unleashing the potential & goodwill of our people · 2017-03-07 · people have the will to...

© notion limited LEADER AS COACH - PREWORK

LEADER AS COACH UNLEASHING THE POTENTIAL &

GOODWILL OF OUR PEOPLE

PRE-WORK


Pre-work During the workshop, there’ll be a number of exercises in small groups, as well as an opportunity to discuss with colleagues and receive coaching on a number of issues that are important to you. To make those opportunities as valuable as possible, you are asked to complete the following pre-work exercises and bring them with you to the workshop. Some high-quality work here will make a huge impact on the value you get out of the programme, and should take roughly 1 hour to complete. Please give this your focused attention.

Measures of Success 10 minutes

Primary Focus Areas 15 minutes

Business Challenges 5 minutes

Personal SWOT analysis 15 minutes

Difficult Conversations 10 minutes

Should this be me? 10 minutes


Programme Objectives To provide you as Leaders across the business with skills and tools to enable you to encourage the development and contribution of others (through 'Operational Coaching') by:

• Empowering colleagues to take decisions at the heart of the action and always at the lowest possible level

• Supporting the development of a ‘high trust’ environment in which people have the will to make a positive difference in everything they do

• Enabling positive empowering discussions to take place everywhere which facilitate exceptional feedback, learning and growth

• Enabling and encouraging constructive challenge as a regular part of the way we work

• Making coaching the norm and enabling a positive, ‘can do’ mind set

By the end of the programme you will:

• Recognise when it is appropriate to coach or use another style • Utilise and role model an ‘Enquiry Led Approach’ with greater

confidence (Operational Coaching) • Better resolve some of the issues you face, having had time to

reflect on and be coached on them • Resolve issues faster with peers and with direct reports • Enhance your effectiveness as a leader within the business • Contribute to and help to promote the establishment of a

recognisable and inclusive ‘coaching culture’ within Scott Bader


Measures

Of Success

So that you can ensure that you and the company are getting the greatest value from the programme, please take a moment to think through some of the measures of success – Please complete the

table on the next page.


Measures of Success

What are the areas or measures within the organisation that you think this programme could positively impact upon? Please list the areas that

you think that this programme could positively impact upon?

How would you suggest these are measured?

For yourself personally as a leader

More broadly for the organisation – re the impact of having a more enquiry-led/ coaching style of management across the business

Any other comments regarding your views on measures of success for this programme:


Primary Focus Areas

So that you are discussing and receiving coaching that is useful to you, we prefer to use real situations during the workshops. Please spend some time now to identify some specific areas that you would like to be coached on during the workshop.

• These can come from feedback you have received, or any element of your current

or future role • They could also be drawn from some of the expected behaviours and competencies

that you might want to work on further • You may also find it helpful to review your performance targets set as a part of your

last appraisal or in recent discussions with your line manager

The following list may also help to prompt you think about some focus areas.

Someone is not performing at the expected level An idea that you want to push forward An issue concerning trust 'Landing' with people more effectively than I do Establishing my credibility Overcoming a negative image someone holds of me How do I say 'no' to this person Getting two people who have an issue to work together Get someone to be a 'team player' Rebuilding a bridge you have burned!

Demonstrating my value in the right way Helping someone who doesn't want my help Giving uncomfortable feedback in a coaching style Pointing out what I don't like without giving offence Getting myself seen as 'the right person for the job'. I simply don’t have the time to resolve a particular issue Moving a particular project forward that’s stuck


Action

1. For each area you want to improve, provide a simple description of the measurable results. It does not need to be a full SMARTER goal at this stage – but can be if you have time!

For example: INFLUENCE - ADAPT MY STYLE IN ORDER TO ACHIEVE BETTER RESULTS I now have a deeper understanding and utilise a broader range of tools to adapt my leadership style in order to influence and engage with others better. This has resulted with me leveraging the results of the team and improving my customer interactions. This is evidenced with specific feedback I have received both from peers and customers.

2. In the second column, for each of the focus areas, score yourself out of 10 for where you’d rank yourself today (1 being poor, 10 being perfect). For the above example if you currently struggled to adapt your natural style or ‘revert’ to type under stress you might score 2 or 3 out of 10. Your Name:

Primary Focus – Specific Coaching Objectives and Goals

Current score/10

Example: INFLUENCE - ADAPT MY STYLE IN ORDER TO ACHIEVE BETTER RESULTS I now have a deeper understanding and utilise a broader range of tools to adapt my leadership style in order to influence and engage with others better. This has resulted with me leveraging the results of the team and improving my client interactions. This is evidenced with specific feedback I have received both from peers and clients.

3

Write a heading here – and more info here Write goal here



Business Challenges

As well as the Primary Focus Areas above, please select a small number of business challenges that you’re facing within your current

role that you may also choose to receive coaching on during the programme - Please complete the table on the next page.


Business Challenges Please identify 3 specific business challenges that you currently face a) Briefly describe the challenge

b) What would the benefit be if progress could me made addressing this challenge?

c) What is the risk if this challenge is not adequately addressed?

Description of challenge

Benefit if adequately addressed

Risk if not addressed

1

2

3


Personal SWOT

In order to consider what we are good at, as well as areas where we might need further development or support, it can be helpful to think

about our personal SWOT – our own Strengths, Weaknesses, Opportunities and Threats.

The following exercise poses questions to help you reflect on these areas.


Personal SWOT A SWOT Analysis is a simple strategic planning tool used to evaluate the Strengths, Weaknesses, Opportunities and Threats of a business. The technique is credited to Albert Humphrey, who led a research project at Stanford University in the 1960s and 1970s using data from the Fortune 500 companies. The Personal SWOT is simply refocused from a business into a personal development tool for Leaders and Managers to better understand what helps and what harms their performance in their roles and supports or inhibits them from achieving the goals that they might have set for themselves. SWOT stands for:

An important consideration: Strengths and weaknesses are internal factors Opportunities and threats are external factors


Strengths: 1. What advantages do you have? 2. What do you do better than anyone else? 3. What unique or lowest-cost resources do you have access to? 4. What do people in your organisation see as your strengths? 5. What are your characteristics? Are any of these strengths? Weaknesses: 1. What could you improve? 2. What should you avoid? 3. What are people in your organisation likely to see as your weaknesses? 4. What do your peers do better than you? Opportunities: 1. Where are the good opportunities facing you? 2. What are the interesting trends you are aware of? 3. Do your strengths open up any opportunities? 4. Would eliminating any weaknesses create opportunities? NB: Opportunities can come from changes in: technology/markets, government policy, social patterns, lifestyle, Local Events etc. Threats: 1. What obstacles do you face? 2. What is your competition doing? 3. Are specifications for your job, products or services changing? 4. Is changing technology threatening your position? 5. Could any of your weaknesses threaten your role/business? Action: Once the data is collected you need to assess: 1. How can I use each Strength? 2. How can I overcome each Weakness? 3. How can I exploit each Opportunity? 4. How can I defend against each Threat?

Which in turn creates ACTION POINTS and FOCUS for your Development Plan.


Your Personal SWOT In the context of your current performance, complete the personal SWOT below:

STRENGTHS: your personal attributes that are helpful to the successful performance of your role and achieving the goals you set yourself

WEAKNESSES: your personal attributes that are harmful to the successful performance of your role and inhibit the achievement of your goals

OPPORTUNITIES: external conditions that are helpful in supporting your performance and achievement

THREATS: external conditions that are harmful to your performance and will inhibit achieving the goals you have set

My Action Points:

My Development Plan:

Strengths

Weaknesses

Opportunities

Threats


Difficult Conversations

As Managers and Leaders, we must all tackle at one time or another, a challenging or difficult conversation with a work colleague, a line manager or a direct report. This exercise asks you to reflect on a

couple of these situations.


Difficult Conversations 1) How would you currently rate yourself out of 10 for tackling difficult conversations as and when they occur, as opposed to leaving until later? 1 = I always avoid them 10 = I tackle them 100% as they occur

2) Identify one ‘difficult conversation’ that either you face regularly or that you need to have in the next 2 weeks

3) Identify one ‘difficult conversation’ that you should have had over the last 2 weeks but avoided or didn’t find time for.

Some ideas:

• Someone who is not performing at the expected level • There is an issue concerning trust with one individual • How do I say 'no' to this person • Getting two people who have an issue, to work together • Helping someone who doesn't want my help • Getting someone to be more of a 'team player' • Giving uncomfortable feedback in a coaching style • Pointing out what I don't like without giving offence • Rebuilding a bridge I have burnt!

Description of Difficult Conversation

With Whom Topic to be Addressed Relevant History

Description of Difficult Conversation

With Whom Topic to be Addressed Relevant History


Should this be me?

In our day-to-day roles, we must tackle a range of work and make decisions concerning an array of situations. It is also certain that within our day-to-day roles we continue to do work that shouldn’t properly sit with us as it should or could be owned or taken on by

others. This exercise is an opportunity to identify specific activities or

aspects of your current work that (if changes could be made) could be effectively delegated to others.


Aspects, functions, tasks within my day-to-day work that I should / could delegate?

Most appropriate person in my team to delegate to within xx months?


Our Values

CommitmentWe’re committed to the principles of common trusteeship and making Scott Bader a successful and sustainable organisation.

What this means in practice:

• Working safely and in line with our operating procedures, to keep ourselves, others and our company safe.• Being a positive ambassador for Scott Bader, acting ethically, respectfully and with honesty and integrity all the time.• Keeping the promises we make.• Using our values to guide our actions and decisions.• Taking everyday situations as an opportunity to learn and improve.

ResponsibilityWe each take personal responsibility in how we work to do the best for Scott Bader.


• Taking responsibility for doing what is best for Scott Bader.• Being accountable for the delivery of exceptional service to customers.• Demonstrating maturity, dependability, reliability and care in how we go about our work.• Acting responsibly when things go wrong and working to find solutions.• Being a responsible neighbour – minimising our environmental impact.• Taking personal responsibility for our own behaviour.• Making the best possible use of our time.• Challenging behaviour that undermines our values.

FairnessWe are fair, honest and ethical in how we work with others and how we are treated at Scott Bader.


• Accepting, respecting and embracing differences and recognising that our diversity is vital to our success.• Ensuring that we are truly objective and impartial and create opportunities for everyone.• Listening to and valuing the opinions of others and taking account of these when we make decisions.

Partner for ExcellenceA successful, profitable and sustainable organisation:


Team workingWe work co-operatively and in collaboration with colleagues, customers and suppliers to deliver excellence.


• Supporting others and building on ideas to improve what we do.• Working towards what’s best for the whole organisation.• Collaborating with colleagues and partners across functional and geographical boundaries in support of company goals and priorities.• Working towards consensus while respecting differences in opinion and accepting that we sometimes need to compromise.• Completing actions on time so that others are not delayed.• Freely sharing information.

• Building strong and effective relationships with Customers, Suppliers and Colleagues - for today and tomorrow.• Doing our jobs exceptionally well.

• Striving every day to exceed expectations.• Challenging others to deliver excellence, and supporting them in achieving it.

unleashing the potential & goodwill of our people · 2017-03-07 · people have the will to...

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