1. Coaching in Telenor – why, how and what effects?
Marit Reutz, Director, Corporate HR

2. Telenor key facts 2003
Major international operator with its focus on mobile activities Ranked as the 12th largest mobile operator in the world (source: GSM Associations)
31,4 million mobile subscribers world wide.
2,4 million TV subscribers in the Nordic region.
Market leader in Norway (market shares)
Mobil – 57 %
Fixed – 69 %
Operating revenues 2003: NOK 53.1 billion.
Profit before taxes 2003: NOK 7.4 billion.
Full time employees Dec. 2003: (7.450 outside Norway)

3. Telenor Corporate Strategy: A simplified Telenor – a focused portfolio with pervasive operational and marketing excellence
Strategic
direction
Strategic focus
Focus on operational control
Selective expansion to reach a broader industrial platform
Exit from marginal and non-supportive activities
Best
positioned
European
Telco
Operational
Excellence
Value driven
leadership
Operational excellence
Value driven leadership
Value driven leadership
Value driven leadership
Value driven leadership
Value driven leadership
Value driven leadership
Clear expectations setting and coaching
One-company attitude
International mindset
Excellence in customer intimacy and marketing
Radical simplification in products and processes
Synergies in international operations

5. Telenor Leadership Development Process
Telenor Leadership Development Process (TLDP) is an overall tool to help us develop
stronger leadership in Telenor.
The target audience is managers, and the goal is to develop their leadership skills.
The tool consists of:
Common leadership expectations
A common appraisal process for managers and key personnel
Systematic and targeted leadership development to close the gap to the leadership expectations
Incentives linked to both business performance and leadership qualities

6. Coaching in TLDP Yearly process Managerial coaching
Leaders must be able to give feedback
Team-coaching
Anchoring leadership expectations
IVC
Business performance
Leadership
qualities
Telenor’s vision
and values
Leadership
expectations
Appraisal form
Appraisal dialogue-process
Relies on coaching
philosophy
Input to succession
planning and
recruitment
Identify talents
Identify challenges
and needs
Appraisal
dialogue
Step 1
Team-coaching
Link to
Performance
Management
systems
Follow up
Step 4
Yearly
process
Review meeting
Step 2
Input to leadership
development activities
Competencies
Activities
Programs
Tools
Feedback
dialogue
Step 3
“One to one” coaching
Leaders want coaches
Team-coaching
Leader-team development
Reward
systems
Managerial coaching
Leaders must give
feedback and on the spot coaching
Input to individual
and
team development
Managerial coaching
Employees want
leaders with a
coaching style

7. Telenor Leadership Expectations
Objectives
Value creation
Passion for business
Demonstrate strong commitment to gain profitable market positions
Communicate deep understanding of relevant markets, competitors, customers and stakeholders
Communicate insight into what is required to make Telenor a success.
Demonstrate the will to win
Change and constant renewal
Demonstrate openness to new ideas and adapt to changing circumstances
Identify and articulate the direction and motivate others to move in the desired direction
Creatively solve problems
Demonstrate speed and momentum
Operational excellence
Simplify processes
Execute quality work
Optimise resource allocation across competing priorities
Target and achieve industry best practices
Empower people
Clearly communicate expectations
Give constructive feedback and reward achievements
Coach and develop managers and employees
Put the right people in the right roles at the right time
Integrity
Demonstrate social and environmental responsibility and good business ethics
Accept responsibility for successes and failures
Communicate Telenor values and codes of conduct
Set a good example

10. Focus in the review meeting:
What leadership
capabilities do
we have?
Do we have the
right persons in
the right places?
What actions do
we need to take
and what tools do
we have at hand?
Discuss each manager, his/her special talents and potential
Identify high performers and low performers
Identify and agree on challenges according to:
Management challenges in critical positions
Short and long term needs
Talents/fast trackers
Gender
Seniority
Identify and agree on means to close the gap
Job rotation
Succession planning
Career planning
Training needs/activities
Incentives
and rewards
Acceptance on
Training activities
Costs
To be given in the feedback dialogue
Identify organisational
challenges
Which positions are the most critical ones according to our goals and strategy
Do we have the right persons in those positions
Are we organised to meet our goals

11. Telenor Leadership Development Process
Business performance
IVC
Leadership
qualities
Telenor’s vision
and values
Leadership
expectations
Appraisal form
Input to succession
planning and
recruitment
Identify talents
Identify challenges
and needs
Appraisal
dialogue
Step 1
Link to
Performance
Management
systems
Follow up
Step 4
Yearly
process
Review meeting
Step 2
Input to leadership
development activities
Competencies
Activities
Programs
Tools
Feedback
dialogue
Step 3
Reward
systems
Input to individual
and
team development

12. Coaching at different arenas
Team-coaching:
Coaching-methods
facilitated for teams
with common goals C
Personal:
Coachee
sets the agenda C
Managerial:
Coach (leader)
also has an agenda

13. Simple coaching tools used in TLDP
Active listening
Open questions
Use of scaling

14. Main-results from TLDP-pilots
87% mener at TLDP vil øke performance
85% mener TLDP vil bedre deres personlig lederskap
76% mener at deres leadership performance kom frem
76% mener at deres leadership potensiale kom frem
83% mener at reviewmøte klart viste hvilke lederkapasiteter en hadde
84% mener de fikk verdifull tilbakemelding på sine ledere I reviewmøtet
79% mener de fikk et klarere bilde av talenter

15. Managerial coaching – a pilot All leaders (75) in customer service department
Goals:
Create a culture of coaching within Customer service department. Establish a common language and common tools to improve leadership.
We have the following focus of improvement:
Customer-care: How to develop and improve an effectiv customer-dialogue
Sales: How to help setting goals and obtaining results for individuals and teams
Difficult feedback dialogues: How to improve performance through coaching-based leadership
Motivation: How to inspire employees to hard work and good results
Team-coaching: How to make the team obtain its goals. How to develop well-functioning teams
Structure and content:
5 days course in managerial coaching (Ericsson College, Vancouver)
What is coaching. The leader as a coach. Powerful questions
An effective structure for a coaching session. Motivation and commitment
Prioritizing of time. Team-coaching and dialogue
My leaderstyle: how to use coaching for improving my leadership
Tools and methods for systematic project-working

16. Effects: 2 Workshops (Telenor)
Practise the learning of the 5 day program modules
1 to 1 coaching (Telenor)
10 coaching-sessions pr leader over a 3 month period. 24 Telenor coaches are doing the coaching.
Coaching assignments
All leaders are obliged to practice at least 25 hours of coaching towards their employees during the program period to get certified
Effects:
Experience – mainly positive
Cognitive learning – mainly good
Change of behaviour - too early to measure
Improved business results – too early too measure

17. Developing coaches in Telenor
24 coaches educated by Ericsson College, Vancouver
-19 about to be certified (50 evaluated coaching lessons)
-practicing within in the Managerial coaching program in customer service
-facilitating TLDP, including anchoring leadership expectations and
facilitating review meetings
-1 to 1 coaching
An internal coaching network
-meeting once a month
So far no clear policy and structure of how to develop and ensure an effective use of coaches within Telenor

18. Further recommendations
Educate HR employees in basic coaching skills and team-coaching
Increased focus on educating our leaders in managerial coaching
Establish an Telenor coach-pool to meet the need for 1-1 coaching