the forton group 2014 information pack - who we are and what we do
DESCRIPTION
An overview of the Forton Group: who we are; what we do; our approach to leadership development and how we deliver leadership excellence through research, consulting, coaching and facilitation servicesTRANSCRIPT
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©2010 The Forton Group Limited
Information pack1. Who we are 2. What we do
3. Our approach to leadership development
4. Delivering excellence
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Who we are:
• An experienced group of consultants, coaches, trainers and facilitators
• Backgrounds in leading and managing in large organisations
• Committed to igniting excellence in leadership
• Accredited to world-class standards
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What we do: we provide practical tools for leadership success
• Research• Consulting• 1-1 & team coaching• Accredited coach training• Group facilitation• Action Learning Networks
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What people say…
“I came away with a whole new range of practical tools to work with. The course facilitators’ excellent delivery and stimulating course design ensured that a group of people with different backgrounds and experience levels worked together and achieved their individual expectations from the course.”
Emma Warren, Managing Director Portfolio Directors Ltd
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What we do: we create leadership coaching communities for clients• Accredited Coach Training
• Building an internal coaching community
• Continuing professional development• Coach supervision• Impacts, outcomes and ROI• Maintaining coaching standards
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What people say…
“The Forton Group enabled BT to develop an internal professional coaching faculty which has delivered significant business value both to individuals and the company. I would strongly recommend them to any organisation looking to introduce or advance their internal coaching capability."
Richard Cullen, BT
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We deliver leadership excellence in the private, public and non-profit sectors:
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Clients include
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A selection of our Healthcare Clients
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A selection of our Non-Profit Clients
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3. Our approach toleadership development
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We work with….
• Individuals• Teams• Leaders…across & between groups and organisations
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What Leaders Do: Schroder model
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my360plus behavioural leadership feedback model
• Based on Schroder Behaviours• Comprehensive strengths
profile– Clear explanations– Benchmarking– Coaching comments
• Users share development goals with their network
• Participants receive direct feedback from raters & peers on progress
• Goals are tracked as they are achieved
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Strengths-based leadership
“Leaders have more potential for growth by building on their strengths rather than fixing their weaknesses and thereby achieving consistent high performance”
• “Effective leaders -– Invest in their team
members’ strengths,
– Build well-rounded (diverse) teams
– Understand the needs of their team members”
(Rath and Conchie)Underutilised
Over-utilised
‘strengths on steroids’
Strengths in Balance
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Transformational Leadership*
• “Transactional leaders focus on gaining compliance by giving and withholding rewards and benefits.”
• “Transformational leaders focus on “transforming” others to support each other and the organization as a whole.”
*Definitions: Prof. David Burkus
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What transformational leaders do -
Individual consideration
Intellectual stimulation
Inspirational motivation
Idealised influence*
Transformational leaders
demonstrate
* They model or ‘live’ the behaviours they expect of others
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Positivity Productivity
Commitment Cohesion
Positivity & Productivity
Model
“Followers respond to transformational leaders by working harder and displaying more trust, admiration, loyalty & respect”
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Self-consistency model
Consistency with - • Vision, values & authenticity• Empowering beliefs• Emotions• Strengths• Professional skills• Personal, learning & leadership styles
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Emotionally-Intelligent Leadership
Self-aware• Emotional language• Emotional states• Emotional triggers
Self-management• Choice, not
suppression• Resilience
Socially-aware• Empathic
Relationship management• Influential
Goleman’s model
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Wilbur’s Whole Systems model
Interior Exterior
Individual Individual (interior): personal attitudes/feelings /beliefs/values“what I stand for”
Individual (exterior): personal behaviours“how I deliver”
Collective Collective (interior)Group culture: attitudes/feelings /beliefs/values“what we stand for”
Collective (exterior): group behaviours:“the way we do things around here”
• Helps our clients navigate complexity
• Success = accessing & utilising resources well
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Behavioural Change model
Behaviours
Feelings
Attitudes
Beliefs
We are programmed to respond from the inside out. When we address what lies below the surface, lasting and motivated behavioural change is achieved.
inside
outside
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Positive Attitude model
“Create a powerful vision for where you’re going; hold empowering beliefs that support the behaviour you need, to achieve the results you want”
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Case study: Clarendon Marketing
“The programme really opened my eyes to the benefit of coaching and the value of using a model like this for starting conversations about developing leadership. Speaking about my vision for the company with everyone in the room was really positive and prompted the team to take stock and think about who we are and where we want to go together. This gave us the impetus to review our company strategy.”
Lynda Connikie, Managing Director, Clarendon Marketing
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4. Delivering Excellence
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Our clients win awards!
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Case study: Network Rail
Marc Auckland, Network Rail, Head of Leadership Development and Performance. 15th July 2009
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The Forton Group contributed to these awards through consulting, coaching and training services:• Key leadership needs analysis
• Developing the HMS Sultan project• Designing & delivering opening module of Warwick University Stepping Stones programme
• Training apprentices, managers and senior leaders in a leadership/coaching skills programme
• Coaching 50+ senior managers 1-1• Researching outcomes and effectiveness evidence
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University of Queensland post-graduate report on our work
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The ROI evidence
• Identify objectives
• Define clear outcome measures
• Find the evidence• Document the
challenges• Focus on the
improvements
• Evidence includes -– Reduced time and
cost to complete projects
– Cost savings through improved efficiency
– Higher employee engagement scores
– Better communications
– Increased personal effectiveness
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We measure the impacts
• Assess intervention effectiveness against:– Personal, professional & technical skills– Leadership capabilities– Company values– Quality of Life factors– Business goals
• Baseline & Benchmark– Measure actual business impacts in £$€
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We maintain our standards
• Client briefing days• Coach development• Online networks• Teleclasses• Summer school• Supervision/
mentoring• Accreditation