Talent DevelopmentLeadership Academy—

Session #6Talent Development &

CoachingJune 18, 2015

Eileen Beaudryeileenbeaudry@gmail.com

Overview Team project presentation #3 Article “Are You a High-Potential?” Exercise--“A Supportive Person in My Life” Development conversations as the

foundation of talent development Demonstration--How to conduct a

development conversation & critique Practice round Accelerating one’s development

Overview (con’t)

Debriefing 3rd coaching conversation Team presentation #4 Guest presentation—Greg Larson Resources Reaction panel Next session including graduation Team meetings

Sample Outline for Team Report Principles

Start with end in mind What does audience want to know? Less is more

Outline Challenge & assignment Summary of recommendations Methodology Recommendations Call to action

Team Project Run Through

Presentation incl. recommendations (15-20 minutes)

Questions by Board/Executive Sponsors & responses (10 minutes)

Suggestions to enhance the presentation to CM Association (10 minutes) Class Executive Sponsor(s)

Discussion of Article Key points from article “Are You a

High-Potential?” What are implications for me?

Talent Development

As a leader, why focus on talent development?

Becoming a Great CoachHow to conduct a development conversation

“A Supportive Person in My Life”1. Go to worksheet 2. Complete worksheet

individually3. Share in pairs4. Report out and identify themes

in large group

Development Conversation A development conversation is

an informal discussion with your boss, colleague or friend that provides an opportunity for you to explore your hopes & dreams, receive feedback

& enlist support or assistance

Premises of Development Conversations

Goal: Accelerating Everyone’s Development

The Employee’s Responsibility The Agency’s Responsibility The Role of Supervisors &

Managers The Importance of Development

Conversations

Premises (con’t)

Difference Between Mentoring & Coaching Who Can Serve as a Coach? A Focus on Hopes & Dreams Difference Between Development

Conversation & Performance Review Incorporating Development

Conversations into Everyday Work

The Coaching Model*

1. Ask “What are your hopes?” Focus on hopes and dreams, not

challenges or problems Probe what truly interests the person

and most importantly why

*Developed by Don Maruska, Director, Cal-ICMA Coaching Program

The Coaching Model

2. Uncover the real issues What stands between the person

where he or she want to be? What issues or obstacles need attention? Actively listen and paraphrase what

you hear to help the person identify key issues

The Coaching Model

3. Explore options What choices does the person see? What other options can you offer?

(“Have you considered. . .”) Choices encourage and empower

people

The Coaching Model

4. Share stories or experiences Stories are most powerful way to

communicate “May I share a story or experience?” “Who do you know has fulfilled a

similar dream?”

The Coaching Model5. Hold a big vision for the other person

People sometimes hold them- selves back so you can serve as a catalyst Ask “What would be a big leap to get there or achieve your hope?” Ask “Have you thought about _____ (a big leap) to get there?”

The Coaching Model

6. Invite action “I’d like to invite you to consider

_____ (whatever action seems appropriate)”

You’re not telling the person what to do but you’re giving them something to which they can react

Leave the choice to them

The Coaching Model

7. Build a “dream team” Ask “Who can help you realize your

dream?” Ask “Would you be willing to

approach _____?”

The Coaching Model

8. Anticipate success Ask “By when would you like to

‘declare victory’ and achieve your dream?”

Critique of the Coach In conducting the development

conversation. . . What did Frank do well? How could Frank have done

better?

Practicing a Development Conversation

Select role as coach or coacheeCoach leads conversation based on model

25 minutes to conclude conversation

Feedback or Observations1. What did you like about your

development conversation?2. What was difficult or felt

uncomfortable?3. What did you believe were the outcomes?

a. For the individual coachedb. For the coach

Accelerating Development Focus on “learning by doing” Understand 70/20/10 rule Seek “sweet spot”

Debrief Coaching Conversation What did you like about the third

coaching conversation? How could you or the coach have

improved the conversation? Do we suggest that we use the

same approach for the next Academy?

1. Info interview2. Development conversation3. Follow-up conversation

Peer Coaching Who has a challenging or

problematic situation or project at work for which they would like peer feedback & suggestions?

Team Project Run Through

Presentation incl. recommendations (15-20 minutes)

Questions by Board/Executive Sponsors & responses (10 minutes)

Suggestions to enhance the presentation to CM Association (10 minutes) Class Executive Sponsor(s)

Greg Larson Career journey “Marketing & Branding Yourself--

7 Steps to Getting the Job You Want”

Exercise—Your competitive advantages

Resources

Handout-- “Becoming a Great Coach” and “Good Coaches/Good Proteges”

Frank’s Career Compass column— “Developing a Dream Team of

Advisors” Article “Seven Habits of Highly

Effective Mentors” Handout-- “Making Coaching Work”

Resources (con’t)

Cal-ICMA Coaching Programwww.cal-icma.org/coaching One-to-one coaching Webinars Career Compass advice columns “Women Leading Government”

Municipal Management Association of Northern California www.mmanc.org Credentialed Government Leader

Program

Resources (con’t)

International City/County Management Association www.icma.org Emerging Leaders Development

Program Leadership ICMA Middle Manager Institute

Reaction Panel What resonated with me? What did not resonate with me? What do I have to add?

For Next Session Topic: “Political astuteness” Read article “Leadership Without Appearing Political” Prepare Team presentations Graduation ceremony

Perspectives from two participants (2 minutes)

Presentations of certificates “One thing I learned in the Academy or

found valuable about the experience” Photos & refreshments

Team Meetings

www.frankbenest.com