Recruiting Solutions Global HR Symposium HRBP Coaching Day May 16 th, 2013

Road Map  Welcome  Key Note  Overview of Coaching  The How of Coaching  Lunch (45 Minutes)  Guest Speaker: Shannon Stubo  The What of Coaching  Coaching Reflection  Making This Real: HRBP Application  Next Steps

Welcome Johanna Jackman, HR Director, G&A 3

Definition of Coaching 4 How our Managers may initially define…. How we are defining in ManageIn and today… Facilitating another’s learning, performance, and development, with a goal to increase both the awareness and the responsibility of the person being coached. A successful Coach will be…  Unlocking and leveraging a person’s potential to maximize their own performance  Helping a person through significant transitions in the way they need to work or think LinkedIn Confidential ©2013 All Rights Reserved

Coaching is “Partnering with clients in a thought- provoking and creative process that inspires them to maximize their person and professional potential.” The International Coach Federation 5

Your Value and Impact as Coaches Pat Wadors, SVP of HR 6

Coaching Overview Patty Burgin, SeattleCoach Amy Brown, SoDo Consulting

The world has changed. Human neurobiology, not so much.

 What do you notice in the skiier’s process towards “safe enough”?  What do you hear in the energy of the coach in the background?  Anything else? 9

Take a full minute to think of an idea about which you are really enthusiastic. (Include lots of specifics!) An initiative at LI A great weekend away with someone you love to be with A vacation or adventure you’re planning ”I’ve Got An Idea!” (Part I)

In groups of three, identify three roles:  Presenters: Your job is to present your cool idea. Continue presenting for about three minutes while your partner/friend/colleague responds based on the card handed to him/her.  Responders: You are the Presenter’s partner/friend/colleague. Your job is to respond to the Presenter by following the instruction cards that are handed to you by the Dealer.  Dealers: Your job is to quietly select instruction cards and hand them to the Responder every thirty seconds or so, making sure the Presenter does not see the cards. There will be three rounds, 2-3 minutes each and then debrief together for 2-3 minutes. ”I’ve Got An Idea!” (Part I)

Debriefing Questions for Presenters:  What happened to you viscerally?  What thoughts and judgments about your Responder did you have?  What else did you notice? ”I’ve Got An Idea!” (Part I)

The Core Four: Play Card #1 Respect Slow down, ask more questions Energy Get more aware, less reactive Acknowledgment People are hungry for this Listening Beyond the words 13

Debriefing the Demo  How and where to you observe the Core Four?  How did the Core Four “tee up” the conversation? 14

Take a full minute and recapture your idea—in your heart, your head, your intuition. Recapture the specifics. In groups of three, do three rounds again: 5 minutes each and 3 miniutes to debrief with each other about what happened:  Presenters: Your job is to again present your idea. Continue presenting for about three minutes while your partner/friend/colleague responds based on the card handed to him/her.  Responders: You are the Presenter’s partner/friend/colleague. Your job is to listen and respond to the Presenter by being the best coach you can be. Try to practice “The Core Four”. The Dealer will use his/her own coaching intelligence to hand you idea-cards. Do what’s on each card.  Dealers: Your job it to quietly select idea cards and hand them to the Responder in a way that you think will build their alliance with the Presenter. It doesn’t have to be a rapidly as before. Again, make sure the Presenter does not see the cards. ”I’ve Got An Idea!” (Part II)

Debriefing Questions for Presenters:  What happened viscerally?  What thoughts and judgments about your Responder did you have?  What else did you notice? Debriefing Questions for Dealers:  What did you notice as you watched the interaction? What did you want to see more of? Less of? Debriefing Questions for Responders:  What did you try? What did you learn? ”I’ve Got An Idea!” (Part II)

Use the Core Four to “tee up” a solid coaching conversation: [] Create an alliance/agreement [] Find the agenda/identify some outcomes 17

Try it! In groups of 3-4: A new leader has experienced some setbacks, and her confidence is shaken. You find out that she is embarrassed and defensive about her experience of leading meetings with her team.  How could you begin to create an alliance with her?  How could you begin to collaborate with her on an agenda/outcomes for the coaching conversation? 18

19 Lunch 45 Minutes

Coaching from a Leader’s Perspective Shannon Stubo 20

The How and the What of Coaching: Together Patty Burgin Amy Brown 21

Play Card #1 (flip side) 22 Active Curiosity Agenda & Outcomes Active Challenge The Coaching Dynamic

Coachable Issues Your Voice 23

LinkedIn Coaching Framework: The GROW model 24 REALITY Who/what/where/ how much? WILL Clarity/commitment /support OPTIONS What’s possible? GOAL Establishing rapport and purpose GOAL - what do you want? REALITY - what is happening? OPTIONS - what could you do? WILL - what will you do?

DOERS DISCUSSERS ANALYZERSINNOVATORS Patricia Burgin, MA,

DOERS DISCUSSERS ANALYZERS INNOVATORS 1.What is it like in your corner? 2.What are the communication/leadership advantages of your group’s default approach? 3.Where do you need help when it comes to collaboration or delegation? 4.What’s the secret to involving you? 5.What’s the secret to giving you feedback? Patricia Burgin, MA,

Finding Your “Growing Edge” as Coaches 27 Q. What will make your group brilliant as coaches? Q. What will make you annoying as coaches? Q. More of? Less of? Same as? Q. What might be a personal growing edge?

Working with your own growing edge as a coach  Find a trusted partner to coach you for 8 minutes  Identify your personal growing edge: “When I get better at…  Focus on one skill and several benefits of improving it  The coaching partner creates an alliance, finds the focus and priactices using the GROW play card  Debrief and switch 28

Bringing It All Together  Key Skills as an HRBP and Coach: –Self Management –Being a steward of your agenda, your judgments and your triggers –Stating intention around “I’m putting on my coaching hat” –Deepening understanding in HRBP Coachable Issues 29

Finding an Accounability –Get back with your trusted partner/coach –“Clients”, identify a coaching conversation that you’d like to have as an HRBP before Friday, June 7 (with you as coach) –“Coaches”, using your play cards, work with your “client” for 8 minutes and find them to find answers to these three questions:  What will you do?  When will you do it?  How will I know? –Debrief and switch roles Group debrief  Fill in next steps per JJ 30

You can find links to resources, a coaching bibliography and tools we’ve introduced today at: More Resources Patty Burgin: Amy Brown:

THANK YOU! 32