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Roelf WoldringTaking It Back to the Job:
Helping Managers BeBetter Doers and People Managers
Programs that Create Real ROIfrom Your
Management Development $
Learning by Doing:The CoachingOurselves Program
Know That Know How ToKnow Why (and Why Not)
StructuredTraining
SocialLearning
Learning By Doing/ Dialoguing About Doing
/ Getting Feedback on Doing
10%
° Workshops° Classroom° E-Learning° Reading° Surfing
° Coaching° Mentoring° Instrumented Feedback° Person to Person Feedback
° Action Learning (Just in Time / Immediately Relevant)° Structured Problem Solving° Shadowing / Placements / Job Rotation° Project Assignments° “As It Happens” Incidental Learning° Metrics and Structured Feedback on Personal Performance Contracts
° Facilitated Peer to Peer Dialogue and Reflection On Experience In the Context of Best Practice Models
© Roelf WoldringJanuary 2015
www.roelfwoldring.com416-427-1567
© Roelf Woldring and parts CoachingOurselves January 2015
THE 20% IN 70:20:10
A peer coaching leadership development methodology that
builds community, stimulates exchange of perspectives, and
encourages team cohesion.
This is an innovative adaptation of the 70:20:10 approach to leadership devel-opment and organizational transfor-mation created by Phil LeNir and Henry Mintzberg. The CoachingOurselves peer coaching methodology uses 90-minute reflective
discussion modules to explore a wide range of topics. These modules were created by more than forty leading management thinkers, including Henry Mintzberg, Marshall Goldsmith, David Cooperrider, and Michael Beer.
CoachingOurselves modules cover a range of topics; Catalytic Leadership, Beyond Engagement, Silos and Slabs in organizations and more.
Modules are self-facilitated, or supported by a certified coach or facilitator with expertise anchoring and directing
reflective discussions for greater organi-zational impact.
The company was founded by Phil LeNir and Henry Mintzberg in 2007 and is used by over 10,000 managers in 8 languag-es. CoachingOurselves provides a cost effective powerful reflective learning experience to build community, stimulate exchange of perspectives, and grow team cohesion.
INNOVATIVE SOLUTIONS
Program designers use our peer coaching modules to create powerful
solutions to leadership and organization development.
With our peer coaching modules pro-gram designers have a flexible foun-dation to powerful interventions and programs. A coach uses our modules for group coaching with senior leadership teams, a leadership program designer embeds our modules between classroom events for peer learning and coaching,
and cohorts of leadership program alumni use our modules for self-guided continuous learning.
Discussion Modules:
Being a Catalytic Leader
Crafting Strategy
Dealing with the Pressures of Managing
Engagement: Beyond Buy-In
In Praise of Middle Management
Managing Cultural Change
Management Styles: Art, Craft, Science
The Play of Analysis
Silos and Slabs in Organizations
Smart Investments in Talent
Understanding Stakeholders
and over 60 more modules...
Written By:
Henry Mintzberg
Edgar Schein
Marshall Goldsmith
John Seely Brown
Phillip Kotler
Dave Ulrich
John Boudreau
Jonathan Gosling
Michael Beer
Nancy Adler
Jean-Claude Larréché
Ricardo Semler
and 30 more thought leaders...
CoachingOurselves
Solutions
Leadership Development
Change
Peer Coaching
Continuous Learning
75 REFLECTIVEDISCUSSION MODULES
....with high quality content written by world renowned management and business thinkers for peer coaching and organizational impact.
Each module combines our authors’ perspectives and conceptual insights with guided discussions and exer-cises for structured 90-min-ute sessions. These sessions are the foundation to team interventions and leadership programs.
Senior leaders working together to break down organizational silos, facili-tated by an HR business partner using
the module ‘Silos and Slabs in Organiza-tions’ written by Henry Mintzberg
Fact Sheet
INTEGRATED 70:20:10 APPROACH
It’s well understood in the field of learning and development that 70% of learning is informal, on the job, and experience based; 20% is
coaching and mentoring; and 10% is comprised of formal learning inter-
ventions and structured courses. But what does this mean in practice?
With our approach organizations have a proven, cost effective approach to deliv-er on the 70:20:10 framework.
Only CoachingOurselves structures the peer learning and coaching of the 20%,
with the reflective learning crucial to the 70%, all in a library of practical tools developed by world renowned manage-ment and business thinkers.
Fact Sheet
TESTIMONIALS
”ROI? Strong working relationships; managers becoming better people managers; bet-ter decision-makers; improved processes and efficiencies, and increased organizational well-being! Based on those results, we are now deploying the CO sessions throughout the entire organization to further drive change and integrate our culture of <Great People, Great Experience>. Thanks CO for being awesome!”
- Diane Boulet, Senior Director of Corporate Development, Brother Canada
“In 2013, we launched a series of CoachingOurselves Reflection Cafes (90-minute workshops) with managers and professionals from cross-sections of the University. These sessions were easy to administer: we could choose from the CoachingOurselves catalog of over 75 management and leadership topics and facilitate them ourselves. The workshops provided immediate results. Feedback from the sessions was overwhelmingly positive. The 90-minute learning format allowed people to engage in shared learning, without missing a day or even a half-day of work. There was rapid alignment among managers, and the networking and collaborative learning provided benefits beyond the material itself.”
- Johanne Houle, Director of Organizational Development, McGill University
“Over the past 6 months we have been using Henry Mintzberg’s CoachingOurselves approach and discussion modules as part of our group coaching service offering. The topic discussion guides have enabled us to add targeted 90 minute sessions with world class content and a unique collaborative approach. It blends seamlessly with a group coaching intervention, en-courages managers to be action oriented and results driven and is a great additional value.”
- Daniel Lesage, IMC, PCC, Partner at André Filion & Associates Inc. An Organizational Psychology and Career Managment Firm
“It has been the best training program I’ve experienced over the 30 years since I joined the company.” - Chieko Kamiyama, Global Marketing and Sales Planning Department, Nissan
CONTACT US: 514-419-1849info@coachingourselves.com www.coachingourselves.com
Co
achin
gO
urselves: 9
0-m
inu
te mo
du
les
Fou
nd
ation
s of M
anag
emen
t
An
alyzing
Em
plo
yee Perfo
rman
ce Identify possible reasons for perform
ance gaps by following
a process for analyzing employee perform
ance.
Ch
ains, H
ub
s, Web
s, and
Sets Consider M
intzberg’s model of organizations as chains,
hubs, webs, and/or sets to appreciate how
varied managing
can be within these different form
s.
Co
ntro
l Th
rou
gh
Decisio
n M
aking
Explore as a group how
you can be more effective in your
decision making and controlling.
Dealin
g w
ith th
e Pressu
res of M
anag
ing
Appreciate the inherent characteristics of m
anagerial work
(the hectic pace, the fragmented w
ork, etc.) as outlined by M
intzberg and consider how best to deal w
ith these challenges.
Decisio
n M
aking
: It’s No
t Wh
at You
Th
ink
Mintzberg asks you to contrast “thinking first” w
ith “seeing first” and “doing first” as approaches to decision m
aking in order to approach som
e key organizational decisions differently.
In P
raise of M
idd
le Man
agem
ent
Become aw
are of the valuable roles middle-level m
anag-ers play in organizations especially related to m
anaging change, and reflect upon yourselves in these roles.
Man
agem
ent C
om
peten
cy Raisin
g
Deepen your understanding of m
anagement com
petencies and share alternate w
ays of practicing the key organization-al com
petencies.
Intro
du
cing
Strategy th
rou
gh
Ro
bin
Ho
od
Learn the basics of strategy by review
ing the strategies of Robin H
ood in light of your organization’s strategies.
Man
agin
g o
n th
e Ed
ges
Consider managerial roles in relation to other com
ponents of the organization and the outside w
orld, with a concen-
tration on “buffering”: how to balance the outside forces
coming into your unit.
Som
e Surp
rising
Th
ing
s abo
ut
Co
llabo
ration
U
nderstand what contributes to effective collaborative
relationships to enhance them w
ithin and beyond your organization.
Th
e Play o
f An
alysis Recognize situations w
here you overdo analysis (“paralysis by analysis”) or underdo it (“extinction by instinct”), and think about how
to get the balance right.
Tim
e to D
ialog
ue
Practice a more creative and collaborative m
ode of com-
munication that increases your capacity to address com
plex organizational issues.
Un
derstan
din
g O
rgan
ization
s Learn the strengths, w
eaknesses, and implications of M
intz-berg’s four com
mon form
s of organizations and discover how
your organization fits into the framew
ork.
Neg
otiatin
g Styles
Gain insight into five negotiation styles and identify how
to adapt your ow
n styles to enhance performance.
Refl
ection
Appreciate the importance of collective and individual
reflection in managerial w
ork and find ways to m
ore effec-tively com
bine managerial reflection and action.
Seeing
Beyo
nd
Belief:
Ob
servation
Skills for M
anag
ers U
nderstand how you observe the w
orld and interpret events im
pacts the way you m
anage and your effectiveness.
Silos an
d Slab
s in O
rgan
ization
s Explore tw
o characteristics of organizational formal struc-
tures, silos and slabs, the challenges they present to manag-
ing, and ways to m
anage across and beyond them.
Drivin
g C
han
ge
Ch
ang
ing
Th
ing
s: Wh
at and
Ho
w
Explore framew
orks of “change what?” and “change how
?” in order to better do so w
ithin your scope of responsibility.
Craftin
g Strateg
y Apply M
intzberg’s groundbreaking theory of emergent
strategy to your department and/or organization.
SWO
T fo
r Strategy
Bring a strategic situation into sharper focus by using a SW
OT analysis, w
hich stands for Strengths, Weaknesses,
Opportunities, and Threats.
Strategic B
lind
spo
ts Increase your aw
areness of the strategic blindspots most
prominent in your organization and discuss how
you can m
ove beyond them.
Ten
Ways to
Release C
han
ge and
Ten
Mo
re Ways to
Release C
han
ge
Appreciate the nature of change and learn new w
ays to release change to quickly and easily achieve your goals at no added cost.
Tw
o M
od
els of C
han
ge
Consider and perhaps combine the change m
odels “7 Uni-
versal Principles for Making Change H
appen” (Beer) and the “6-Step Critical Path to Change” (U
lrich) to more effectively
manage change in your organization.
En
gag
ing
Peo
ple
Beyo
nd
Bu
llying
Learn about bullying and dynam
ics around the misuse
of power w
ithin organizations to build and sustain better personal and organizational outcom
es.
Career A
nch
ors
Promote honest, transparent discussions about career goals
and motives, enabling your organization to better align
individual and business aspirations.
Co
achin
g O
thers
Clarify the role of coaching and key coaching skills to be-com
e an effective agent of change.
Develo
pin
g O
ur O
rgan
ization
as a C
om
mu
nity
Appreciate how an organization can develop as a com
mu-
nity and come up w
ith ways to do so in your ow
n organi-zation.
En
gag
emen
t: Beyo
nd
Bu
y-In
Explore the key dynamics underlying highly engaged orga-
nizations that allow them
to be supple and responsive to shifts in their external and internal environm
ents.
En
gag
emen
t: Beyo
nd
Bu
y-In
Explore the key dynamics underlying highly engaged orga-
nizations that allow them
to be supple and responsive to shifts in their external and internal environm
ents.
En
gag
emen
t: Beyo
nd
Bu
y-In
Explore the key dynamics underlying highly engaged orga-
nizations that allow them
to be supple and responsive to shifts in their external and internal environm
ents.
Inn
ovate U
sing
Gen
erative Relatio
nsh
ips
Apply the STAR model to im
prove existing generative relationships, w
hich bring innovative solutions to complex
issues, and develop new ones.
En
gag
emen
t: Beyo
nd
Bu
y-In
Explore the key dynamics underlying highly engaged orga-
nizations that allow them
to be supple and responsive to shifts in their external and internal environm
ents.
Inn
ovate U
sing
Gen
erative Relatio
nsh
ips
Apply the STAR model to im
prove existing generative relationships, w
hich bring innovative solutions to complex
issues, and develop new ones.
En
gag
emen
t: Beyo
nd
Bu
y-In
Explore the key dynamics underlying highly engaged orga-
nizations that allow them
to be supple and responsive to shifts in their external and internal environm
ents.
Mo
dels o
f En
gag
emen
t: E
mp
loyee-E
mp
loyer R
elation
sAssess the realities of the various m
odels of employer-em
-ployee engagem
ent in regards to your own organization
and how you m
ight nurture change.
En
gag
emen
t: Beyo
nd
Bu
y-In
Explore the key dynamics underlying highly engaged orga-
nizations that allow them
to be supple and responsive to shifts in their external and internal environm
ents.
Tu
rnin
g th
e Tab
les: Un
usu
al Seatin
g fo
r Creative P
rob
lem So
lving
Foster open discussion and creative learning by experienc-ing firsthand how
seating configurations at meetings can
greatly enhance effectiveness.
Fortifyin
g C
ultu
re
Glo
bal o
r Wo
rldly?:
Diversity in
the 2
1st Cen
tury
Strike a balance between being global, im
plying homoge-
neity, and being worldly, w
hich involves exploring diversity in other cultures, organizations, or even just departm
ents, to broaden your w
orldview.
Intro
du
cing
Cu
lture in
Org
anizatio
ns
Increase your awareness of organizational culture to en-
hance how you perceive m
anagement issues and how
you can m
ore effectively act on them.
Kn
ow
ledg
e Sharin
g fo
r Inn
ovatio
n:
Th
e Wiki W
ay Explore inform
al ways in w
hich knowledge is shared in your
organization and ask yourselves if they could be enhanced by certain policies and practices for transform
ative change.
Kn
ow
ledg
e Sharin
g fo
r Inn
ovatio
n—
T
he W
iki Way
Explore informal w
ays in which know
ledge is shared in your organization and ask yourselves if they could be enhanced by certain policies and practices for transform
ative change.
Kn
ow
ledg
e Sharin
g fo
r Inn
ovatio
n:
Th
e Wiki W
ay Explore inform
al ways in w
hich knowledge is shared in your
organization and ask yourselves if they could be enhanced by certain policies and practices for transform
ative change.
Man
agin
g C
ultu
re Ch
ang
e: B
eyon
d th
e Status Q
uo
U
se a “force-field analysis” to clarify the forces holding your organization at status quo. Learn how
you can decrease these forces and strengthen those w
orking toward the
changes you want to achieve.
Mo
dels o
f Hu
man
Beh
avior
Understand im
portant models of hum
an behavior and explore w
hat affects the prevalence of one model has on
your organization.
Op
enin
g u
p th
e Mo
ral Senses
Discuss the pressing m
oral issues facing your organization and learn how
moral concerns can becom
e more open and
active within your organization.
Pro
bin
g In
to C
ultu
re Probe into Schein’s three levels of organizational culture to better understand the culture of your ow
n organization and m
ore effectively promote positive change.
Th
e Players o
f Cu
ltural C
han
ge
Recognize the range of different behavior patterns that em
erge once a culture change has been launched and how
you can work w
ith them to ensure sustained change.
Th
e Po
wer o
f Social Learn
ing
Appreciate how
social learning, especially in small groups,
provides a powerful tool to nurture innovation and produc-
tivity within your organization.
Leadersh
ip
Ap
preciatin
g A
pp
reciative Inq
uiry
Enable positive organizational change and innovation through Cooperrider’s pioneering, strength-based Appre-ciative Inquiry (AI) process.
Bein
g a C
atalytic Leader
Embrace a catalytic leadership paradigm
, where leaders at
any level of the organization facilitate and mediate agree-
ments around tough issues, and think system
atically and strategically for long-term
impact.
FeedFO
RW
AR
D In
stead o
f Feedb
ack Practice a dynam
ic technique called FeedFORW
ARD de-
signed by Marshall G
oldsmith to positively im
pact morale
and increase productivity.
Foresig
ht
Develop attentional strategies in your daily m
anaging that cultivate an aw
areness of the unseen, the obscure, and the overlooked.
Fit to Lead
Increase your energy levels, better m
eet your work de-
mands, and prom
ote a healthy lifestyle by incorporating sim
ple health tools into your busy workday
From
To
p P
erform
er to M
anag
er Reflect on how
the skills required to be a top performer are
different from those needed to be an effective m
anager. Share how
you can better help individuals prepare for their role as m
anager.
Leadin
g C
han
ge in
Diffi
cult T
imes
Inspire and guide organizations through challenging times,
maintaining productivity and perform
ance by focusing on these sim
ple yet powerful m
ethods
Lenses fo
r Leadersh
ip In
sigh
ts Shift your perspective and gain insights on current issues in your organization by reading three brief stories that act as “lenses” to refocus m
anagerial issues.
Lesson
s from
Mach
iavelli and
Lao-T
zu
Extract valuable lessons regarding power and em
power-
ment from
two extrem
e models—
autocratic, top down
leadership and a more participatory, em
powering leader-
ship style.
Man
agin
g M
etaph
ors
Create and discuss effective metaphors that inspire new
approaches to m
anaging and spur action.
Man
agin
g o
n th
e Plan
es of In
form
ation
, P
eop
le, and
Actio
n
Reflect on your own approach to m
anaging through Mintz-
berg’s model of m
anaging, which happens on three planes:
through information, w
ith people, and to direct action.
Man
agin
g to
Lead
Determ
ine factors contributing to effective leadership to balance your personal leadership style and clarify how
you can contribute to a w
ell-led organization.
Po
litical Gam
es in O
rgan
ization
s Appreciate w
hen and how the various types of political
games can positively advance your organization’s goals.
Practical T
ips fo
r Leadin
g
Meetin
gs th
at Matter
Learn practices to keep groups whole, open, and task fo-
cused to enhance meetings w
ithin your organization.
Strategic T
hin
king
as Seeing
Enhance your capacity to “see” strategic issues and w
ork as a group to address som
e of your organizational concerns.
Un
derstan
din
g Stakeh
old
ers U
ncover how you and your colleagues perceive different
stakeholders with the goal of creating stakeholder relation-
ships that support and sustain organizational performance.
Streng
then
ing
Team
s
Beyo
nd
Bickerin
g
Discover the root causes of incivilities that contribute to
low m
orale, decreased productivity, and staff turnover to develop collective solutions.
Hig
h P
erform
ing
Team
sExam
ine your team and com
pare it to characteristics of exem
plary high performing team
s.
Man
agem
ent Styles: A
rt, Craft, Scien
ce Consider your m
anagerial style: how do you see it vs. how
do your colleagues see it? H
ow can you adjust to better bal-
ance yourself and your team?
Man
agin
g T
ime an
d E
nerg
y D
ecide how to better m
anage your time, individually and as
a team, and learn how
to work w
ith your natural rhythms to
maxim
ize creativity and productivity.
Talen
t Man
agem
ent
Diagnose and clarify your ow
n talent “mindset” to get the
most out of the talent in your unit/organization.
Th
e Rew
ards o
f Reco
gn
ition
Appreciate the im
portance of recognition on organizational perform
ance and explore how to im
plement recognition
with sufficient frequency and effectiveness.
Visio
nary M
anag
emen
t Instead of relying only on analysis, integrate your differing perspectives through pictures and visual sym
bols to “see” the bigger picture and experience first-hand another m
ode of decision-m
aking.
Ven
turin
g an
d In
no
vating
Bran
d B
uild
ing
for E
very Man
ager
Discover a holistic approach to branding in w
hich all organizational activities are aligned, interdependent, and integrated.
Dem
ocratize Yo
ur O
rgan
ization
: R
ethin
king
the 2
1st Cen
tury W
orkp
laceLearn six of Ricardo Sem
ler’s unconventional managem
ent practices that have attracted attention w
orldwide.
Ho
w G
lob
al Sho
uld
Ou
r Firm B
e? U
nderstand how global your firm
should be by exploring the dynam
ics of the industry you compete in.
Ign
iting
Mo
men
tum
with
C
usto
mer In
sigh
ts D
iscuss four ways to system
atically investigate your custom-
er’s needs and learn how you can apply these insights to
your organization and the potential barriers to success.
Smart In
vestmen
ts in T
alent
Determ
ine where an investm
ent in talent will yield the
highest return by focusing on your organization’s pivotal jobs and tasks.
Th
inkin
g E
ntrep
reneu
rially to
Gro
w Yo
ur B
usin
ess U
ncover new opportunities and help influence the success
of your organization through a variety of entrepreneurial techniques.
FLfor front-line em
ployees
MM
for Middle M
anagers
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anagers
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topic available in a Not-For-Profit
version
CoachingOurselves topics are
available in 8 languages.
Simp
ly Man
agin
g:
From
Refl
ection
to A
ction
Exam
ine the five mindsets that underlie the practice of
managing and learn how
you can weave these together
to become a m
ore effective manager–individually and in
collaboration.
Ord
inary P
eop
le, E
xtraord
inary Lead
ership
Reclaim
your leadership skills by reflecting collectively on your m
ost profound personal perspectives, imagination and
wisdom
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Co
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Five Ideas A
bo
ut T
eamw
ork
Improve the functioning of team
s you are on by reviewing
some of the fundam
ental challenges of teams such as size,
structure, and virtual teams.
FL , MM
Acco
un
tability: It’s a T
ricky Wo
rld
Learn methods for im
proving accountability and gain insight into the challenges w
hich inevitably surround accountabilities.
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Why CoachingOurselves?1. Fits the 70-20-10 reality of how managers learn and grow
2. Content developed by the leading edge management faculty
3. Wide module choice allows means effective fit to your culture and your business goals
4. Not just theory - Mintzberg makes it work for 4 university MBA programs.
5. Solid Client base- leading edge for profit and not for profit organizations - it works
Why Roelf Woldring?1. “Been There: Done That” - invested millions in developing managers over course of
his career - learned what works and what does not (and why) through experience
2. Takes a “Total Talent Management” approach to developing managers - passionate about developing the talent of individuals
3. Innovative doer with a life long history of growing subordinates to be better than they thought they could be ....
4 Client Service Offerings
Learning By Doing:Facilitating Peer to Peer Social Learning and Reflection on Doing Manager Groups using the CoachingOurselves approach
One on One Intensive Self-Awareness Coaching:
Using instrumented personal feedback tools:- WCI Press’s “Competency Styles®” Workbooks
- California Psychological Press’s“Myers-Briggs Step II” self insight tool
- Hay Group / Daniel Goleman’s “Emotional and Social Competence Inventory”
Follow Up SkillDevelopment: Face to face individual feedback, coaching and group in-depth skill development sessions based on WCI Press’s e-learning programs:
1. “Becoming a FeedBack Wizard”2. “Becoming a Interview Wizard”3. “OMG: My Boss Says that I Have to
Coach”
Performance Contracting Consulting and Coaching:
“Contract ForThe Future, Don’t Appraise The Past”™Performance management consulting,
coaching and workshops for organizations making the transition from backward looking performance
appraisal to forward shaping performance contracting
416-427-1567
roelf@roelfwoldring.
com
www.roelfwoldring.
com