1. Talent Development Leadership Academy—Session #3 Talent Development & Coaching March 17, 2016 Dr. Frank Benest frank@frankbenest.com Eileen Beaudry eileenbeaudry@gmail.com

2. Overview  TED.com video “The Puzzle of Motivation”  One action to promote employee engagement  Myers-Briggs  Exercise --“A Supportive Person in My Life”  Demonstration--How to conduct a development conversation & critique

3. Overview (con’t)  Practice round  Guest presentation—Greg Larson  Reaction panel  Debrief info interview  Team meetings

4. 3 Reactors for today

5. Daniel Pink

6. Engaging Employees  Debrief one new action to better engage direct reports or co-workers  What did you try out?  How was your action received?  How did it feel?

8. First Goal for Today  Recognize and Appreciate Your Natural Preferences & Those Different from Yours  What is a Preference…?

9. It’s about How We See Differences  Natural  Beneficial  Necessary  Crucial

10. Difference / Diversity  Genetics  Biodiversity  Agriculture  Finances  Global Business  Teams  Your Team 10

11. Read Outloud Different Drums Different Drummers Honoring Diversity 11

12. Only ONE Lens to Self-Awareness YES  Innate Preferences  Core Motivations  Internal Compass NO  Not boxes for us all  All those of one type are the same  Skills/Aptitude 12

13. Katherine Briggs & Isabel Myers 13

14. Carl Jung - Swiss Psychiatrist 1875 –1961 Differences among people are not random. They form patterns -- types. Psychological Types, 1921

15. 4 Pairs of Preferences Introversion Sensing Thinking Judging Extroversion INtuiting Feeling Perceiving

16. Background 4 Pairs of Preferences Carl Jung 1875-1961 Theory / Model E or I S or N T or F J or P Myers-Briggs 1940s A or B? MBTI SurveyInstrument 16 Myers- Briggs Types Keirsey/Bates 1984 4 Temperaments

17. We all use all preferences. But usually not with equal comfort. “Which of these two best describes your natural preference?”

18. INTROVERT or EXTRAVERT Where do we get our energy?

19. Extravert

20. Introvert

21. Where do we get our energy? Introversion  Reflection  Inward  Privacy  Concentration  Few  Think to themselves  Think-Do-Think Extraversion  Action  Outward  People  Interaction  Many  Think outloud  Do-Think-Do

22. We all use both preferences… But usually not with equal comfort. Which of these two best describes your natural preference? Remember!

23. Humorous dialogue

24. SENSING or INTUITIVE How do we take in Information?

25. How do we take in information? Sensing  Facts  Realistic  Specific  Present  Keep  Practical  What is Intuiting  Ideas  Imaginative  General  Future  Change  Theoretical  What could be

26. We all use both preferences… But usually not with equal comfort. Which of these two best describes your natural preference? Remember!

27. Humorous dialogue

28. THINKING or FEELING How do we evaluate information and make decisions?

29. How we make decisions Thinking  Head  Detached  Things  Objective  Critique  Analyze  Firm but fair Feeling  Heart  Personal  People  Subjective  Appreciate  Understand  Merciful

30. We all use both preferences… But usually not with equal comfort. Which of these two best describes your natural preference? Remember!

31. Humorous dialogue

32. JUDGING or PERCEIVING How do we deal with the external world, deadlines and closure?

33. How we deal with external world deadlines, closure Judging  Organized  Decision  Control  Now  Closure  Deliberate  Plan Perceiving  Flexible  Information  Experience  Later  Options  Spontaneous  Wait

34. We all use both preferences… But usually not with equal comfort. Which of these two best describes your natural preference? Remember!

35. Humorous dialogue

36. Self-Assessment Reported Type and COMPARE

37. Your Leadership Style via Lens of Myers Briggs 3 KEYS of Leadership  Setting Direction  Inspiring Others  Mobilizing the Accomplishment of Goals  Your preferences bring assets and challenges to your Leadership Style

38. Homework for Today  Read your Communication Style Report, esp. last page “Communication Tips;” and your Leadership Profile  Select one item to focus on  Reply to email from Eileen with your Tip Practice between now and next session  Report out next session

39. Background 4 Pairs of Preferences Carl Jung 1875-1961 Theory / Model E or I S or N T or F J or P Myers-Briggs 1940s A or B? MBTI SurveyInstrument 16 Myers- Briggs Types Keirsey/Bates 4 Temperaments 1984 16 Portraits

40. The Four Temperaments Guardians - SJ Duty Seekers Rationals - NT Knowledge Seekers Idealists - NF Ideal Seekers Artisans - SP Action Seekers

41.  Motivated by a need to be useful and of service  Value the traditions, customs and laws of society Guardians (SJ) Duty Seekers

42. Knowledge Seekers  Motivated by a need for knowledge and competency  Value the theoretical and the powers of the mind Rationals (NT)

43. Ideal Seekers   Motivated by a need to understand themselves and others  Value authenticity and integrity; strive for an ideal world Idealists (NF)

44. Action Seekers  Motivated by a need for freedom and need to act  Value living in the moment, the here and now Artisans (SP)

45. Temperament Group Exercise  What strengths do we bring to the collective?  What do we need from others, in order to contribute our strengths most successfully and really shine?  What challenges you about other temperaments (pet peeve)?

46. Talent Development  As a leader, why focus on talent development?

47. Becoming a Great Coach  How to conduct a development conversation

48. “A Supportive Person in My Life” 1. Go to worksheet 2. Complete worksheet individually 3. Share in pairs 4. Report out and identify themes in large group

49. Development Conversation  A development conversation is an informal discussion with your boss, colleague or friend that provides an opportunity for you to explore your hopes & dreams, receive feedback & enlist support or assistance

50. Premises of Development Conversations  Goal: Accelerating Everyone’s Development  The Employee’s Responsibility  The Agency’s Responsibility  The Role of Supervisors & Managers  The Importance of Development Conversations

51. Premises (con’t)  Difference Between Mentoring & Coaching  Who Can Serve as a Coach?  A Focus on Hopes & Dreams  Difference Between Development Conversation & Performance Review  Incorporating Development Conversations into Everyday Work

52. The Coaching Model* 1. Ask “What are your hopes?” Focus on hopes and dreams, not challenges or problems Probe what truly interests the person and most importantly why * Developed by Don Maruska, Director, Cal-ICMA Coaching Program

53. The Coaching Model 2. Uncover the real issues What stands between the person where he or she want to be? What issues or obstacles need attention? Actively listen and paraphrase what you hear to help the person identify key issues

54. The Coaching Model 3. Explore options What choices does the person see? What other options can you offer? (“Have you considered...”) Choices encourage and empower people

55. The Coaching Model 4. Share stories or experiences Stories are most powerful way to communicate “May I share a story or experience?” “Who do you know has fulfilled a similar dream?”

56. The Coaching Model 5. Hold a big vision for the other person People sometimes hold them- selves back so you can serve as a catalyst Ask “What would be a big leap to get there or achieve your hope?” Ask “Have you thought about _____ (a big leap) to get there?”

57. The Coaching Model 6. Invite action “I’d like to invite you to consider _____ (whatever action seems appropriate)” You’re not telling the person what to do but you’re giving them something to which they can react Leave the choice to them

58. The Coaching Model 7. Build a “dream team” Ask “Who can help you realize your dream?” Ask “Would you be willing to approach _____?”

59. The Coaching Model 8. Anticipate success Ask “By when would you like to ‘declare victory’ and achieve your dream?”

60. Critique of the Coach  In conducting the development conversation...  What did Eileen do well?  How could Eileen have done better?

61. Practicing a Development Conversation  Select role as coach or coachee  Coach leads conversation based on model  25 minutes to conclude conversation

62. Feedback or Observations 1. What did you like about your development conversation? 2. What was difficult or felt uncomfortable? 3. What did you believe were the outcomes? a. For the individual coached b. For the coach

63. Accelerating Development  Focus on “learning by doing”  Understand 70/20/10 rule  Seek “sweet spot”

64. Greg Larson  Career journey  “Marketing & Branding Yourself--7 Steps to Getting the Job You Want”  Exercise—Your competitive advantages

65. Resources  Frank’s Career Compass columns—  “Developing a Dream Team of Advisors”  “How Do I Benefit From a Coach”  Handout-- “Becoming a Great Coach” and “Good Coaches/Good Proteges”  Article “Seven Habits of Highly Effective Mentors”  Handout--“Making Coaching Work”

66. Other Resources  ICMA Coaching Program www. icma.org/coaching Webinars Frank’s Career Compass advice columns “Making Presentations Like a Pro” “Frank’s Rules for Resume Writing” “The Art of the Interview” One-to-one coaching (“Coaches Gallery”) www.cal-icma.org/coaching

67. Resources (con’t)  Municipal Management Association of Northern California www.mmanc.org  Credentialed Government Leader Program  International City/County Management Association www.icma.org  Emerging Leaders Development Program  Leadership ICMA  Middle Manager Institute

68. Reaction Panel  What resonated with me?  What did not resonate with me?  What do I have to add?

69. Assignments  Topic: “The Freedom To Think, The Courage To Act”  Read articles  Take free Creativity Test & bring results to class  www.testmycreativity.com  Schedule & have first development conversation with coach (prior to May session)

70. Debrief Info Interview  What did you like about the info interview?  Was it helpful in any way?  Did something surprise you?

71. Outline for Team Presentation  Principles  Start with end in mind/What does audience want to know?  Less is more  Outline  Assignment  Summary of recommendations  Methodology (BRIEF)  Findings  Recommendations  Call to Action

72. Team Project Run Through  Presentation (15-20 minutes)  Questions by Peers and Executive Sponsors (10 mins)  Suggestions to enhance presentation for PMA (10 mins)  Class  Executive Sponsor(s)

73. Team Meetings

74. www.frankbenest.com