1. E SSENTIALS OF B USINESS L EADERSHIP PowerPoint Copyright © 2013 BTS USA, Inc. EBLPPT002 Essentials of Business Leadership

2. Performance Management in the New World of Work … Emerging trends are increasingly characterized by self-forming teams responding to rapidly changing business challenges Deloitte: Human Capital Trends, 2013 Traditional Approach Hierarchical Measures Process-focused Top-down Fixed organization Weakness-based Direct External rewards Emerging Trends Networked Improves Outcome-focused Bottom-up Matrix organization Strength-based Coach Internal rewards

3. E SSENTIALS OF B USINESS L EADERSHIP PowerPoint Copyright © 2013 BTS USA, Inc. EBLPPT002 People Essentials of Business Leadership & Business

4. The Essentials Increasing Engagement Setting Expectations Providing Feedback Coaching and Developing Others Delegating Tasks Leading Through Change Influencing Others

5. E = AMC Execution on Business Strategy requires... Alignment Understanding the strategy and its implications at an individual level, knowing my purpose in our strategy Mindset Being focused on, and excited and passionate about the strategy, feeling an emotional connection Capability Having the skills and confidence to effectively execute the strategy

6. Engagement A heightened emotional and intellectual connection that an employee has for his or her job, organization, manager or co-workers that in turn influences him or her to apply additional discretionary effort to his or her work.

7. E SSENTIALS OF B USINESS L EADERSHIP PowerPoint Copyright © 2013 BTS USA, Inc. EBLPPT002 Talent Keepers 2013 Engaged Employees in Our Organization, When Compared to Disengaged Employees, Have: Talent Keepers 2013

8. Impact of Engagement (30) (20) (10) 0 10 20 30 40 50 0%10%20%30%40%50%60%70%80%90%100% Engagement Index Five Year Total Shareholder Return 44% Higher Profitability

9. Gallup 2010 Global Engagement Survey 10-years/10 million employees “At work, I have the opportunity to do what I do best every day.” “Disagree” or “Strongly Disagree” Not one person was emotionally engaged on the job Actively disengaged employees cost more than $1 trillion annually in lost productivity “Agree” 6X as likely to be engaged on the job, 3X as likely to report an excellent quality of life In highly engaged work environments, EPS grow at 3.9X the rate of average organizations

10. Feedback Feedback is the information given to an individual or a group about a prior action so that they may adjust to achieve the desired result - or repeat the positive action.

11. Feedback: S-A-O  Situation Describe the situation where the observed action occurred.  Action Describe the person’s actions.  Outcome Share with the person the outcome of their actions on you and others present.

12. Situation You seem to always…..  In last week’s team meeting… You never….  This morning, in my office… Over the last few months….  Each time the team had a challenge, like the extra work we had on Tuesday...

13. Action You are slow to get your work done.  You missed the deadline for the report. It was 2 days late. You are not a team player.  You raised your voice and interrupted… You did a great job.  You finished before the deadline and met all of the client requirements.

14. Outcome It caused frustration.  The other team members stopped contributing and didn’t share their ideas. The client wasn’t happy.  The client sent an email to share how dissatisfied they were with our quality.  It helped us improve.  We exceeded the metric and that helped us drive down cost.

15. Communication Styles Deliberate Fast Tasks/Results People/Ideas A T EP

16. Coaching defined: Igniting others’ insight, enabling them to take accountability for meaningful change* *Patrick Williams and Diane S. Menendez, Becoming a Professional Life Coach – Lessons from the Institute for Life Coach Training

17. Coaching Is Asking powerful and eliciting questions Active listening Engaging others to take action Giving coachee responsibility Probing and prompting towards decisions Giving honest feedback and observations Is NOT Telling Asking yes/no questions Code for corrective action Consulting Holding a crucial conversation Fixing Taking over Providing specific direction

18. Advocate Coaching Model What are you looking to change? Where are you currently? Where do you want to be? What’s keeping you from moving to the future state? What is the first action you will take to close the gap? How and when would you like to share feedback with me on your progress? 7

19. Keys to Coaching – Questioning Start broad and become increasingly focused Seek additional information Solicit suggestions Explore feelings Check on understanding Explore reasons Investigate degrees of commitment to action Validate and document who does what by when

20. Your Role as a Coach Shift your mindset – See coachee as able Be willing to change your role from problem-solver to coach – Be patient – don’t rescue Be willing and able to really listen – put your judgments and conclusions on the back burner – Demonstrate active listening and empathy – Watch for verbal and non-verbal queues Jump in with questions, not answers Let coachee choose the path Never let good work go unnoticed: when you see it, say it

21. William Bridges Model

22. Advocate Change Model

23. Thank you!