According to recent research by Harvard Business Review, the single most important managerial competency that separates highly effective leaders from average ones is coaching.
Our Creating a Coaching Culture Program will address this in a meaningful way to build the foundation required to become a highly effective leader and coach which are both necessary to lead in today’s modern workforce.
A recent Gallup Study concluded that one of the greatest shortcomings of traditional performance management systems is a lack of ongoing feedback and coaching.
In many organizations, managers view annual reviews as the “official opportunity” to discuss employees’ performance. And in some cases, they use annual reviews as not only the official opportunity, but also as the only opportunity to discuss performance, and once they complete it, they treat it like any other item on their to-do list — something they can simply check off until the next time it is required. Unfortunately, this approach to performance management is better described as an infrequent, task-based activity rather than one that provides support and value to employees to foster engagement and achieve organizational results.
For organizations to thrive and retain talent, leaders must become coaches who are skilled at:
Establishing clear behavioral and performance expectations
Know how to continuously coach, formally and informally
Create accountability and ownership at all levels within the organization
With these skills leading at the forefront, leader-employee interactions and discussions feel encouraging, purposeful and rewarding in ways that formal discussions and annual reviews may not always fulfill.
Before embarking on the coaching journey, we have an Emergenetics self-assessment that is offered to help participants better understand their own thinking and behavioral attributes, elevating their level of self-awareness.
Emergenetics is the merging together of two ideas - how our behavior emerges from our life experiences and generic traits, and is rooted in the concept that who you are today is the emergence of your behavior, genetic makeup and life experiences.
The assessment tool provides a clear way to understand this intersection of nature and nurture and is built on four Thinking Attributes and three Behavioral Attributes that every person exhibits. LeadersEdge is proud to be a licensed and certified Emergenetics Strategic Partner who leverages these insights to strengthen the quality and focus of our programs and workshops.
The Emergenetics Profile is designed from a psychometric foundation to give each of us an in-depth knowledge of our unique make-up and provides an understanding of the person that we are. It was also developed to distinctively measure how people think and behave. With this insight, you can develop personal strategies to improve results and achieve more productive outcomes.
Developed through years of psychometric research, the Emergenetics Profile accurately measures three behavioral attributes (Expressiveness, Assertiveness, Flexibility) and four thinking attributes (Analytical, Structural, Social, Conceptual). The attributes are represented in a clear, color-coded report, making it memorable and applicable immediately.
An invitation to take the assessment will be sent to each participant a few weeks prior to the coaching program delivery date.
We will kick off the 2-day program by focusing on their assessment results first so they have an in depth understanding of their profile and its relevance from a coaching and leadership perspective.
During the debriefing session, the participants will learn how to interpret their individual profiles, leadership effectiveness based on their profile and overall team dynamics. Each participant will receive a profile, tip sheet and access to an app that they can use for ongoing support and application of their new insights.
Summary of Day 1:
Program Kick Off - review agenda and objectives
Participant introductions and what they desire to achieve from the program
Emergenetics debriefing and team exercises to bring learning to life
Group discussions on leadership vs. management and come to consensus on the difference between the two and their importance
Review Daniel Goleman's Theory of Emotional Intelligence (EQ) and how that plays out in the workplace. The EQ model provides fuel for investigation inside the coaching conversation, usually starting with questions about self-awareness and self-management, moving at a later stage to develop relationship awareness and relationship skills.
Discuss how their Emergenetics profile links to the EQ model; self-awareness is the foundation in which effective leadership and coaching comes together
Group exercise to define what coaching means and the skills required to be an effective coach
Day 1 wrap up with homework assignment (come prepared to share your best and worst coaching story as we will discuss as a group on day two)
Summary of Day 2:
Review agenda and objectives for Day 2
Participants share feedback on homework assignment and collectively we review key learnings and insights
Review and discuss Coaching Fundamentals:
Power of Listening - active listening exercise
Asking the right Questions
Building Trust and Acceptance
Handling Difficult Conversations
VUCA change management and the link to effective coaching
Ownership and Accountability
Summary – Coaching is a Conversation
Discuss leadership self-assessment exercise and their call to action
Case Studies and Group Breakout Exercise
Group wrap up and individual commitments
Assign accountability partners, questions and end the day
Developing a coaching mindset and strategy by examining the latest coaching principles and best practices
Consistent language and approach across the organization to foster a “coaching culture”
Leverage Emergenetics assessment to help participants understand their thinking and behavior; ultimately increase self-awareness and produce more effective outcomes
Discovering essential competencies for effective coaching: listening, power of questions, feedback, building trust and acceptance, handling difficult conversations etc.
Adapting participant coaching style to meet the needs of different individuals by exploring Situational Leadership
Overcoming common coaching challenges, such as delivering difficult feedback in a way that promotes constructive outcomes
Gain greater results and engagement by developing overall leadership capability across the organization
The 'leader as coach' model must be implemented in order for organizations to survive the changing times.