2009 ASTD-TCC Regional Conference November 12, 2009 720 ° Coaching: The Dynamic Interplay of...
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Transcript of 2009 ASTD-TCC Regional Conference November 12, 2009 720 ° Coaching: The Dynamic Interplay of...
2009 ASTD-TCC Regional ConferenceNovember 12, 2009
720° Coaching: The Dynamic Interplay of Inside-Out
and Outside-In Approaches
© 2009 Korn/Ferry International
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What to expect from today’s session
We will demonstrate the impact and relevance of the 720° model and review the essentials of each model component
Group exercises will stimulate thought and discussion on coaching methodologies and broaden awareness of developmental options
You will leave with an expanded awareness of integrated coaching methodology and enhanced insight into the dynamic interplay of the coaching process
© 2009 Korn/Ferry International
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“Whenever two people meet, there are really six people present. There is each man as he sees himself, each man as the other person sees him, and each
man as he really is.”
- William James
Leadership from the Inside Out & the Outside In
© 2009 Korn/Ferry International
“Each man as he sees himself”Purpose: what we say and think about what’s important, how we
see ourselves - and seek to be seen by others
Leadership from the Inside Out & the Outside In
“Each man as others see him”Brand: the credibility, influence and respect we engender by delivering on the
emotional, rational and functional promises and commitments we make.
“Each man as he really is”Marketplace Reality: the impact, change, results, or improvements we
actually bring about
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© 2009 Korn/Ferry International
A Four Step Process for Integrated Leadership
Step 1a:What we say is important, what’s ours to contribute
Step 1b:What we are committed to creating or producing
Step 3: Revisit our commitments based on discrepancies between our intentions, aspirations, motivations – and the results we actually produce or are accountable for.
Step 4: Interactive practices for closing the gap, integrating results with intentions - until there’s no difference between the two: Leadership from the Inside Out & from the Outside In.
Step 2a, 2b & 2c: What we actually produce, what it says about us and how others interpret it.
= Outside-InInside-Out =
© 2009 Korn/Ferry International
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© 2009 Korn/Ferry International
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Infinitely adaptableIndividual & subjective
Reflective & experience based
Inquiry & dialogue masteryLeverages authenticity &
purposeDifficult to copy &
commoditize
Measurable & repeatableOrganizational & objectiveEmpirical & research basedExpertise and business acumenLeverages strategy & marketplace forcesScalable
&
KF Transformational Coaching Approach
Art Science
© 2009 Korn/Ferry International
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Benefits for the Organization
Engages talent in pursuit of meaningful contributions, increasing engagement and retention
Facilitates informed deployment discussions
Helps ‘get the right people in the right seats on the bus’
Links Talent to Strategy based on motivation - and not just skills or competencies
© 2009 Korn/Ferry International
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Benefits for Executives
Facilitates more meaningful career planning, increasing engagement and satisfaction
Aligns intentions with behaviors to more sustainably close gaps in perception
Creates more authentic leadership style - reducing stress and increasing resilience
Leads to greater transparency in relationships and reduces misunderstandings and misattributions.
© 2009 Korn/Ferry International
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Reality Check
How embedded in your talent practices is your organization’s current coaching model?
To what degree does your current model favor either an inside-out or outside-in approach?
What percentage of coaching engagements currently do not achieve expected outcomes?
How satisfied are line leaders with the business impact associated with coaching?
© 2009 Korn/Ferry International
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The origins of inside-out and outside-in coaching
Several diverse streams of research support different elements of the 720° approach
Foundations for the inside-out elements include the study of humanistic psychology, cognitive-behavioral psychology and adult learning
Foundations for the outside-in elements include the study of organizational culture, 360° assessment and self-awareness
Our model is reflective of where coaching is headed – integrative, multi-disciplinary and collaborative
Applying the model allows you to build on skills you have already developed and provides the opportunity to add to your portfolio of coaching capabilities
© 2009 Korn/Ferry International
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*Excerpted from: Good to Great, Jim Collins
What can you be best in
the world at?
What are you deeply passionate
about?
Proprietary
Leadership
Difference
PurposeInfluence = Brand
Value Creation
What drives your economic
engine?
Good to Great*
© 2009 Korn/Ferry International
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Core Self
Emotional Engagemen
tOn-Going
Self-Observation
& Self Management
Perceptions of
Others
Motivation from Others
Behavior Change and/or Organizational
Systems Change
Awareness
Commitment
Practice
Internal Feedback Loop
External Feedback
LoopAccountabili
ty
Inside-Out Outside-In
720º Development & Coaching
© 2009 Korn/Ferry International
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“We first go inside and do our work – then we go out in the world and apply
it. Then we go back in and do our work – and go back out in the world to apply
it. We continue this process – until there is no difference between the
two.”
- Ralph Metzner, Prague, 1992
Integrating Leadership
© 2009 Korn/Ferry International
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PrincipalKorn/Ferry Leadership and Talent Consulting
Janet Feldman, M.A., L.P., C.P.A.Global Practice Leader, Coaching
Janet Feldman is a Principal and Global Service Offering Lead for Executive Coaching in Korn/Ferry International’s Leadership and Talent Consulting group, based in the Firm’s Minneapolis office.
As an executive coach, licensed psychologist, and former certified public accountant, Ms. Feldman brings over 25 years of experience advising C-suite and other senior executives. Her broad business knowledge and acumen bring insight and clarity to complex leadership issues.
As an executive coach, Ms. Feldman specializes in the areas of senior leadership development and team effectiveness, key talent strategy and executive succession. She has earned a reputation for helping individuals and organizations “get to the heart of the matter” quickly and thus focus on meaningful value creation, impact and return on investment.
Ms. Feldman has diverse coaching experience with senior executives from .more
than 40 countries worldwide. Her clients span the Fortune 50 to Fortune 500, mid-sized companies and private colleges in a wide array of industries such as pharmaceuticals, health care,
biotechnology, consumer goods, financial services and professional services.
Additionally, Ms. Feldman has served on boards of directors for professional and community organizations, and as a partner in an entrepreneurial philanthropic venture aimed at improving the educational impact for at-risk youth.
With two decades of expertise and a solid track record in thought leadership and the creation of leadership and talent development solutions, Ms. Feldman is a key contributor to the development of several firm-wide solutions. She has created programs for the leadership pipeline, succession planning, talent review, mentoring, career management and leadership development.
Ms. Feldman holds a master’s degree in human development from Saint Mary’s University of Minnesota, and a bachelor’s degree in accounting from the University of Minnesota. She also received formal Coaches’ Training through the New Ventures West “Coaching to Excellence” program and is a Minnesota State Licensed Psychologist.
© 2009 Korn/Ferry International
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Associate Vice President ResearchKorn/Ferry Leadership and Talent Consulting
Ken DeMeuse Ph.D.
Kenneth P. De Meuse (Ph.D.) is Associate Vice President of Research at
Korn/Ferry Leadership and Talent Consulting. Previously, he was on the
faculties at the University of Wisconsin – Eau Claire, Iowa State
University, and the University of Nebraska at Omaha.
Dr. De Meuse has published numerous articles on employee attitudes
and organizational behavior in several leading professional journals. His
most recent book entitled, FYI for Talent Engagement: Drivers of Best
Practice for Managers and Business Leaders, was published in 2009. He
has appeared on ABC News, CNN, AP Radio, and National Public Radio
and has been featured in national publications such as The Wall Street
Journal, BusinessWeek, Fortune, U.S. News & World Report, The New
York Times, and USA Today for his expertise on the impact
organizational change has on the workforce.
More than 100 universities and 175 corporations have contacted him
regarding his research work in this area. Dr. De Meuse received his
Ph.D. in industrial/organizational psychology from The University of
Tennessee.
© 2009 Korn/Ferry International
DirectorIntellectual Property
Development
George Hallenbeck is Director, Intellectual Property Development for
Korn/Ferry Leadership and Talent Consulting. He is responsible for the
development of intellectual property that supports Leadership and
Talent Consulting’s service offerings and commercial products. He is
co-author of the Lominger publication Interviewing Right: How Science
Can Sharpen Your Interviewing Accuracy. He also has expertise in the
development of intellectual property in the areas of succession
planning, coaching and 360° feedback.
Prior to Joining Korn/Ferry Leadership and Talent Consulting, George
spent eight years as a consultant specializing in executive assessment
and has conducted hundreds of candidate interviews to assist clients
with their hiring and promotion decisions.He also has extensive experience as an executive coach and has
designed and implemented several training courses on leadership
and interpersonal skills. He has worked with a variety of industries
including manufacturing, finance, defense and professional sports.
He has an MS and Ph.D. in industrial and organizational psychology
from Colorado State University.
George Hallenbeck, Ph.D.
Korn/Ferry Leadership and Talent Consulting
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