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Helen Pitcher Chairman IDDAS

ACCELERATING THE PERFORMANCE CURVE. THE TRANSITION FROM SENIOR EXECUTIVE TO BOARD LEADER Performance Coaching as a Leverage and Accelerator. Helen Pitcher Chairman IDDAS. The Challenge. Values and authenticity based Overtly business based “Pushy and provocative” in a business sense

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Helen Pitcher Chairman IDDAS

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  1. ACCELERATING THE PERFORMANCE CURVE THE TRANSITION FROM SENIOR EXECUTIVE TO BOARD LEADERPerformance Coaching as a Leverage and Accelerator Helen Pitcher Chairman IDDAS

  2. The Challenge • Values and authenticity based • Overtly business based • “Pushy and provocative” in a business sense • Everyone underestimates the transition impact • Setting the tone for their leadership style • A fundamental connecting/re-building/re-shaping/re-discovery of mental models • A personal strategic complex change • A triple jump in complexity • An emotional transition • A completely new territory • A mission • Lonely COACH COACHEE

  3. Strategic Career Analysis

  4. Lets Hear From A Coachee Karen Witts Vodafone Regional CFO Africa & Central Europe

  5. THE COACHING DIFFERENCE

  6. So How Do We Approach This Type Of Coaching • Personal values based • Challenging the individual to articulate their value from the programme • Setting ‘World Class’ targets ‘being the best you can be’ • Business-Coaching model • Assessment “fundamental knowledge and interpretation of self” • Understand strengths • Understanding derailers • Strategic career planning

  7. IDDAS Core Beliefs‘ - Values • Fundamental balance and performance comes from being Authentic

  8. IDDAS Core Beliefs‘ – Business Commitment • Business engaged coaching

  9. IDDAS Core Beliefs‘ – Assessment- Know Yourself • ‘Insight Dashboard’

  10. Business Coaching – Mentoring Model

  11. Mentors • Tried and tested business experience • Relevant to the individual’s coaching transition

  12. ACCELERATING THE PERFORMANCE CURVE

  13. So What Are The Challenges At This Level • Look • Act • Believe

  14. Qualities Of Board Directors We Have Known And Loved Trio's/Quads • Exceptional Qualities –Good • Exceptional Qualities – Bad • What would have made an improvement– To Good & Bad • What qualities for today's market challenges

  15. Coaching In Action – Context and Integration CONTEXT • Real time problems and current context • Longer term, context, capabilities and plan • Continuous feedback INTEGRATED PERSONAL DEVELOPMENT • Longer term leadership development • High impact psychometric feedback • Integration of existing feedback, 360 etc

  16. Coaching In Action - Re-learning and Re-engaging • Thinking differently

  17. Coaching In Action – Supporting Change SUBJECT MATTER EXPERTS • ‘Politics and Influencing’, EQ- interpersonal sensitivity, influencing with integrity • Voice and projection • Image and style MENTORS • As guides through experiences • As role models • As reality checks, Chairman ‘is this what you really want?’

  18. Coaching In Action - Driving Performance

  19. STRATEGIC PERSONAL CHANGE GOALS

  20. Board Level Competencies - Fit for Purpose • See ‘Visual Library’ for full set

  21. Future Action Planning As he entered the back straight, Dave faced seven oncoming speedwalkers and the dawning realisation that he might have set off in the wrong direction. The Tao of Coaching: Max Landsberg

  22. THE ORGANISATIONAL PERSPECTIVE

  23. Creating Successful Transitions • Supporting transition to Board and Senior positions • Transformational leadership • Embedding emotional intelligence

  24. Succession Planning • HR ‘Visual Planner‘for Chairman & CEO

  25. Creating Succession For The Board

  26. Lets Hear From A User Of Coaching Alex Wilson Group HR Director BT

  27. Summary THE TRANSITION FROM SENIOR EXECUTIVE TO BOARD LEADERPerformance Coaching as a Leverage and Accelerator • Helen Pitcher • Chairman IDDAS

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