e ssentials of b usiness l eadership powerpoint copyright © 2013 bts usa, inc. eblppt002 essentials...

ESSENTIALS OF BUSINESS LEADERSHIP PowerPoint Copyright © 2013 BTS USA, Inc. EBLPPT002

Essentials of Business Leadership

Performance Management in the New World of Work

…Emerging trends are increasingly characterized by self-forming teams responding to rapidly changing business challengesDeloitte: 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

ESSENTIALS OF BUSINESS LEADERSHIP PowerPoint Copyright © 2013 BTS USA, Inc. EBLPPT002

People

Essentials of Business Leadership

& Business

The Essentials

• Increasing Engagement• Setting Expectations• Providing Feedback• Coaching and Developing Others• Delegating Tasks• Leading Through Change• Influencing Others

E = AMCExecution 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

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.

ESSENTIALS OF BUSINESS LEADERSHIP PowerPoint Copyright © 2013 BTS USA, Inc. EBLPPT002

Talent Keepers 2013

Engaged Employees in Our Organization, When Compared to Disengaged Employees, Have:

Talent Keepers 2013

Gallup 2010 Global Engagement Survey10-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

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.

Feedback: S-A-O

SituationDescribe the situation where the observed action occurred.

ActionDescribe the person’s actions.

OutcomeShare with the person the outcome of their actions on you and others present.

SituationYou 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...

ActionYou 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.

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.

Communication Styles

Deliberate Fast

Tasks/Results

People/Ideas

A T

EP

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

CoachingIs

• 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

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

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

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

William Bridges Model

Advocate Change Model

Thank you!