Karol M. Wasylyshyn, Psy.D. November 18, 2016 Philadelphia, PA

Slides:

Advertisements

Similar presentations

1 Performance Assessment Process: The Reviewer’s Perspective May 2014.

Advertisements

Close Hold – Company Confidential – Not for Distribution Engagement Every Day: 2011 Engagement Survey – List of Q12 & SAIC-specific 2011 Engagement Survey.

WHAT DOES LEADERSHIP MEAN TO YOU?. ● Defining leadership while incorporating qualities that a leader should exemplify ● Identifying ways to shift our.

MANAGEMENT OF SMALL/MEDIUM FIRM Paweł Bilski Piotr Mazur Paulina Wawryca.

Dr. Ken Magdaleno CLEAR Executive Director.  Overview of CLEAR’s Mentoring Program  Why Mentoring?  Developing an Effective Mentor-Protégé Relationship.

Transformational Leadership November, 2013 Andrew C. Sekel, Ph.D.

Who is a mentor? Who is a mentor?  A mentor is someone who has been there, done that, learned from the experience and is willing to share.  A mentor.

HIRE Experience ! Sacramento Professional Network 1 3 Steps to a Flawless Informational Interview November 26, 2013.

What People Really Buy Checklist and Useful Information © ROM Consultancy Ltd 2011.

Karol M. Wasylyshyn, Psy.D February 2015 Philadelphia, PA - USA San Diego, CA - USA What Senior Business Leaders Want from Executive Coaching: Ensuring.

Carol J Geffner, Ph.D. President Newpoint Healthcare Advisors Changing Your Executive Leadership Capabilities to Meet New Challenges Facing Hospitals.

SESSION TWO WORKBOOK Excelsior Decisions and Notes for Modules 1 – 5 BSMARTer Business Simulation Management and Relationship Training.

Overview NIATx Milestones and Forming a Change Team.

PEM PAL, Moldova Dobrinka Mihaylova.  The role of internal audit in improving governance in the public sector  Why managers should care about internal.

Accord Management Systems, Inc. Global Leader in Organizational Development Accord Management Systems, Inc. Global Leader in Organizational Development.

Retaining your Employer Relationships January 10, 2013 Katherine McCary Martha Artiles Managing Partners C5 Consulting, LLC 1.

© 2008 Ira Greenberg Designing a Strategic Travel Management Program Presentation to: The Philadelphia Business Travel Association May 22, 2008 Ira Greenberg.

Richard K. Davis Chairman, President and CEO November 1, 2011 Richard K. Davis Chairman, President and CEO November 1, 2011.

Gallup Q12Yes/ No Do you know what is expected of you at work? Do you have the materials and equipment you need to do your work right? At work, do you.

Speed Round Rethinking Job Descriptions: How to Manage Expectations Up Front Rethinking Job Descriptions: How to Manage Expectations Up Front.

COACHING FOR EFFECTIVE LEADERSHIP Beth Norden. What is Coaching? It’s a methodology for developing self and others so that people are more effective and.

Why Have Good Relationships?

Nottinghamshire Health & Wellbeing Board Peer Challenge Cathy Quinn Associate Director of Public Health.

Think, Plan, Grow!™. Why collaboration will rule our world in professional services? What does true collaboration look and feel like? Is your organization.

John Roberts Executive Coaching Leadership Interactions One to One and One to Many consulting to achieve individual and team success through: Individual.

© Robert E. Logan Review Resource Refocus Reflect Relate COACHINGCOACHING QUESTIONSQUESTIONS.

Leadership Development -- “Executive” Coaching Our Experiences and Opinions.

Iowa Administrators Association and PLS 3 rd Learning A conversation with Steve Barkley Facilitators: Dana Schon, School Administrators of Iowa Margaret.

PACE BDC MENTORING TRAINING PROGRAM FOR CLIENTS AND MENTORS PACE All Rights Reserved

Overview Key Roles and Starting a Change Team. Executive Sponsor Vision –Provides a clear link to a strategic plan –Sets a clear aim for the Change Project.

Levels of Power. Who am I? Greg Martin, Owner, Martin Leadership & Management Development, LLC

Presentation to the Board and Strategic Leadership Seminar Capacity building for an effective Board CS Caroline Kioni 9 th July 2015.

Guardians and Warriors: HR’s Role in Company Culture.

Unit II – Leadership Skills Chapter 3 - Motivation Section 2 – Coaching and Mentoring.

Personal Development Classes

2016 IABA FOUNDATION ACTUARIAL BOOTCAMP the mentor-mentee relationship

Professional Relationships Important to Construction Firms The Value of Professional Surety Bond Producers © Copyright 2017 NASBP.

Karol M. Wasylyshyn, Psy.D. October 27, 2015 Philadelphia, PA

Professional Relationships Important to Construction Firms The Value of Construction-Oriented Certified Public Accountants © Copyright 2016 NASBP.

2014 IABA FOUNDATION ACTUARIAL BOOTCAMP Let’s talk about mentoring

Generating Referrals through Centers of Influence

Alfonso Bucero, PMP, PMI-RMP, PFMP, PMI Fellow Managing Partner

THE Financial Services NETWORK Planning for Next Season –

Implementing a coaching/mentoring scheme

Senior Honors Thesis Program

5 Concerns regarding Workers’ Compensation

MENTORING PROGRAM 2016.

Paradoxes, watchdogs and sounding boards Mark Benton October 2017

MPA Alumni mentor Program:

Website: Contact No: ID:

EXECUTIVE PROTECTION SECURITY SERVICES IN LAS VEGAS EXECUTIVE PROTECTION EXECUTIVE PROTECTION SECURITY LAS VEGAS.

A confidential listening and information service

EMPLOYEE ENGAGEMENT SURVEY RESULTS

Encourage students to greet other students beside/behind them

Long Years’ Journey into Executive Development at a Fortune Company

Karol M. Wasylyshyn, Psy.D.

Coaching Up, Down and Across Tim Pickering, IPM

Merchant Services Essentials Training Module 5 Staying Involved.

Navigating Partnerships

Senior Honors Thesis Program

What previous research tells us about what works .

Building Your Advocacy Team and Developing Your Strategic Outreach Action Plan PATRICIA HENNESSY HENNESSY CONSULTING GROUP

Portfolio Packet Notes

Learning together in Aberdeenshire

How to maximise your effectiveness as a Company Chairman: The 6 areas of responsibility © ROM Consultancy Ltd 2012.

SDHR Forum Peter Kim VP, Culture and Counsel.

Volunteer Leadership Program

Presentation transcript:

Karol M. Wasylyshyn, Psy.D. November 18, 2016 Philadelphia, PA McNulty Leadership Program at Wharton Coaching at the Top: The Trusted Leadership Advisor (TLA) Role Karol M. Wasylyshyn, Psy.D. November 18, 2016 Philadelphia, PA

TRUSTED LEADERSHIP ADVISORS (TLAs) FOR SENIOR EXECUTIVES -- REALLY?! “My CEO peers say that if we don’t have someone like you, we just don’t have all the resources we need to do these jobs.” -- Ellen J. Kullman Former Chairman and CEO, Dupont

TRUSTED LEADERSHIP ADVISOR (TLA) Definition: An executive coach who has completed a successful coaching engagement with a senior business leader, formed a deep bond of trust and mutual respect with this executive, and has been invited by that leader into a longer-term consulting relationship. The trusted leadership advisor (TLA) integrates all previous knowledge of and experience with the executive to advise on leadership issues and is committed to ensuring the continued effectiveness of this client.

How does a trusted leadership advisor (TLA) relationship get started? QUESTION: How does a trusted leadership advisor (TLA) relationship get started?

How does the TLA ensure the value of this relationship? QUESTION: How does the TLA ensure the value of this relationship? • Constructive triangulation • Gauging continued progress

Visual Leadership Metaphor (VLM)™

Visual Leadership Metaphor (VLM)™

Visual Leadership Metaphor (VLM)™

How does the trusted leadership advisor (TLA) manage confidentiality? QUESTION: How does the trusted leadership advisor (TLA) manage confidentiality?

How do trusted leadership advisors (TLAs) bill for such engagements? QUESTION: How do trusted leadership advisors (TLAs) bill for such engagements?

A Trusted Leadership Advisor (TLA) Integrated Practice Model

Using the Trusted Leadership Advisor (TLA) Integrated Practice Model

VALUE OF THE TRUSTED LEADERSHIP ADVISOR (TLA) “People think these CEO jobs are glamorous but they’re not glamorous. These jobs are about people coming and dropping one turd after another outside my door and your job, Karol is to make sure I don’t step in them!” -- Pierre Brondeau Chairman and CEO, FMC

?????????????????????????? Q & A

Website: karolwasylyshyn.com CONTACT INFORMATION Karol M. Wasylyshyn, Psy.D. (WA-SA-LISH-IN) Email: kwasylyshyn@erols.com Phone: 1 215 627 0855 Website: karolwasylyshyn.com