HRSeminar Coaching Elizabeth van Geerestein

Leader As Coach: Creating A Culture
Elizabeth van Geerestein PhD, Certified Master Coach
www.leaderascoach.nl
www.yourvoiceispower.nl
www.papillonpartners.com
©2014 Papillon & Partners B.V.

Complexity, Global Inter-dependence & Change
 Accelerated technological innovation
 Ever-changing business plans
 Teamwork is often virtual and electronic
 Teams are cross-cultural, virtual and crossfunctional
 Emergence of new value-generating (virtual)
activities
 Working day is 24/7 as the enterprise follows
the sun
 TRUST & RELATIONSHIPS &
CONNECTEDNESS
 Aging workforce and declining birth rates,
rise of Generation Y

Balance between Leadership & Management

Management
Plan and budget
Organize and staff
Control and solve

4

Leadership
Align people
Communicate
Motivate and inspire


Leadership
Align people
Communicate

Management
Plan and budget
Organize and staff
Control and solve
Predictability
Structure/Order
Short term results/
improvements

5



Management
Plan and budget
Organize and staff
Control and solve

Align people
Communicate

Predictability
Structure/Order
Short term results/
improvements

6

Leadership

Potential for major change/
Breakthrough
Flexibility/Agile/Fast Response
Improved Employee Engagement


Leading vs. Managing is Dependent on Business Complexity

High
Amount of
change
needed

Considerable leadership but
not much management needed

Considerable leadership
and management required

(due to
environmenta
l instability,
rapid growth
or
contraction)

Little management or
leadership required

Considerable management but
little leadership required

Low
Complexity

High

(due to size, technology, diversity, culture, geographical dispersion , number of products or services)

7


Case For Coaching: Companies move towards coaching, development & goal alignment


Case for Coaching: What the Research Says
1. Google Study
2. Corporate Executive Board
3. Saratoga Institute
4. American Management Association

… to be an effective leader,
you must be an effective coach …
… a coaching culture is essential to driving
retention, high performance & innovation ….


Case for Coaching: Google Study (2011)
1. Google study of 10,000 manager observations
 ‘Being a good coach’ – top trait of successful manager
 One-on-one coaching leads to 75% performance
improvement in manager’s performance


Google’s Top 8: Becoming a Better Boss
1. Be a good coach
2. Empower your team. Don’t micromanage
3. Show interest in team member’s lives & careers
4. Be productive & results-oriented
5. Be a good communicator & listen to your team
6. Help team members with career development
7. Have a clear vision & strategy for your team
8. Have key technical skills to advise your team


Case for Coaching: Corporate Executive Board

2.  Corporate Executive Board
Studies by the Corporate Executive Board conclude
that coaching provided by managers drives
leadership strength inside organizations, more
than other factors such as, 360-degree feedback,
peer mentoring, external executive education,
action-learning, or in-house classroom-based
education.


American Management Association
664,000 Employees Worldwide
Employees Top 5
1. Good fit in the organization
2. Be clear about the job and how it will be measured
3. Confident they are supported in their role
4. Know they are valued
5. Be inspired


Employees also believe…


Immediate Boss: Most influential in orcestrating the 5 factors


Case for Coaching: Saratoga Institute
Saratoga Institute
In a study of 19,700 people – exiting employees & their bosses
85% of bosses said that their former employees left for more compensation and opportunity.

80% of exiting employees said they left because of poor relationship, poor development and poor
coaching from the boss.


Information doesn’t change people;
Motivating them to action does


To Maximize Productivity Leaders Align:

JOB SATISFACTION

JOB CONTRIBUTION

‘I like my work
& do it well’

‘I help the
organization
achieve it’s goals’


Your Job: Float Their Iceberg Higher


Benefits Of Coaching
INDIVIDUAL
 Learn to solve own problems
 Improve interpersonal skills
 Identify and act on own development needs
 Greater self confidence and self esteem
 Be more positive and assertive
 Greater self awareness
 Gain new perspectives and ways of thinking
 Acquire new skills & abilities
 Develop adaptability for change
 Improve work / life balance
 Reduce stress levels

ORGANIZATION
  Improve productivity, quality, customer service
  Gain increased employee commitment
and retention
  Demonstrate commitment to employees:
developing them & improving skills
  Support newly promoted employees
  Change culture of org – less toxicity
  Support other training initiatives


Seven Opportunities to Coach
1. Building Skills
2. Moving Projects Forward
3. Solving Problems
4. Developing Careers
5. Overcoming Conflicts
6. Re-motivating
7. Brainstorming


Key Coaching Skills


Creating A Coaching Culture at DSM Dyneema
•  DSM understands change
•  A Champion in Transformation, Change & Innovation
• 

Transformation from Coal Mining  Chemicals  Fine
Chemicals  Life Sciences & Materials Sciences


Creating A Culture Coaching Culture
Master Classes for all employees:
- Active Listening
- Giving & Receiving Feedback
- Building Trust Based Relationships


Elizabeth van Geerestein
  Passionate about people, potential, purpose
  Email: evg@papillonpartners.com
  Web:

Elizabeth van Geerestein PhD MBA

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Passionate about Purpose ~ Passionate about Potential

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HRSeminar Coaching Elizabeth van Geerestein

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