PassLeadership Coaching Using the CW 360 for SBODN, Final

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www.Corporate-Wisdom.com Lower corner home page: password demo

Leadership Coaching

Using the Corporate Wisdom 360

Krista Henley 831 239 9192

[email protected]

Rossella Derickson 408 605 [email protected]


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Rossella Derickson and Krista Henley,

M.A., LMFT,principles ofwww.Corporate-Wisdom.com, havetranslated their business experience intothe Wisdom in the Workplace training

modules, to coach and to teach individualand group dynamics. Their classes to buildintuitive business and leadership skillshave been taught to CEOs, executives,and entrepreneurs in Hi-tech, Bio-tech,

Insurance, University, and many otherindustries.

They are Directors of the South BayOrganizational Development Network,www.SBODN.com, a leading edge forumfocused on making a difference in howorganizations are run in the Silicon Valley.


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Aligning Workforce Competencyto Strategic Vision

Engaging andLeadingthe Emerging Workforce

Individual Coaching

Executive TeamCoaching

Senior Executive Programs

Running Effective Meetings

Creating Your Management StyleOn Purpose

Building a Cohesive Team

Developing DirectReports

TeamModules

Dealing With Difficult People

Mastering PresentationSkills

Email Code of Conduct

ConflictResolution

Skills

Core Communication Skills

Communication Modules

Designing an Extraordinary Vision

Accessing Intuition and Creativity

Intuition Modules

Managing Across Cultures

Assess Your Corporate Culture

Embracing and

Sustaining Change

Assessment

OD Work

Series


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360 Philosophy and Approaches

Appreciative Inquiry and Strength Finder

Allows you to establish your leadership strengths. It is most appropriate for career

transitions and to help take inventory before launching your career into new areas. It is

highly suited for individuals.

Leadership Development

Appropriate to identify blind spots and assess skills necessary to interact within an

organization. Since organizational cultures can vary, a360 can highlight different

needs. For example, assertiveness may be highly valued in one corporate culture while

listening is more highly valued in another corporate culture.

Both Approaches Utilize the Following Steps (Coaching 101)

Identify strengths or development areas

Provide feedback

Set goals

Coach

Reward

Dyad: Wed like the wisdom from this group.

Which approach do you use in your work and why?


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360 Coaching Methodology

Team Coaching

A meeting with the participant'sboss to determine 3-5 high prioritycoaching goals.

A 360 evaluation and/or interviews withparticipant's colleagues and directreports to obtain feedback about

perceived strengths and developmentareas.

A leadership profile report from theinterviews - confidential to individual.

Goals are set for each individual andare shared with the team. This createsinterlocking accountability.

Team coaching provides an opportunityto align soft skills performance toimprove rapport, communication andteamwork.

Regular (every 2-3 months) teamcoaching meetings keep the team ontrack toward individual and collective

goals.

Individual Coaching

A meeting with the participant's boss todetermine 3-5 high priority coachinggoals.

A 360 evaluation and/or interviews withparticipant's colleagues and directreports to obtain feedback aboutperceived strengths and developmentareas.

A leadership profile report from theinterviews.

Participant alignment to goals andcoaching priorities.

10 coaching sessions.

A mid-point coaching review ofprogress with the participant's boss.

A final review of the coaching programwith the participant's boss with finalevaluation of progress toward goalattainment.


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360 Leadership Development Checklist

Self Assessment

The leadership checklist allows you to self-assess in four categories:

Leadership Skills, Interpersonal Skills, Organizational Skills and Business

Skills, using our rating scale from 1 - 5. Remember, a 5 indicates exceptional

strength, 3 indicates average, and 1 indicates much needed development.

LEADERSHIP DEVELOPMENT CHECKLIST

Normally, you would compare your self perception to the perceptions of your

boss, peers and direct reports. You would look for similarities, differences,surprises and even upsets - from the data on your checklist report.

When you have completed the self assessment, notice your self perceptions.

Are there patterns?

Complete the interpersonal skills category as a self assessment.


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Discover Your Strengths

Identify Your Highest Scores - Your Strengths

Strength Area 1: High Average Score High Impact Ability

_______________________________________________________________________

Strength Area 2: High Average Score High Impact Ability

_______________________________________________________________________

Positive Theme(s) and Strength Application(s):_____________________________________________________________________________________________________________________________________________________________________________________________________________________

Dyad: Share your strengths and how you might apply them on purpose.

Dyad: How have you helped a client or co-worker to apply their strengths?


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Positive and Negative BeliefsNegative Belief Systems

Identify one or two beliefs that aregetting in the way of your performanceand are root causes for your developmentareas (based on the 360 feedback):

__________________________________________________________________

_____________________________________________________________________________________________________________________________________________________________________

Can You Identify a Core Belief?

_____________________________________________________________________________________________________________________________________________________________________

Positive Belief Systems: We have learned

through our experiences to believe inpositive outcomes.

Negative Belief Systems: Learned patterns ofdefensive reasoning whose purpose is to help usdefend against painful experiences and loss ofcontrol.

Performance, whether peak or poor, islinked to belief systems. When working toimprove behavior, understanding negativebeliefs is core to your ability to makelasting change and performance improvement.

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Individual Development Areas

Identify Areas for Development

Development Area 1: Low Average Score High Impact Change

_______________________________________________________________________

Goal #1: Translate development areas into performance goals that are

positive andS.M.A.R.T.

________________________________________________________________________________________________________________________________

Action/Behavior:________________________________________________________________

________________________________________________________________

Dyad: Share your development area, goal and what initial action you will take.

Dyad: Share ways that you have sabotaged your own development.


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Mapping Interlocking Accountability

Small groups of 4. Imagine that you are a team and that each person on theteam will support you to attain your goals.

Use the next slide to map ways that you will each support one another (interlockingaccountability).

1. Write your name and goal in the center of the map. Pass your map to the person to

your right.

2. When you have obtained a new sheet of paper, review the goal. Write down a wayto support this core goal on a line provided.

3. Trade this page for anotheragain, pass to the right. Repeat until you have yoursheet back.

4. Look over the supportive comments and actions that will help you to attain yourgoal. Let those on your mock team know the value of this support. Each personreflects and comments on the support that they will get from the small group.

5. Several groups share the impact this kind of support might have on a team.


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Mapping Interlocking Accountability

Your Name

Sue Smith

Your Goal

Strategic

Relationship BuildingSupporting Behavior -

Place on Connecting Lines

What You Will Do to Support

Team Mate to Attain Goal. Be Sureto Include Your Name.


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Questions and Answers

Use the Corporate Wisdom Leadership

Development Checklist 360 (or Other 360) to:

Coach Individuals

Develop Teams

Example of 360 Report with Scores

The CW 360 Can Be Co-Branded for Use With

Groups or Teams.

Documents

PassLeadership Coaching Using the CW 360 for SBODN, Final