Leadership – the added value to coaches

1. Leadership – the added value to coaches Assignment - V0 CR draft 07/04/10

2. Our aims today Its simple – We will convince you that we know how to coach leaders to be the best they can be

3. How are we going do this … • By setting out the arguments from a leading expert – Michael Porter on strategic positioning • We will then compare Porter’s position with Minztberg • And then bring to view the revolutionary thinking of Hamel • We will also state how their views can be best applied to coaching • And finally, what we think about leadership coaching for the future.

4. The Team Today - • Gary – our presentation leader today. An accomplished professional coach specialising in ….. • Viv – also an accomplished professional coach who specialises in….. • Brenda – if 2 is not enough, we have a third accomplished coach who specialises in…. • Christine – whose new to coaching but can call up over 20 years of leadership experience

5. Porter – in summary • Porter's thinking on strategy has been supported by precision research into industries and companies, and has remained consistent as well as developmental. He has concentrated on different aspects at different times, spinning the threads together with a logic that is irrefutable. (http://www.thefreelibrary.com/Michael+Porter+:+What+is+Strategy%3F-a085608624) • His position: • Position • Active tailoring • Trade off choices • Alignment - fit across the range not just bits • Operational effectiveness – has a place but not enough on its own (Woods D. In J. Passmore, ed. Leadership Coaching – Working with leaders to develop elite performance. London: Kogan Page Ltd. Chapter 14) • Supporter • (DN: need to find some!:

6. Mintzberg– in summary • Mintzberg (1994) provides one of the best--albeit cynical--views of planning in American organizations. He provides ample evidence for his possibly well directed cynicism, in that most organizations and organizational planners enter into planning with little understanding of the definitions and various purposes of planning. (http://www.uga.edu/provost/sp/2004%205yr/risefall.pdf ) • His position: • Strategic planning’s roots lie with the likes of Taylor (1911) and Fayol (1916) with the aim of splitting the thinking of strategy from the doing the strategy • Strategic planning has fallen into widespread disuse – confused thinking between thinking and planning • 1973 study – ½ of CEOs activities last less than 9 minutes own (Woods D. In J. Passmore, ed. Leadership Coaching – Working with leaders to develop elite performance. London: Kogan Page Ltd. Chapter 14) • Supporter • Govindarajan, V (2005) - senior managers spend time on the present rather than divesting past activities and creating the future. Also, he states that strategies start to die the day they are introduced. Coaching for Strategic Capability, strategy coaching in The Art and Practice of Leadership Coaching: 50 top executive coaches reveal their secrets, ed H Morgan, P Harkins, and M Goldsmith, pp196-199, John Wiley, New Jersey. • Position compared to Porter • (DN – need to work this up)

7. Hamel – in summary • Gary Hamel Sees “More Options… Fewer Grand Visions” , ranked across the board as one of the world’s most influential business thinkers, is out to shape the future of management. While companies have been innovating at a ferocious pace in areas of product development and technology, their management practices can often lag behind. Here, Hamel speaks of new models for the future — and who is implementing them right now. (Wall Street Journal - http://online.wsj.com/ad/article/wbf-hamel) • His position • Strategy as Reviolution - change the company mindset • Rule breakers are the revolutionary subversives – Anita Roddick • Broad spectrum of people should be involved - 3 groups missing from traditional view: young people, new hires and remote workers . (Woods D. In J. Passmore, ed. Leadership Coaching – Working with leaders to develop elite performance. London: Kogan Page Ltd. Chapter 14) • Supporter • (DN: need to write something) • Position in comparison to Porter • Concurs with Porter that Operational incremental improvements are not enough to bring about a step change ((Woods D. In J. Passmore, ed. Leadership Coaching – Working with leaders to develop elite performance. London: Kogan Page Ltd. Chapter 14, P250) • (Dn: need to write something up)

8. Coaching Opportunities/Implications • Time stressed managers • Help managers focus time on more value-adding strategic activities ((Woods D. In J. Passmore, ed. Leadership Coaching – Working with leaders to develop elite performance. London: Kogan Page Ltd. Chapter 14. P245) • Behaviour – engaging and giving people responsibility for stimulating change and having a sense of influence over their future. Coach the leader to recognise the powerful impact on the whole organisation through influencing behaviour and operating style. (Woods D. In J. Passmore, ed. Leadership Coaching – Working with leaders to develop elite performance. London: Kogan Page Ltd. Chapter 14) • Bruce Peltier suggests 4 ways • When big things in the organisation change – demands new executive approaches – coaching can help leaders adapt. Organisational change can be a disaster without outside help • Skill development for individual transitions - eg technician is rewarded with promotion and needs to learn how to lead. Coaching can help accelerate the process of gaining new leadership skills by adding value to the solid assessment and self-evaluation elements that are usually required. • Specific skill development - coaching can be extremely cost effective in helping executives who need to develop a specific critical skill such as how to work with an advisory board or present to a large audience • Resolving specific problems – powerful people have one or two dysfunctional behaviours that cause repetitive difficulties, increased responsbilities causes them toe surface such as difficulty in trusting, takes stress out on others due to an annoying habit or self esteem issue.

9. Conclusions • (DN: Summarize the key points – bear in mind the marking criteria).