BUILDING A COACHING CULTURE WITH MILLENIAL LEADERS for... · 2018-06-20 · WITH MILLENNIAL LEADERS...
Transcript of BUILDING A COACHING CULTURE WITH MILLENIAL LEADERS for... · 2018-06-20 · WITH MILLENNIAL LEADERS...
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BUILDING A COACHING CULTURE WITH MILLENIAL LEADERS
Emily Kamunde-Osoro
President
International Coach Federation Kenya Chapter
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About International Coach Federation
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International Coach Federation (ICF)
33,711
144
130
ICF Global Members
Countries
Chapters
23 ICF Years in Existence
22,271 ICF Credential Holders
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INTERNATIONAL COACHING WEEK
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Defining Coaching
• Partnering with clients in a thought-provoking
and creative process that inspires them to
maximize their personal and professional
potential
• Client-driven
• Focuses: setting goals, creating outcomes,
managing personal change
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The Coach’s Role
• Discover, clarify and align with what the client
wants to achieve
• Encourage client self-discovery
• Elicit client-generated solutions and strategies
• Hold the client responsible and accountable
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What Coaching Isn’t
• Therapy
• Consulting
• Mentoring
• Training
• Athletic Development
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The Decision to Partner
with a Coach
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Typical Reasons
• Optimize individual/team work performance (42%)
• Expand career opportunities (33%)
• Increase self-esteem/self-confidence (31%)
• Improve business management (29%)
• Manage work/life balance (27%)
Source: 2014 ICF Global Consumer Awareness Study
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Types of Coaching
• Numerous disciplines and niches; lots of overlap
• Main specialties (according to coaches) cover broad spectrum*– Leadership (23%)
– Business/organizations (15%)
– Executive (15%)
– Life vision and enhancement (13%)
• Overlap between personal and business coaching
*Source: 2012 ICF Global Coaching Study
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Investment
• Financial (average hourly fee/client type)*– Executive: $350 USD
– Business owner/entrepreneur: $220 USD
– Team leader: $170 USD
– Staff member: $120 USD
– Personal client: $120 USD
• Time/energy– Varied appointment and engagement lengths
– Readiness to commit to making real changes
*Source: 2012 ICF Global Coaching Study
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Hiring Tips
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Choosing a Coach
• Find a Coach– Free, searchable database of ICF-credentialed coaches
– Coachfederation.org/findacoach
• Geography a factor for in-person; virtual/telephonic engagements also an option
• Interview 3 coaches; request 2 references/coach
• Connection counts
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Questions to Ask
1. What is your coaching experience?
2. What is your coach-specific training?
3. What is your specialty?
4. What types of businesses do you work with most often?
At what levels?
5. What is your coaching philosophy?
6. What types of assessments are you certified to deliver?
7. What are some of your coaching success stories
(i.e., specific examples/case studies)?
8. Are you a member of ICF? Do you hold an ICF Credential?14
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What to Expect
• Written coaching agreement
• Assessments/pre-work
• Emphasis on powerful questions
• Accountability for your goals and actions
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HUMANIZING THE WORKPLACE
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Organizations are no longer assessed
based only on traditional financial
performance. They are increasingly
judged on the basis of their
relationships with their workers,
customers, communities and society
impact at large
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From Business Enterprises to Social Enterprises
2018 Human Capital Trends, Delloite
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Organizational leadership has a
fundamental role of shaping the
emotional and physical
environment in which people can
show up at their best.
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2018 TOP 10 HUMAN CAPITAL TRENDS
2018 Human Capital Trends, Delloite
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WELL BEING
Leading companies are developing strategies that address
societal concerns such as longevity and wellbeing—and
doing so in ways that help Improve productivity and
performance.
According to Delloite, the definition of wellbeing has
expanded dramatically to include arrange of programs
aimed at not only protecting employee’s health but
actively boosting performance as well as social and
emotional well being
2018 Human Capital Trends, Delloite 20
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Well being was rated among the top 10 Human
Capital Trends in 2018 by Delloite.
Driven by the always-on nature of digital
business and 24/7 working styles, studies now
show that more than 40% of all workers face high
stress in their jobs, negatively affecting their
productivity, health and family stability
WELL BEING IS A TOP LEADERSHIP
STRATEGY & RESPONSIBILITY
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WELLBEING & MILLENNIALS
2018 Human Capital Trends, Delloite
According to Delloite’s Millennial survey, a
majority of surveyed millennials in 19 out of 30
countries report that they do not expect to be
‘happier’ than their parents
Well being benefits are particularly important to
younger employees
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WELLBEING & MILLENNIALS
2018 Human Capital Trends, Delloite
Millennials who now make up half of the workforce
in many countries, spend almost twice as much on
“self-care” as baby boomers do
This has fed the growth of consumer apps (available
as employer programs) for
mindfulness,
cognitive-behavioural
Online personal and professional coaching
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THE WELL-BEING REVOLUTION IS A GAME
CHANGER
This age of complexity is prompting us to ask
new questions about what it means to be
human.
When we open our hearts and minds to these
questions, we learn to be more purposeful,
empowered, connected and whole.
We are in the midst of a revolution where well-
being values are altering how we live and work.
Coaching World Newsletter Issue 20 Nov 2016
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ARE LEADERS READY?
“the ability to lead well-being is an increasingly
critical competency for leaders”
“Institutions, organizations & communities are the
mirrors of how we think and what we value”
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USING WELL-BEING A STRATEGIC RESOURCE
I seek to live an integrated, functional life today, rather
than putting such goals off to an indeterminate future.
A deeper drive for health and sustainability guides my
pursuits as a leader and human being.
I take time to renew my mind, body and spirit so I can
use my health and well-being to function optimally.
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2
3
Top 7 Critical behaviors identified by leaders
Coaching World Newsletter Issue 20 Nov 2016
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Humor and joy are part of my leadership repertoire.
During times of high stress, I maintain inner composure,
self-control and level-headedness, instead of lapsing into
rash reactions, lashing out at others or other unproductive
behaviors.
I meet the many demands of my life and leadership with a
sense of ease and deep satisfaction.
USING WELL-BEING A STRATEGIC RESOURCE
Top 7 Critical behaviors identified by leaders
I recognize my personal signals of stress and work smart to
forestall burnout.4
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6
7
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BUILDING A COACHING CULTURE
WITH MILLENNIAL LEADERS
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Millennials (born 1983-1996) makes up the largest
part of the U.S. workforce.
Millennials are also predicted to make up half of the
global workforce by 2020
Mass retirement of Baby Boomers and inadequate
succession planning present an opportunity for
coaching in the workplace.
Global ICF & HCI Research 2018
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More than 60% the population in Sub-Saharan Africa
is under the age of 25 (World Economic Forum)
Africa has a very small proportion of younger leaders
between 35 and 55.
Paradoxically, the continent has the youngest
population in the world, with a median age of 19.5
years according to the U.N.
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10 Youngest Populations are all in Africa
Median Age,2015
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Sub-Saharan Africa’s demographic structure
World Economic Forum 2017
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UNDERSTANDING THE NEEDS &
VALUES OF MILLENNIAL LEADERS
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GENERAL SIMILARITIES & DIFFERENCES IN
WORK PREFERENCES
Respondents from a variety of seniority levels and age groups
report that developmental opportunities and flexible
work arrangements are the most appealing benefits and
workplace characteristics
Male respondents appear to be looking for feedback and
recognition more so than female respondents, while female
respondents find flexible work arrangements attractive.
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GENERAL SIMILARITIES & DIFFERENCES IN
WORK PREFERENCES
Generation X and Baby Boomer employees place a high priority
on work flexibility
Millennials strongly prefer developmental and advancement
opportunities as they grow in their career.
There are no meaningful differences for feedback and
recognition (commonly considered strong needs for Millennials)
among the age segments in this study
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Employers should focus on developing
their employees and creating
opportunities for advancement while
allowing flexible work, as these would
have the greatest impact on individuals
of all ages.
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Which of the following organizational characteristics/activities most
appeal to you? (Select your top three; displayed by generational segment.)
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DEVELOPING YOUR MILLENNIAL FIRST
TIME MANAGERS
Research found that individual contributors
become first-time people managers between the
ages of 31 and 35.
More than half of Millennial respondents in
management/leadership roles have been in that
role for five years or less.
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TOP 3 WAYS ORGANIZATIONS ARE ATTRACTING,
DEVELOPING AND RETAINING EMPLOYEES AGED
21 TO 35
1. Flexible work arrangements
2. Developmental opportunities
3. Recognition opportunities
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COMPETENCIES & SKILLS FOR FIRST TIME
PEOPLE MANAGERS
Top 3 Competencies & Skills for First Time
People Managers
1. Coaching & Developing Others (44%
2. Engaging and inspiring (41%)
3. Having Emotional Intelligence (35%)
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Competencies & Skills for First Time People Managers
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Most frequent development methods offered
for First Time Managers
1. Face time with senior leaders (52%)
2. E-learning (45%)
3. Classroom training (40%)
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FIRST TIME PEOPLE MANAGERS DEVELOPMENT
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Available opportunities for first time managers
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COACHING OPPORTUNITIES FOR MILLENNIALS
Only 20% of organisations offer First time
Managers the access to a professional coach
However the higher the percentage of Millennials
(and younger leaders) working inside the
organization, the more likely the employer is to
provide access to a professional coach
practitioner
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Has your current organization provided you
with access to a professional coach practitioner?
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What are the circumstances that led you to
partner with a professional coach?
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BUILDING A COACHING
CULTURE
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Strongly/somewhat agree that employees value coaching.
Strongly/somewhat agree that senior executives value coaching
Managers/leaders (and/or internal coaches) received accredited coach-specific
training.
Coaching is a fixture in the organization with a dedicated line item in the
budget.
All employees in the organization have an equal opportunity to receive
coaching from a professional coach practitioner.
All three coaching modalities (internal coach practitioners, external coach
practitioners, and managers/leaders using coaching skills) are present in
the organization.
Criteria used to assess organization’s
coaching culture
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Strong coaching culture composite with percentage of
respondents who indicate the presence of each criterion.
These criteria are most often met at medium-
sized companies; organizations with 5,000-
10,000 employees have the highest rate of strong
coaching cultures.
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THE VALUE OF A STRONG COACHING
CULTURE
1. a strong coaching culture positively correlates with
higher employee engagement and stronger financial
performance.
2. Organizations with strong coaching cultures report
that 61% of their employees are “highly engaged,”
compared to 53% from organizations without strong
coaching cultures
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THE VALUE OF A STRONG COACHING
CULTURE
3. 46% of respondents from organizations with strong
coaching cultures report their 2016 revenue to be
above their peer group, compared to 39% from all
other organizations
3. Organizations with strong coaching cultures report
that 61% of their employees are “highly engaged,”
compared to 53% from organizations without strong
coaching cultures
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Highly engaged employees by
coaching culture.
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2016 revenue growth in relation to industry
peer group by coaching culture.
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THE BUDGET FOR COACH TRAINING
51% of organizations in our survey have a
dedicated line item for coaching in their training
budget, up from 31% in 2016
Organizations with a strong coaching culture are
almost three times more likely to have coaching
as a line item in their budget (95% versus 32%
from all other organizations).
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THE BUDGET FOR COACH TRAINING
Overall, organizations allocate 37% of their
training budget for coaching initiatives.
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Which modalities are available for each of
the following employee segments?
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76% percent of organizations with strong coaching cultures use all
three modalities, while one-third (37%) of other organizations use
all three
65% percent of organizations indicate that they intend to
expand the scope of managers/leaders using coaching skills in
the next five years
As the presence of managers/leaders using coaching skills
becomes more mainstream, the proportion of organizations that
say they plan to increase scope is down from 81% in 2014 and
73% in 2016.
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COACHING MODALITIES AT THE WORKPLACE
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RECOMENDATIONS
1. Understand a multi-generational workforce to
address their development e.g providing flexible
working arrangements
2. Make professional coach practitioners available to
managers and leaders.
3. Train Managers and Leaders to use Coaching Skills
4. Build a coaching culture for engagement and
performance
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Young Leaders aren’t that
bad, and old leaders aren’t
that good John Maxwell
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QUESTION AND ANSWER
SESSION
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