This is a good news/bad news story. The good news was having the fun of working in Accra, in Ghana, for a week, running development centres to focus on leadership behaviours. The fact that it was in the midst of the worst weather in England for a long time was a bonus. The bad news was coping with an infected foot, which left me only able to limp along very slowly and for short distances. Continue reading
I’ve just finished a week of working in Panama. We’ve been running career development workshops for an international charity. It’s a fascinating country, whose recent history is dominated by the canal. It’s a visionary project, still a vital lifeline for trade, operating 24 hours a day. The city is the headquarters for many charities.
I’d set off with a few pre-conceptions about what the people would be like. They came from across South America, a continent I’ve never visited. I suspect that subconsciously, I was looking for proof to reinforce my stereotypes. I began to think about how often we do this, at many times in our life. Continue reading
There’s a lot of debate around what HR professionals are looking for from suppliers of leadership development services. I was reminded of this when I came across some copies a PWC study* for the ICF (International Coach Federation) looking at purchasing decisions from a client perspective
Some people get technical – looking at profiling tools and tests such as MBTI, Firo-B (relationship behaviours) or DISC (Dominance, Influence, Steadiness and Compliance)
Others want to tailor products and services to their company. Many invest in defining leadership competences or behaviours.
All of which is fine. These approaches provide benchmark against which people can develop themselves and others in their team.
What PWC did is look at important attributes in the selection process and identify the most important aspects, under
- Personal Attributes
Under the topic of Personal Attributes, confidence, rapport and personal compatibility were deemed as most important by far of all the attributes. And no surprise that effectiveness was the most important attribute under methodology. These four attributes were the most important to PWC’s respondents – by far.
The finding that ‘Personal referrals’ were more important than client references under Reputation was intriguing. And it is revealing was that relevant professional experience was perceived as more important that ‘years as a coach’ under Experience. I was also pleased to see that the level of ‘coach-specific training’ was most important in Background.
(source: *ICF Global Coaching Client Study, Association Resource Centre and PriceWaterhouseCoopers, 2009)
Our evaluation of professional Associates (Consultants, Coaches and Trainers) is that its’ this combination that matters and these are the questions we ask:
- What leadership experience do you have?
- What technical and skill areas do you have (outside of leadership development)?
- What coach-specific training and qualifications do you have?
- What learning do you have around the topic of developing leaders?
Rapport and personality come through when we meet with them – it’s key for their relationship with clients and we much prefer to do business with likeable people. We also make sure that we personally hear each of them coach – so that we can really stand behind the quality of the professionals we work with.
So why does this matter?
I’m intrigued by organisations buying leadership coaching services and coaching skills training, without really thinking through what they need. For example, one company were seeking recently seeking training with two accreditation options in mind – one at a low skills level and the other for an academic qualification.
My personal view is that the academic qualifications in coaching are for professionals with existing coach-specific training to explore the academic side of the profession – not for leaders and managers in the workplace who will only have time to dip into the theory. At the other end of the scale, if an organisation wants to build an in-house coaching competency, then the training should be at a suitable level – with the option of a meaningful qualification.
One of the reasons we support the global standards of the ICF is that they transcend culture and diversity – whilst acknowledging local and regional difference. Their accreditation process isn’t a walk-over either – as I’m experiencing first hand at the moment.
The ICF also recognise successful coaching programmes through their ‘PRISM’ award. I was involved in the recent ICF Global Conference in London and was very impressed by the quality of the winners – especially by the evidence they put forward that showed the difference coaching was making in their organisations.
Recent PRISM award winners include
- Genentech: considered the founder of the biotechnology industry, using human genetic information to discover, develop, manufacture and commercialise medicines to treat patients with serious or life-threatening medical conditions. The company sees coaching as increasing their capacity for change.
- TINE Group: NOrways most important contributor to value creation and the country’s leading supplier of food products – TINE provides a health and positive food experience. The company sees coaching as a leadership skill.
Some resources for you
We’ve got spare copies of the Case Studies and the PWC report (only 12 copies – so first come, first served) here in the office.
If you’d like to receive a copy of either the report or the case studies, simply drop us an email at firstname.lastname@example.org and we’ll do the rest.
What’s the one thing about leadership you need to know? What is it your boss needs to know you know?
It’s got to be said: everything a leader says or does creates an impact. Body language, the way he or she walks into the room; what they say and the way the say it. The leader has the single biggest impact on driving performance: up or down.
Team members are looking for direction from our leaders, explicitly or otherwise; and our leaders hand down that direction in the subtlest of ways. The team will pick up on a vocal nuance, a raised eyebrow, or the way papers are shuffled at the beginning of a meeting. The interpretation they make of these actions will impact upon what happens outside that room as they apply the direction they’ve ‘heard’.
I’m hearing this feedback from the leaders I coach and members of their teams, as well as from directing my own teams. The good news is that their experience is backed up by organisational research evidence. To remind myself of these sources, I turned to the work of Daniel Goleman, the ’emotional intelligence’ expert, Richard Boyatzis and Annie McKee, who together wrote a book published in the US under the title ‘Primal Leadership*’ and in the UK as ‘The New Leaders’.
Their focus is on the ‘resonant leader’ and they used a “global database of 3,871 executives in which several factors that influenced the working environment were assessed”. Two key findings were that “leadership styles affected financial results, such as return on sales, revenue growth, efficiency, and profitability”; and “leaders who used styles with a positive emotional impact saw decidedly better returns than those that did not”.
What this tells us, regardless of whether you work for the private, public or not-for-profit sector, is that your bottom line – however measured – is impacted on by your leaders.
Cutting to the chase, what’s the one thing we can do as leaders to improve our bottom line (however measured)? Find out what motivates the people who work for us – one by one – and play to their strengths. Leadership isn’t all about us; it’s about a successful team and we unlock that success when we know what their strengths are and what really motivates people.
Watching the Australia/England cricket highlights this week I heard a great line which I’m paraphrasing here: ‘play to your team’s strengths, not to the opposition’s weaknesses’. We can only do this when we truly get to know the people who work with and for us.
So if you’re having a tough week at work and the signals you’re getting from your boss are driving down your motivation and performance, print this out and leave it in a prominent place. Your boss needs to know how to unlock your success and he/she needs to know that you know it too.
*Quoted from: “Primal Leadership: Realizing the Power of Emotional Intelligence”, Goleman D., Boyatzis R., McKee A., Harvard Business School Press, 2002, pp53/54. The reference to the original database is set out on p.265.