the right people in the right roles at the right time

Integrity • Demonstrate social and environmental responsibility and good business ethics• Accept responsibility for successes and failures• Communicate Telenor values and codes of conduct • Set a good example

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TELENOR PROFILE FORM - TLDP

For year: You will find the “Fill in instruction” in the Leadership portal at @work

1.Personal data Name:

Present position: Time in present position:

Division or business unit:

Name of manager: Age:

IVC index: Leadership index:

Link to IVC results https://showus2.research-int.se/Telenor/.

Today’s date:

Picture

Other input to appraisal gathered from:

2. BUSINESS PERFORMANCE (what has been achieved) LAST 12 MONTHS Business performance according to goals. Fill in the different goals.

Comments and ratings. Rating should be given using the terms: Outstanding (9-10), Exceeds expectations (7-8), Meets expectations (5-6), Below expectations (3-4), Significantly below expectations (1-2)

Rating:

Financial results:

Non-financial results:

Total rating: On a scale from 1 - 10 Comments:

3. LEADERSHIP QUALITIES (how was the results achieved) LAST 12 MONTHS Performance according to Leadership in Telenor (see instruction)

Comments and ratings. Rating should be given using the terms: Outstanding (9-10), Exceeds expectations (7-8), Meets expectations (5-6), Below expectations (3-4), Significantly below expectations (1-2)

Rating:

Passion for business

Change and constant renewal

Operational excellence

Empower people

Integrity

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• Identify organisational challenges•Which positions are the most critical ones according to our goals and strategy•Do we have the right persons in those positions•Are we organised to meet our goals

Identify and agree on challenges according to:•Management challenges in critical positions•Short and long term needs •Talents/fast trackers•Gender•Seniority

Identify and agree on means to close the gap•Job rotation•Succession planning•Career planning•Training needs/activities•Incentives and rewards

Acceptance on•Training activities•CostsTo be given in the feedback dialogue

Focus in the review meeting:

Review meetingfocus

What leadership capabilities do

we have?

Do we have the right persons in the right places?

What actions do we need to take

and what tools do we have at hand?

• Discuss each manager, his/her special talents and potential•Identify high performers and low performers

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Telenor Leadership Development Process

Appraisal dialogue

Step 1

Review meeting Step 2

Follow upStep 4

FeedbackdialogueStep 3

Leadership expectations Appraisal formTelenor’s vision

and values

Input to succession planning and recruitment•Identify talents•Identify challenges and needs

Input to leadership development activities•Competencies•Activities•Programs•Tools

Input to individual and

team development

Rewardsystems

Link to Performance Management

systems

Yearlyprocess

Leadershipqualities

IVC

Business performance

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Coaching at different arenas

C

Personal:Coacheesets the agenda

C

Managerial:Coach (leader) also has an agenda

C

Team-coaching:Coaching-methods facilitated for teams with common goals

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Simple coaching tools used in TLDP •Active listening

• Open questions

• Use of scaling

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Main-results from TLDP-pilots

70 75 80 85 90

Improved performance

Improved leadership

Performance appeared

Potencial appeared

Leadership-capacityappeared i RM

Valuable feedback inRM

Good picture of talents

Results in %

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Managerial coaching – a pilotAll leaders (75) in customer service department

Goals:Create a culture of coaching within Customer service department. Establish a common language and common tools to improve leadership.

We have the following focus of improvement:Customer-care: How to develop and improve an effectiv customer-dialogueSales: How to help setting goals and obtaining results for individuals and teamsDifficult feedback dialogues: How to improve performance through coaching-based leadershipMotivation: How to inspire employees to hard work and good resultsTeam-coaching: How to make the team obtain its goals. How to develop well-functioning teams

Structure and content:5 days course in managerial coaching (Ericsson College, Vancouver)-What is coaching. The leader as a coach. Powerful questions-An effective structure for a coaching session. Motivation and commitment-Prioritizing of time. Team-coaching and dialogue-My leaderstyle: how to use coaching for improving my leadership-Tools and methods for systematic project-working

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2 Workshops (Telenor)Practise the learning of the 5 day program modules

1 to 1 coaching (Telenor)10 coaching-sessions pr leader over a 3 month period. 24 Telenor coaches are doing the coaching.

Coaching assignmentsAll leaders are obliged to practice at least 25 hours of coaching towards their employees during the program period to get certified

Effects:•Experience – mainly positive•Cognitive learning – mainly good•Change of behaviour - too early to measure•Improved business results – too early too measure

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Developing coaches in Telenor•24 coaches educated by Ericsson College, Vancouver -19 about to be certified (50 evaluated coaching lessons) -practicing within in the Managerial coaching program in customer service -facilitating TLDP, including anchoring leadership expectations and facilitating review meetings -1 to 1 coaching

•An internal coaching network -meeting once a month

•So far no clear policy and structure of how to develop and ensure an effective use of coaches within Telenor

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Further recommendations

•Educate HR employees in basic coaching skills and team-coaching

•Increased focus on educating our leaders in managerial coaching

•Establish an Telenor coach-pool to meet the need for 1-1 coaching