1. April 3, 2012 INTEGRATED LEADERSHIP INC. CREATING PEAK EXPERIENCE FOR PEAK PERFORMANCE Can You Change the DNA of Your Organization through Coaching?

2. Agenda 2 Introduction Identify internal coaching capability Review the business case for building manager coaching capability Determine when and how to build internal capability Showcase solutions Building internal executive coaching capability Q&A

3. Objectives At the end of the session you will be able to: Understand how coaching drives performance Describe the elements of how to embed coaching into your current culture Describe when to use internal and external coaches

4. Background Lisa Danels Founder Integrated Leadership Inc. Integrated Leadership Inc. is a human capital consulting firm that enables organizations to reach peak performance by increasing leadership capacity. Our objective is to build leaders who are self aware and aligned with organizational goals. Leadership and Talent Strategy Leadership Programs Coaching Team Performance Performance Management

5. What are the Elements when Coaching is Embedded in a Culture? Coaching is a dominant leadership style Achieve higher levels of performance against goals Develop current and future capabilities Drive accountability Mutual respect and trust is present Belief that everyone has something to bring to the table Stake in wanting everyone to succeed Shared power in the organization Fast decision making at the right level

6. What Drives Results? Mind Set Values Beliefs/Assumptions Behavior Results Actions/decisions we take Actions/decisions we don’t take 6 The Power of Coaching

7. Internal Coaching Capability Manager as Coach HR as Internal Executive Coaches Line/HR as Group Coaches

8. Business Case Manager Impact Improved employee engagement and retention Increased productivity and results Increased accountability for managers developing talent Human Resources Increased credibility for HR as a strategic business partner Reduced reliance and cost on external coaches

9. Increased Productivity Corporate Leadership Council found: Managers greatly impact employee development by guiding employees in their development and providing ongoing support and resources. Managers can effectively develop employees through daily development activities and customized development plans. Managers, supported through training, effectively coach employees by providing ongoing developmental support, and actively participating in employee performance reviews

10. Research from Center for Creative Leadership and Cylient in 2007 on Creating a Coaching Culture 30% of respondents felt that integrating coaching with talent management was extremely important, however only 6% companies were already doing this. 26% of respondents felt that integrating coaching into leadership development was extremely important, however, only 7% of companies were already doing this. 29% of respondents felt that coaching becoming part of the culture was extremely important, however only 6% of companies this was present in. 30% of respondents felt that developing a coaching based leader style was extremely important, however only 6% of companies found this as dominant style. 17% of respondents felt it was extremely important that leaders become formal coaches, however, only 3% of companies found this in their culture. 13% respondents felt it was extremely important that organizations develop internal coaches, however it only exists 2% of the time.

11. Building a Coaching Culture Senior Management Act as role models Reward/punish behavior Coach Sr. Leaders on creating a coaching culture Manager Increase Manager Skill Shift Manager Mindset Improve relationship with staff Talent Practices Hold managers accountable Link to leadership programs Link to business outcomes Hire leaders who can coach Results Engaged Employees Increased Capability Improved business results Coaching Leadership Style Trust and a stronger culture emerge when you shift to coaching being embedded in your organization

12. Improving Managers Success in Creating a Coaching Culture Listening Inquiry (open ended questions) Root cause analysis Acknowledgement/Validation Manager Skill Go slower to go faster Limitation that coaching takes a lot of time Build or maintain an employees self-esteem Believe the person has the wisdom inside of them Expert in the coaching process not the content Manager Mindset Engender trust How do I build or break trust? How well do I know my staff? How honest am I with my staff? Manager/Staff Relationship

13. Challenges of Creating Coaching Capabilities in Managers Lack of Solid Foundation for Coaching Partnerships Focus on manager skill building rather then relationship building Failure to acknowledge employee motivations Overly Broad Programmatic Approaches Overly Broad Approaches to Coaching “One Size Fits All” Coaching Approach Lack of learning application and follow through Coaching Lacks Relevance to Daily Workflow Inability to blend coaching into daily work Limited tools to learn from work experiences Lack of alignment between coaching and business priorities Inability to Leverage Formal Training Leaders lack time and skill for training L&D functions do not take full advantage of all elements to change the culture Lack of time and resources to train all employees Source: CLC Learning and Development Roundtable 2007 Study Profiles of Coaching Programs and Tactics

14. Barriers to Creating a Coaching Culture Focus is placed on the improving the manager skill and not improving the employee/manager relationship Senior leaders do not “walk the talk” Current culture is negative Not trusting and open Slow decision making Power concentrated at the top Employees are not held accountable for performance Coaching is not perceived as positive Hard to measure real outcomes

15. MetLife Case Study 2010 Employee Engagement Survey Results Build a Leadership Program that Addressed Employee Empowerment Senior Leader Executive Briefing Session Phase 1: Director Level and Above Phase 2: Remainder of Management Slow Decision Making Lack of employee empowerment Pre- assessment Toolkit Post- assessment Gaming Technology Building an Empowering Culture

16. Blinded Company Case Study- Building Coaching Capability Pre-work Assessment HBR Articles Day One Role of the Manager Communicating effectively to drive engagement Setting performance standards Delegation Reward and recognition Homework Implementing action plan Reflecting daily Answering key questions Utilizing Job Aids Meeting with your Manager Day Two Building and maintaining relationships Coaching and mentoring Difficult conversations Action Planning Coaching Forums Building coaching skills Implementing action plan Process: Four 90 min sessions (one per month) October 6 – 25thOctober 26th October 27 th – November 28th November 29th January 9 th – April 15 th

17. Building Internal Executive Coaches INTEGRATED LEADERSHIP INC. CREATING PEAK EXPERIENCE FOR PEAK PERFORMANCE

18. Harvard Business Research Report Found…. Top 3 reason external coaches are engaged: 1.Develop high potentials or facilitate transition48% 2.Act as a sounding board26% 3.Address derailing behavior12% Cost of Coaching Ingredients of a successful coaching relationship The executive is highly motivated to change The right match between coach and executive Top management has a strong committed to executive developing Low $200 High $3,500 Median hourly cost of coaching $500

19. Internal Versus External Coaching Capability Use Internal Coaches Leadership level or role transition High Potential development Avoid: Performance Issues Taking over the leader’s role Ensure Internal Coaches Go through a certification process Have credibility and know the business Work across businesses to stay objective Use External Coaches when: Credibility or trust is an issue within the organization Expertise is necessary from the outside (e.g. executive presence, Limited resources are available on the inside Avoid: Long lasting relationships without outcomes Coaching different levels Ensure Coaches are: Not acting as consultants Checking in with the manager

20. Questions and Answers

21. Integrated Leadership Inc. Contact Information Contact Lisa Danels at Lisa.danels@integratedleadership.com or 1-866-436-3220 Visit our website at www.integratedleadership.com Contact Lisa Danels at Lisa.danels@integratedleadership.com or 1-866-436-3220 Visit our website at www.integratedleadership.com