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>> Personally I'm always ready to learn, Although I do not always like being taught. <<

Coaching in a corporate culture Experiences from Lundbeck A/S presented by Mathilde Feldstedt www.feldstedt.dk. >> Personally I'm always ready to learn, Although I do not always like being taught. << Sir Winston Churchill (1874 - 1965).

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>> Personally I'm always ready to learn, Although I do not always like being taught. <<

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  1. Coaching in a corporate cultureExperiences from Lundbeck A/Spresented by Mathilde Feldstedtwww.feldstedt.dk >>Personally I'm always ready to learn, Although I do not always like being taught.<< Sir Winston Churchill (1874 - 1965)

  2. The Objective: A Coaching coursein compliance with Lundbeck A/S • Compliance with Lundbeck’s values and core beliefs • Compliance with Lundbeck Management Development Program (LMDP) • Compliance with the Situational Leadership program (SLII) • Creating awareness of and responsibility for performance • Developing broadminded leaders who can be rolemodels

  3. Lundbeck’s values and core beliefs • Values • Imaginative >>Dare to be different<< • Passionate >>Never give up<< • Responsible >>Do the right thing<< • Beliefs • Specialization is our strength • Speed is our weapon • Integration is our culture • Results are measures of our success • Research is our foundation

  4. All leadership is co-operationCoaching is co-operation i leadership • Lundbeck’s leadership philosophy • Every individual is a unique human being and must be treated with respect • Each employee must be lead at her/his level of skills and motivation (SLII) • Rationale for this Coaching course programme • Coaching presupposes the respecting the individual • Coaching as the tool for making SLII operational • Building competences and personalities of leaders

  5. History of Action Programme • Spring 2001 • HRD coaching on unresolved internal tasks • Autumn 2001 • Training of HRD consultants in coaching • Summer 2002 • Start of 10 days internal Coaching course programmeJoint cooperation between Lundbeck and Feldstedt Total of 9 courses were conducted • From Summer 2004 (planned) • HRD take over of Coaching course programme

  6. Content of 10 daysCoaching Course Programme • Days 1-3 & 4-5: Self-coaching • Stretching the minds of Lundbeck leaders • Logical levels of abstraction in perception and language • Perception and construction of reality by belief systems • Anchoring resources and collapsing limiting emotions • Creating motivation by aligning values and core beliefs • Using language patterns for working with beliefs • Investigating own values and belief systems • Integrating resourceful presuppositions and beliefs • Between modules:training with each other

  7. Content of 10 daysCoaching Course Programme • Days 6-8 & 9-10: Coaching of Others • Stretching the corporate cultural mind of Lundbeck A/S • Coaching - a trustworthy leadership tool • Leader and Coach – personality, integrity, ethics, skills • Dynamics of coaching and SLII together • Building confidence and competence in people • Building up resources in a conversational context • Challanging limiting beliefs and values respectfully • Managing own state in difficult conversations • Conducting difficult one to one conversations • Empowering groups and teams as coaches

  8. ”Happily trapped into mind opening” • Self confidence and Self worthiness • Internal frame of reference • Strong self reflection • Balance og Associative and Dissociative Strength • Non-judgemental listening • Allowing the floating og beliefs and values • Non-threatening attitudes of respectfulness • Broaded mind set

  9. Why consider offering Coaching courses to all leaders • Leadership without self leadership is difficult • Bottom level leadership challenge is heavy • Resources are governed by thinking patterns • Implementing responsibility • Resources trapped • Organizational communication gap • Hothouse for top-leaders

  10. Summary of Experience sofar • Coaching can change force management into power leadership • Stretching the minds of leaders • Broadening personal values and belief systems • Enabling leaders to be resourceful rolemodels • Walk their talk – increasing company trustworthyness • Increasing loyalty: >>All behaviour is driven by intention<< • Improvement of feedback in organization • Rough times challenges words and deeds • Challenge power structure of existing leadership

  11. Conclusion • Man's mind, once stretched by a new idea, never regains its original dimensionsOliver Wendell Holmes • Nothing can stop an idea ... whose time has comeVictor Hugo

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