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You can reach Sue Lindgren Hawkes at info@sayyess

is the founder and CEO of YESS! – Your Extraordinary Success Strategies, Inc. and co-founder of Ideal Coaching.

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You can reach Sue Lindgren Hawkes at info@sayyess

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  1. is the founder and CEO of YESS! – Your Extraordinary Success Strategies, Inc. and co-founder of Ideal Coaching. A Certified Management Effectiveness Coach, Lindgren Hawkes is also a best selling author, an internationally-recognized seminar leader and entrepreneur who specializes in the domains of communication, leadership, coaching & coaching certification as well as effectiveness. Sue has received numerous honors for her business and charitable activities, was recently selected as both the U.S. SBA’s 2007 Minnesota District Office and Midwest Regional SBA Champion Award winner for Women in Business Champion of the Year. Sue also appeared in the movie The Answer to Absolutely Everything which debuted in 2007. Sue Lindgren Hawkes You can reach Sue Lindgren Hawkes at info@sayyess.com

  2. The Economics of Trust Managing, Leading & Coaching Today

  3. Today’s Outcomes • Understand and quantify business concerns on the “soft side” • Identify your top leadership, management & coaching challenges in today’s work environment • Clarify issues leading to rising healthcare costs, lack of accountability, low productivity and poor customer service • Offer coaching’s role relative to this business equation • Answer as many questions as we can

  4. The costs of ineffectiveness • The number one activity you pay your employees for is generally experienced as a waste of time • Trained employees quit and the turnover costs millions – what can you do to retain great people? • How you lead, manage & coach can mean the difference between success and failure for you and your business • Poor communication is an epidemic that negatively affects every aspect of your business • The high cost of stress = skyrocketing healthcare costs • Business leaders are under more pressure than ever • The 14 skills every leader must cultivate to succeed – how do you measure up?

  5. Our model for creating change How Coaching Works Worldview Thinking & Language Practices Actions Outcomes

  6. Manager, Leader & Coach For the purposes of our discussion today, what are the distinctions of each of these 3 roles?

  7. Challenges My biggest challenges in leading, managing & coaching my people are…

  8. What if… What if EVERY issue in your business (& life) was there to provide the breakthrough you need to move your business (& yourself) to the next level?

  9. Write your answers Think about the leader, manager or coach who has influenced you the most. What did you experience when in this person’s presence? (thoughts and feelings) What did this person do that motivated you?

  10. In groups, list what you believe are the top skills a leader/manager MUST cultivate YOU ARE HERE 10

  11. This is just the tip of the iceberg! Setting compelling goals Dealing with constant change & crisis Problem-solving Continuously developing one’s competencies, abilities, knowledge, and talent Expanding leadership capabilities Developing strategy Wise stewardship of resources – time, energy, people, financial/budget 14 skills a leader/manager must cultivate 11

  12. This is just the tip of the iceberg! 14 skills a leader/manager must cultivate (cont.) • Running effective meetings • Managing projects • Making decisions • Managing up and providing relevant information to superiors • Managing relationships with superiors, peers, direct reports, stakeholders, constituents • Communication: written, verbal, listening, presentations, resolving conflicts, negotiation • Talent management: recruiting/hiring/retaining the best, leadership and staff development, managing individuals and teams 12

  13. Top Seven Reasons Employees Quit - What they may not tell you Job/workplace was not as expected Mismatch job/person Too little coaching/feedback Too few growth and/or advancement opportunities Feeling devalued/unrecognized Stress from overwork & work/life imbalance Loss of trust and confidence in senior leadership 7 reasons top employees quit their jobs: Source: The 7 Hidden Reasons Employees Leave; Leigh Branham, 2005 13

  14. So, what’s causing the stress? It iscriticalthat leadership learns how their expensive, yet crucial, human resources are spending their time… A recent article in the Harvard Business Review cites that 90 percent of managers squander their time in ineffective activities Furthermore, only 10 percent of managers spend their time on work that has a long-term, positive impact on the business Source: Harvard Business Review, 2005 14

  15. Where’s the Ineffectiveness? What is one of the most ineffective activities in business today? On average, how much time do you and your employees spend in that activity per week? Source: BizMiner w/ Empire Research Group, 2006 15

  16. One of the most ineffective activities in business today… MEETINGS!!!!!!! 57% of employee time is spent in meetings Source: BizMiner w/ Empire Research Group, 2006 16

  17. So, how much does communication impact your bottom line? 17

  18. Communication directly affects your bottom line According to research by the Forum Corporation, of the reasons companies lose clients/customers 70% are related to emotional intelligence deficiencies and poor communication! According to the Center for Creative Leadership, the top three reasons careers are derailed stem from emotional intelligence and communication issues; they are: 1. The inability to handle interpersonal problems. 2. Poor team leadership in the face of challenge or conflict. 3. The lack of capability to adapt, change, or elicit trust. Of all the reasons people were terminated, 75% were due to low emotional intelligence competencies & poor communication. 18

  19. Typical managers focus on high and low performers Managers tend to ignore the needs of their rank-and-file staffs, having poor or inadequate communications regarding their career needs and what matters most to them Source: Restive Workforce Less Satisfied, Mark Larson, Workforce Management, August 2006; Randstad’s 2006 Employee Review, which surveyed 1,264 employers and 1,642 employees

  20. The Emerging Paradigm Historical: control by fear, emphasis on rehiring rather than continuous learning, keep employees on a “need-to-know”, my-way-or-the-highway path to the goals Emergent: trust-based environment, people come first as the key to success, the importance of learning, open and honest communication, shared vision for the future, coaching competencies and a learning environment VS. Source: Kumle, J. Leadership vs. management.” Aug 2006. p.11-15. 20

  21. Making Meaning with Gen Y & Beyond Companies make meaning in a few different ways Increasing quality of life Example: Apple Computers creating products to foster creativity Righting a wrong Not-for-profits such as Mothers Against Drunk Driving and Amnesty International Preventing the end of something good Seventh Generation and other green businesses offering household product alternatives dedicated to preserving the environment 21

  22. As a leader in your organization, who’s your “thought partner”? • At the most basic level, coaches serve as suppliers of candor, providing leaders with the objective feedback they need to nourish their growth • Coaching gets executives to slow down, gain awareness, and notice the effects of their words and actions -- Companies that invest in coaching immediately realize significant increases with external and internal communication • On a larger scale, coaching coupled with training* fosters cultural change and benefits the entire organization • Coaching provides a disciplined way for businesses to deepen relationships with their most valued employees while increasing individual & shared effectiveness Source: The Wild West of Executive Coaching, Stratford Sherman and Alyssa Freas, Harvard Business Review, November 2004

  23. Coaching provides “just in time” assistance and support • In a study of Fortune 1000 companies using coaching, executives reported the following benefits from the coaching they received: • 53% saw an increase in productivity • 39% saw an improvement in customer service • 32% indicated increased retention of senior employees • 23% saw a reduction in costs • 22% saw an increased bottom line profitability Source: Executive Coaching - With Returns A CFO Could Love, Fortune Magazine February 19, 2001

  24. Q & A What questions do you have? You can learn about how YESS! will maximize sustainable results with you and within your organization. 763-898-3141 www.sayyess.com

  25. Opportunities with YESS! • Register for our e-zine - Free articles, programs and offers only for subscribers. • Did you enjoy this program? We will present it for your company or community organization free of charge. More information available on programs and offerings at www.sayyess.com Thank you!

  26. THANK YOU! 763-898-3141 www.sayyess.com 26

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