Developing workplace leaders
-
Upload
stavroula-panagiotaropoulou -
Category
Documents
-
view
110 -
download
2
Transcript of Developing workplace leaders
DEVELOPING WORKPLACE LEADERS SERIES BOOK 1
STRATEGIC COACHING
NEW MANAGEMENT DYNAMICS Stavroula V. Panagiotaropoulou HR & Change Management Consultant
Σταυρούλα Βασ. Παναγιωταροπούλου
Στρατηγικό Coaching - New Management Dynamics, Σταυρούλα Βασ. Παναγιωταροπούλου - 2 -
To my dearest friend
Yiannis Milidakis,
Swimming Champion and Coach.
Author’s Note
The man who transcends and is not afraid is the man who will create in the future a
society equal, fair and creative, with moral principles and values emerging above
personal interests and selfishness, those that surpass and trample Collectivity,
Common Logic, Society itself.
I hope we are not far from what I personally envisage for the next generations. I
would really like to give children a society of justice, a place of joy and creation, a
world colorful and balanced, of free and peaceful nations working together for
prosperity and common good. I wish future politicians will think all these issues
thoroughly and act accordingly.
To be happy we need dignity, justice, freedom, respect for nature and its laws,
education, work, and peace of mind. All this is feasible and anyone who claims
otherwise either is lying or deluded. Both categories, that is to say, the liers, the
misled or the losers, should be isolated if we want to make progress. Those who
have illusions should be left alone until they solve or manage them. Those who lie
should be brought to justice or in front of the conscience and ethics of the
collective.
In any case, everyone and all of us are responsible for the individual and collective
outcome. By taking responsibility, we can also take the next step. Only then the
next step will take us forward, because only development, progress, the future is
ahead!
Στρατηγικό Coaching - New Management Dynamics, Σταυρούλα Βασ. Παναγιωταροπούλου - 3 -
STRATEGIC COACHING
New Management Dynamics
The idea behind the book
What interests me most is the need that exists and evolves in the
business environment for new and innovative practices of dynamic
management. The business environment is even more dynamic than it
was in the past against a common assumption. Changes run quickly
everywhere, the management and managers have to adapt quickly to
new situations, speed overcomes one's experience so that he / she needs
the experience and guidance from other people who could have faced
similar challenges in the business field so we often find alternatives by
experience. Leadership has also evolved with all these events in mind.
Where people are not accustomed to or familiar with these conditions,
they will seek help from contracted consultants who have the experience
of sharing knowledge and guidance to give leadership groups in order to
deal effectively with the issues that arise or the future. A strategic coach is
someone who opens the window and helps to open up the possibilities
that the team itself researches, examines and decides with his / her
guidance. Sometimes we feel "blocked" when we see things everyday the
same, we are not able to explore and discover new perspectives. It is,
therefore, as if suddenly someone gives us the necessary impetus to
begin the exploration of new roads, leaving the "myopia" of the known,
the direction that we follow simply because we have learned out of habbit.
Στρατηγικό Coaching - New Management Dynamics, Σταυρούλα Βασ. Παναγιωταροπούλου - 4 -
Exploring new opportunities means that we are able to explore and develop
new possibilities for ourselves, new roles to undertake, new skills to develop,
new knowledge to acquire, new practices to get acquainted with, much more
than we have become accustomed to do and we thought we did until now.
Our internal forces will be developed and explored here, and all we need is a
new look at things, we need time to think collectively and learn as a group
what new choices there are in our daily practice. This is in a way what the
strategic coaching & training provides us, is a new business philosophy that
assumes and admits we do not know everything, that we have the necessary
humility to seek help from those who could unleash the potential of any
leadership team .
Purpose of the book
This book aims to provide the necessary guidance and familiarity with
Strategic Coaching, as well as the principles and industries that belong to it
and are involved in it. The eight chapters of the book analyze all the
necessary processes and theory associated with strategic guidance and its
importance in modern business. It further promotes the idea of Strategic Team
Coaching in order to have high performance, achievable results and targeted
as well. It is a useful tool of constructive feedback for managers, leaders and
employees in order to align their efforts with organizational goals in order to
be effective and creative within this environment in which they move and
work. So the necessary tools and skills are being explored, as well as the
- 5 -
Στρατηγικό Coaching - New Management Dynamics, Σταυρούλα Βασ. Παναγιωταροπούλου
Business ethics that promotes coaching as a useful tool and an
unforgettable experience as "the eye of the heart" that is often proven to
be effective in making important business decisions.
In Chapter 1: Each organization is made up of groups of employees,
small or large, executives and people who are able to deliver the results
they need based on the strategy they have developed or align with the
new needs and strategies they are driven by the Market or the Industry.
Observing the Organization, we understand how important it is for it not
only to have efficient but also effective and flexible groups that have such
capabilities on which the Organization can build and invest in for its
future. In particularly effective leadership groups, the Chief Executive
Officer, CEO, is not only examining all direct and important reports -
reports that reach him from senior executives, but chooses the members
of the Strategic Team who are committed to the exciting direction he
gives them and Contribute to the creation of a collective leadership team
that assumes responsibility for the entire business and for its future.
Strategic Coaching therefore aligns these people and groups so that they
are effective and high-performing to be able to achieve organizational
goals.
In Chapter 2: Strategic Coaching consists of six "streams" or currents hat
flow together to form a complete model for use by the Coach. The first
two streams work collectively to create and maintain the relationship
between the coach and the coachees. So they deal with the behavior of
the coach - coachees, their conscious and unconscious thoughts.
Although they work in each of these three streams, the coach keeps
attention to this relationship mentioned above and works in order to
Στρατηγικό Coaching - New Management Dynamics, Σταυρούλα Βασ. Παναγιωταροπούλου - 6 -
maintain this important relationship without which no progress can be
made, from which they also draw their trust and faith in the Group. The
final current is systemic. Coaching in the business is not only for those
who are not performing well, it is also for those who have a high
performance to help them go beyond where they are today and to help
their learning, development and evolution. It is not a soft skill, it is directly
linked to clear business needs and the challenges people face in thinking
differently. This is what we mean by the term "strategic" ultimately, to
think differently by always looking and analyzing the elements that will
compose a new unique action. And this is directly related to what we call
personal development, both for individuals and for groups, and hence for
strengthening their potential.
In Chapter 3: But it is not the funding, it is not the strategy and it is not the
technology. It is teamwork that remains the ultimate competitive
advantage, both because it is terribly powerful but also so rare! Creating
the strong and competent team! A founder of a company that has grown
to have a billion dollars in annual revenue, best expresses the power of
teamwork, "if you could put all the people in an organization to roam in
the same direction, you could dominate every industry, in any market,
against any competition at all times. " according to Lencioni, 2002. This
means, of course, that strategy without people is nothing. Only with
dedicated people focused in the same direction can one bring change and
strategy into force. In order to keep focusing on the interactions of internal
and external forces as well as the focus on performance and process,
Στρατηγικό Coaching - New Management Dynamics, Σταυρούλα Βασ. Παναγιωταροπούλου - 7 -
Peter Hawkins (2014) developed a four-level model linking these two
dimensions.
In Chapter 4: In this chapter we will see how the coach of the group can
guide according to the five principles, but also according to the dialogues
that connect and flow between these principles. This requires the coach
to concentrate on the multiple relationships within the team, namely the
internal relationship between the team members and the external
relationship between the members of the group as a whole and the other
parties and stakeholders. Strategic Technical Leadership or Systemic
Team Coaching is a process whereby a coach works with an entire team,
both when they are together and when they are apart, in order to help
them improve both their collective performance and how they work
together as well as how they can develop their collective leadership to
participate more effectively in all the core groups that make it up, in order
to jointly transform the broader business and goals for the benefit of all.
In Chapter 5: Wageman (2008) and Hackman (2011) argue that one of
the six favorable conditions for effective teamwork is "Put the right people
in the team". Of course, not all group leaders have the privilege to build
their team from scratch, and the majority begins by inheriting a group that
already exists, and that may have disappointed members who had
previously "applied" for the role of leadership. Keller and Price (2011)
advise new CEOs to make an in-depth analysis early on who are those in
the team and ready to act directly and quickly to remove and replace
someone or some members where needed. Sometimes it's best for the
coach to work with the original team as you've found it, first communicate
the assignment you have undertaken with them and then develop and
Στρατηγικό Coaching - New Management Dynamics, Σταυρούλα Βασ. Παναγιωταροπούλου - 8 -
explain in detail the collective effort of the team, its goals, etc., and
through this process you can discover who is committed or not in order to
proceed to the next stage of the group.
In Chapter 6: "I imagine it how tempting it would be, if the hammer was
the only tool someone had, trying to cure everything by treating
everything like a nail," says Abraham Maslow in “The Psychology of
Science” in 1966. The concept Is known as the "law of the instrument". If
you use a tool for everything, then this is exactly what you are going to do
repeatedly, that is, you will treat all situations as being treated in just one
case with just one technique. How practical, strategic and "logical" is this
in a complex and demanding business environment? The question is of
course rhetorical ... In this chapter we will refer to the range of tools and
techniques that can be used in Strategic Coaching, of course, depending
on the particular need and the situation we are called upon to cover.
In Chapter 7: The difference between one's ability & skills, and his high
performance, is often located on emotional factors. Our ability to be
psychologically strong and confident ensures our efforts to achieve the
completion of our internal dynamics. The key is to learn to work with our
feelings in a constructive way, to consider them as ancillary tools for our
performance, and develop strategies that will help us work with our
feelings rather than against them. Although we use logic to some extent,
we make important decisions, usually using the power of emotion that is
the decisive factor that pushes us into what decision we will take many
times in management and leadership. Our emotion "inspires" to move in
the direction from which we are far away and to which we want
Στρατηγικό Coaching - New Management Dynamics, Σταυρούλα Βασ. Παναγιωταροπούλου - 9 -
to be. It is the energy we can use constructively or devastatingly. An
effective leader in times of crisis has the opportunity to exploit the deeper
feelings of people who either galvanize to act positively or transform into
panic and turn into harmful reactive responses. The greatest successes
are realized as a result of the energy that comes from the fact that our
action is emotionally inspired.
In Chapter 8: Ethics is one of the most important issues in today's
coaching, due to the fact that morality is mainly the essence of good
coaching, and people who act as professional coaches must comply with
the highest standards of responsibility and accountability to protect the
interests of their coachees. We must first place morality in accordance
with its Aristotelian concept and character, both on training and on
vocational, professional certification. Since it does not matter how well
you are trained or how high you are in rank, if you are not ethical, you
may be hurt by your coachees. On the other hand, if a coach acts morally
and according to his or her own principles, he will probably match even
for the certification he still does not have. Values are based on our belief
systems about what is desirable, not what is right or wrong. This means
that value-based ethics are very relevant, but our values always come
into play when it comes to ethical decisions. Values compose our own
code of conduct and allow us to act with integrity. Our principles,
therefore, are based, at least in part, on our values, and may vary
considerably from person to person. Among other factors that could help
us in the moral exercise of our coaching tasks to help strategic teams in
Organizations, is the exploration of spirituality and SQ (Spiritual
Intelligence) that is the spiritual path which illuminates our way, what the
Στρατηγικό Coaching - New Management Dynamics, Σταυρούλα Βασ. Παναγιωταροπούλου - 10 -
mystics have called the "eye of the heart", the reconnection with the
source, the ground of our existence, our spirit, in order to regain the
sense of security, the Guidance and, ultimately, morality. Certain
meditation techniques, such as that of transcendental meditation widely
applied abroad, are also being investigated and reported in several
studies (such as Travis and Wallace, 1999: Seeman et al, 1972), in
reducing stress levels, helping to find internal balance and Purpose.
Στρατηγικό Coaching - New Management Dynamics, Σταυρούλα Βασ. Παναγιωταροπούλου - 11 -
Book Contents
Chapter 1: High Performing Teams
Introduction
Unit 1: High Performing and Effective Teams
High Performing Team
The Real Team
The appropriate people
Effective Teams
Unit 2: The challenge for Teams that change globally
The elements of the Challenge and their Analysis
The real Challenge for today Leaders Summary
Chapter Bibliography
Chapter 2: Strategic Coaching
Introduction
Unit 1: What is Strategic Coaching?
What is it about?
Streams 1 and 2 – The Coaching relationship
Stream 3 – Focus on Behavior
Stream 4 – Conscious Knowledge
Stream 5 – Unconscious Knowledge
Stream 6 - Systemic
When does this model work best?
Unit 2: Personal Development
About PD in general
Personal Development: why is it important?
Contemporary Environment and PD
Practical Steps to PD
Transferable Skills
Στρατηγικό Coaching - New Management Dynamics, Σταυρούλα Βασ. Παναγιωταροπούλου - 12 -
Personal PEST Analysis
Personal Goal Setting
Unit 3: Developing capacities for Strategic Coaching and Evaluation
Developing transpersonal skills
Working in Teams
Personal Development and Skills assesement Tests Summary
Chapter Bibliography
Chapter 3: Focusing on Teams
Introduction
Unit 1: The Five Principles concerning Teams
Five places of Focus
Connecting the five key points
Unit 2: Coaching teams
Looking for Differences
Assignment: Findings, Diagnosis and Designing Summary
Chapter Bibliography
Chapter 4: Strategic Teams Coaching
Introduction
Unit 1: STC Principles
1.1 5 Points of Focus Unit 2: Teams’ Types
The types of teams
International Teams
Project Teams
Six phases Model
Virtual Project Teams
Account Teams
Management Teams
Network Coaching
Στρατηγικό Coaching - New Management Dynamics, Σταυρούλα Βασ. Παναγιωταροπούλου - 13 -
Summary
Chapter Bibliography
Chapter 5: Selecting the Team Players
Introduction
Unit 1: Basic Principles for selection
Basic Selection Principles for Team or Group members
Selection Procedure
Unit 2: Strategic Coach Skills and Capabilities
Main skills and abilities of STC
Skills’ Analysis
Unit 3: Strategic Team Coach Dilemmas
3.1 Main Dilemmas Analysis
Summary
Chapter Bibliography
Chapter 6: Strategic Coaching Methods and Techniques
Introduction
Unit 1: Using Methods and Tools
Basic Techniques
Psychometric Tools
Myers Briggs Type Indicator
Leadership Styles Indicators
Belbin Analysis on the team roles
The nine roles of teams
Questionnaires and tools for Team Assessment
High Performing Team Questionnaire
360 degrees Team Feedback
Reasearch Techniques and actions
Unit 2: Alternative Approaches
Appreciative Research – 4 stages model
Team Coaching focused on Results Summary
Στρατηγικό Coaching - New Management Dynamics, Σταυρούλα Βασ. Παναγιωταροπούλου - 14 -
Chapter Bibliography
Chapter 7: Coaching & Emotions
Introduction
Unit 1: Emotions in a Coaching Experience
Emotions as our partners
Emotional Intelligence
Information, Inspiration, Development
Emotions and High Performance
The GROW Model
When does GROW Model work best?
Unit 2: The multiple gains from a Coaching culture
2.1 The Coaching Culture
Summary
Chapter Bibliography
Chapter 8: Management, Coaching & Ethics
Introduction
Unit 1: Why Ethics is important?
What do we mean by ethics?
The base of Moral Thinking
Moral Principles and Standards exisitng in coaching
Unit 2: Modern Times and Ethics in Business
The role of Ethics in the current world
Moral Standards and Strategic Management & Coaching Summary
Chapter Bibliography
Overall Bibliography and Links
About the Author
Panagiotaropoulou Stavroula
HR & Change Management Consultant
ΜΒΑ, University of Strathclyde, Glasgow
She studied English Literature at the School of
Philosophy of the National and Kapodistrian
University of Athens and completed her
postgraduate studies in Business
Administration (MBA) from the University of
Strathclyde in Glasgow, UK. Worked since
1994 as an English teacher in Secondary
Schools, as well as translating educational
programs in OAED, Greece. Held executive
positions in an International Business
environment especially in the area of
Customer Service and Sales and has
experience in leading complex programs of
Organizational Change according to business
needs. Prepared and delivered as a trainer
specially designed educational programs in
large organizations, fully aligned with the
strategy of each one, effectively enhancing
the performance of employees and
strengthening the achievement of business
objectives. Designed and implemented
workshops for large organizations on issues
such as Customer Service, Management and
Development of Human Resources, Business
Strategy & Sales Development. Currently
cooperates as a writer and associate
trainer/professor with Universities in Greece.
Her lesson "Communication & Presentation
Skills" is active in the educational program of
Human Resources Development at the
ELearning section of the University of Athens.
At the University of Piraeus in the E-Learning
section of the Economics Department, there
are four of her courses on "Change
Management & Leadership", "Excellent
Customer Service", "Modern Approaches &
Cross-cultural Education and Development of
HR" and "Strategic Marketing & Management"
in the cycle Markets , Finance,
Entrepreneurship. Also translated English
books of the International Publishing
Organization Running Press and completed
her book entitled "Strategic Coaching: New
Management Dyanmics».
Στρατηγικό Coaching - New Management Dynamics, Σταυρούλα Βασ. Παναγιωταροπούλοιυ - 298 -
«The base of Ethics is the substance and the corner stone of
appropriate and good Coaching.
So those who act as professional coaches must comply with the
highest standards of accountability and responsibility to protect the
interests of the coachees. Ethics is not a theory, it is directly related
to practice.
Ethical is the one who acts according to the moral principles and
values that will lead him to honest and beneficial acts not only for
himself but also for others.
The growth of our spiritual intelligence today is deemed necessary
more than ever, to co-exist in our judgment, not only in logic but also
in what we call the "eye of the heart".
The result of this is that our actions will be "inspired" not only by our
personal Vision, but by what comes and emerges from the World
Consciousness. "
© 2016, Panagiotaropoulou Stavroula. Except as provided by the Copyright Act ©
2016, Panagiotaropoulou Stavroula no part of this publication may be reproduced, stored
in a retrieval system or transmitted in any form or by any means without the prior written
permission of the publisher. 13.169 / 23-8-2016 Πράξη Κατάθεσης Βιβλίου.
Human Dynamics
80, Larissis str. 11524 Athens
Greece
e-mail: [email protected]
ISBN 978-960-93-8463-6 Σταυρούλα Βασ. Παναγιωταροπούλου