The Adaptive Coach - SHRM Vermont State Council Adaptive Coach-Identifying New...The Adaptive Coach...
Transcript of The Adaptive Coach - SHRM Vermont State Council Adaptive Coach-Identifying New...The Adaptive Coach...
The Adaptive Coach Identifying New Competencies Needed for
a New Generation of Workers
“The single biggest decision you make in your
job - bigger than all the rest- is who you name
manager. When you name the wrong person
manager, nothing fixes that bad decision. Not
compensation, not benefits – nothing.”
- Jim Clifton, Chairman and CEO
of Gallup in the 2013 State of the
American Workplace report
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- The Adaptive Coach -
INITIATES
MOTIVATES
ACCELERATES
STIMULATES
Our Discussion Today
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SUBTITLE CONTENT PAGE WITH TEXT AND TABLE
Data Quiz
• ______% of CEOs say finding qualified workers is their biggest challenge, as 50% of the workforce will be Millennials by 2020.
• Building a leadership pipeline is considered the ______
problem organizations are addressing in talent
management.
• Organizations with good to excellent leadership competencies show a _______% greater ability to respond rapidly to change.
• ______% of employees report they are not fully engaged in their workplace; ______% are “highly disengaged.”
• The greatest pending talent gap is among…
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THE ADAPTIVE COACH DEFINED
The Adaptive Coach promotes a flexible and
inventive workplace where employees are
encouraged to gain greater competence,
participate in decision making and share
accountability for results.
The Adaptive Coach encourages people
to do more than they ever
imagined they could, to give discretionary effort.
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Veterans (1920–1945)
Baby Boomers (1946–1965)
Generation X (1966–1980)
Generation Y (1981–2000)
What Employees Value Most:
The Top 5
1. Working for a stable company
2. Strong sense of job security
3. Work/life balance
4. Working with people they enjoy
5. Working with a manager that a
person can
respect and learn from
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Group Discussion – 10 min.
Identify, as HR professionals, why an Adaptive
Coach approach to leadership would be a
valuable asset in your organization.
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Initiates
9 9
Looks for Opportunities to INITIATE
Relationships
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The Adaptive Coach believes
• People are our most valuable asset and distinguishing competitive advantage
• The ability to do remarkable things hinges on how well people work together
• Silos, uncertainty and politics hurt our ability to form relationships
• Every human is naturally inclined to cooperate and our ability to cooperate is what gets things done
• When people become second priority to numbers, innovation and improvement decline
• The leader’s role is to build collaborations and connections between people to utilize resources fully
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The Power of Belief
Power of Belief VIDEO
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The 7 Triggers – Russell Granger
Likeability
Authority
Consistency
Reciprocity
Contrast
The Reason Why
Hope
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PETER JENSEN – MASTER GARDENER
Video
Group Discussion – 10 min.
What do leaders in your organization believe
about the people they lead? How do their
beliefs drive engagement and empowerment
levels?
- Do they believe people who do the job
know it best?
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Competency # 2: Transfer & Accountability to Others
MOTIVATES
The Adaptive Coach Understands What Motivates and
Knows How to Grow Followership
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Built in drive to avoid
pain.
job environment
Ability to achieve, and
through achievement,
experience personal growth.
job content and
job enrichment
1 2
2 DRIVERS
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The Current National Work
Environment
• Only 25% employees say they are
performing at their full potential
• 70% say they do what is required and
hold back extra effort
• Only 30% say their employer acts
on their opinions
• Less than 30% feel involved in
decisions that affect them
• Over 60% do NOT feel treated
as valuable business partners 17
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• Utilize their skills and abilities
• Share responsibility and accountability
• Challenge them to learn new skills
• Foster interaction with others
• Change over time
• Provide immediate feedback from others
• Provide flexibility of movement
• Allow opportunities to make decisions
People Want Jobs
That…
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Where is the Focus?
“Toxic”
15%
25% 60%
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THE ADAPTIVE COACH
• Models inclusion and engagement to unlock employee potential
• Has integrity and demonstrate competency
• Inspires a shared “we” vision
• Encourages challenges to the process
• Uses cool technology
• Captures the heads and hearts of employees
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Competency
Autonomy
Meaningfulness
Progress
The CAMP Method of Motivation
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The CAMP Method of Motivation 22
Autonomy “What decisions are they able to make on their
own?”
Meaningfulness
“Have I shown them the meaningfulness
of their work?”
Progress
“How are we defining progress
through their growth lattice?”
Competency “What new
competencies are we working on?”
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ACCELERATES
The Adaptive Coach Puts Others on the
Playing Field and Moves to the Sidelines
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X
x
X
X
X
X
C
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The Coach’s Hand-Off Plan
Coaches Handoff Plan
Name of Specific
Task Owner
Level of Skill
Required Training Accountability Level
Timing
(Start/
Finish
Dates) Level of Risk Action Items/Prerequisites
Deliver OJT
Training with TWI
methodology
Training SP/
Team H
JBS Delivery
Training A3
9/1/20
14 -
2/1/20
15 HIGH
Develop training matrix and
schedule.
Implement
Orientation Plan
Training SP/ SP
Lead H
TTT w/ Coach
& Training SP
Lead A4
9/1/20
14 -
2/1/20
15 Low
NEO plan when getting new
members
Train the Trainer
SME Development
cont.
Training SP/ SP
Lead H
TTT w/ Coach
& Training SP
Lead A3
9/1/20
14 -
3/1/20
15 Med
Transfer to in-house training
team when launched.
Manage daily CPI
LTDMS/ Team
Board Training SP M Boot Camp A4
9/1/20
14 -
10/1/2
014 Low
Need metrics; Activity board
developed
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Ways to Get Others on the
Playing Field
• Daily huddles led by the workforce
• Daily management systems (metric
boards) that lets workers know if they did a
good job today
• Team Skill Scans to find hidden talents
• Multi-functional teams to tackle
communication, engagement and quality
service
• Mentoring programs
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X
x
X
X
X
^ Who’s on the
playing field in your
organization?
^ What needs to
change in order to
engage your
employees?
X
C
Group
Discussion:
10 min.
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STIMULATES
The Adaptive Coach STIMULATES new
opportunities and growth in others
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• Developed by Charles Krone for the P&G Plant in Lima, Ohio 30 years ago
• Recognized that functional structures create “white space” where problems occur
• Star Points are process roles that flow across the white spaces, creating linkages and reducing errors
Quality
Training
CPI
EHS
Commun.
Technical
Function A Function B Function C Function D
Opportunity for sharing of best
practices and increased agility
Star Point System
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^ EH&S
^ Quality
^ Communication/HR
^ Technical
^ Training
^ CPI
^ Production
Seven Star Point Roles
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Organizational Star Points
Unit 1
E Q
P
C C T
T Unit 2
E Q
P
C C
T
T Unit 3
E Q
P
C C T
T Unit 4
E Q
P
C C T
T
EH&S
E E
E
E E E
E Quality
Q Q
Q
Q Q Q
Q Comm
C C
C
C C C
C Tech
T T
T
T C T
T Train
T T
T
T T T
T
CPI
C C
C
C C C
C Prod
P P
P
P P P
P
SPLs
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Group Discussion – 10 min.
How do your leaders stimulate new thinking
and growth in others?
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- The Adaptive Coach -
INITIATES
MOTIVATES
ACCELERATES
STIMULATES
Our Discussion Today
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