EUMA Training Day Budapest, Hungary, 25 March 2005 EUMA Training Day Programme The Management Assistant is a hidden leader Budapest, Hungary 25 March 2006 Elisabeth DURAND-MIRTAIN Deputy Executive Chairman

EUMA Training Day Budapest, Hungary, 25 March 2005 GROUP ENERGY AND REAL RESULTS EUMA Training Day The Management Assistant is a hidden leader This Training Day based on story telling, interactive exercises, participative work methods and lively dialogues with the objective to learn from one's own and others experience. is proposed by

EUMA Training Day Budapest, Hungary, 25 March 2005 Consulting and training company specializes in releasing and focusing tied-up energy in organizations. Innovation related consulting, training and coaching to help organizations feel and perform better. Using a participative approach that creates insights and inspires enthusiasm and commitment to new corporate models Inno Inno (Innovation, Enthusiasm, Inspiration) Tiimi Tiimi (Team or Group) Offices - Established HQ in Finland (near Helsinki), - subsidiaries in Sweden and France Personnel 50+ appr. 40 consultants in Finland others in Sweden, Norway, Germany, Holland, Hungary and France Key clients Large companies and organizations in different fields GROUP ENERGY AND REAL RESULTS

EUMA Training Day Budapest, Hungary, 25 March 2005 Leadership Meeting facilitation Assessments Innovation Team Development Coaching Consulting Training Innotiimi’s Core Competencies Learning Change

EUMA Training Day Budapest, Hungary, 25 March 2005 The Management Assistant is a hidden leader Content of the Training Day Developing Leadership skills Steering Coaching Making interventions

EUMA Training Day Budapest, Hungary, 25 March 2005 The Management Assistant is a hidden leader What Type of leadership do we need? When you know –Solving the problem Deciding, telling, selling Controlling –Coaching Asking questions Helping other(s) solve the problem Support learning When you don’t –Leading the problem solving process Clarifying Goal(s) Involving, including Finding expertise Structuring problem solving process, Facilitating Committing to Implementation Horizontal information flow

EUMA Training Day Budapest, Hungary, 25 March 2005 The Management Assistant is a hidden leader “Steering” means taking care of the process Sometimes the hidden leader needs to steer actions in the human ”system” that they are part of Steering helps:  to express the issue  to describe concretely the situation and events that show the issue  to find the ideas together so that concrete next steps can be taken

EUMA Training Day Budapest, Hungary, 25 March 2005 The Management Assistant is a hidden leader Coaching and intervening – target driven Taking a leadership role means taking care of targets 1.Defining the target 2.Self-leadership – how can I interact with others? 3.Intervention – what can we do about it? Are people doing the right things and working in the right direction? Leading the process in a hidden way means: encouraging people’s own thinking, empowering Coaching people Target Present state

EUMA Training Day Budapest, Hungary, 25 March 2005 Hidden leadership by coaching When a hidden leader is not ”the boss”, nor a specialist, neither a controller, then the coaching attitude is his/her only possibility to act. Coaching is supporting people in what they do. The leaders first and foremost tools are not ing or excel-controlling but connecting with people. Raising these questions is the work of a leader What can they leave aside – according to the strategy? Are they presently following the right direction, or the old paradigm? Do they do the right work? Where is their focus? What is unnecessary?

EUMA Training Day Budapest, Hungary, 25 March 2005 The Management Assistant is a hidden leader Coaching is a special way of dialogue where… the focus is on what and how the other one connects with the situation there is a need to have a target oriented dialogue about a certain topic or problem people are helped to see their own situation more clearly the other one’s ideas and skills are supported, so that she/he feels more capable of taking the next step people are supported or facilitated in learning instead of teaching them Listening Reflecting Asking questions

EUMA Training Day Budapest, Hungary, 25 March 2005 Discuss observable behaviour - no own judgements Keep self-esteem in the learning zone Connect the feedback into an important issue of the organisation (values, strategy, action plan, etc.) Remember commitment - plan together Plan the feedback session Opening, Positive things Things to be corrected Agree on next steps & follow-up Summary (something positive) Follow-up Remember positive feedback in case of even a minor improvement Re-discuss in case of no improvement The Management Assistant is a hidden leader Making Interventions Corrective/Constructive Feedback - “Golden rules”

EUMA Training Day Budapest, Hungary, 25 March 2005 The Management Assistant is a hidden leader Organisation of the Training  Story telling: relating to our own experience  Learning Café: Interactive sessions, learning from each other  Coaching each other: trying out the skills learned during the day  Ideas: for the next step at your practical work Pre-worshop assignement Participants are supposed to bring with them 1-2 examples of ”hidden leadership of an assistant”, out of their own daily work. Dialogues and the art of learning together will be based on the participants own experiences. A quickhelp guide to ”OPERA”, a participative leadership process developped by INNOTIIMI, will be sold to the participants at the training day (25 €).

EUMA Training Day Budapest, Hungary, 25 March 2005 About INNOTIIMI Trainers Perttu Salovaara (Finnish) is a senior consultant and coach and has worked with the firm since Today he is leading Innotiimi’s international efforts in Hungary. He does work in team building, team leader or internal coach coaching or training. Cooperation and communication skills, diversity, handling difficult situations, conflicts, self-management and coaching skills are themes that he works with. Perttu has a solid academic background with a MA in philosophy and a minor in psychology. He has “leadership” experience working with many organisations in Northern Europe. Andrew Prior (Scottish) is a senior consultant and has worked with the firm since Today he is leading Innotiimi’s French team. Before he worked in large multi-cultural corporations carrying out cross functional management and leadership roles. He develops group energy and enthusiasm for organisational challenges. He helps people to learn leadership skills such as steering, coaching and interventions. Andrew has a degree in engineering and an MBA specialised in Innovation and entrepreneurship. He has “leadership” experience working with organisations in Europe and the USA.