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

2

@NDCVirtual #SHRM www.ThinkNewDirections.com

- The Adaptive Coach -

INITIATES

MOTIVATES

ACCELERATES

STIMULATES

Our Discussion Today


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…


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.


6

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

7


Group Discussion – 10 min.

Identify, as HR professionals, why an Adaptive

Coach approach to leadership would be a

valuable asset in your organization.

8


Initiates

9 9

Looks for Opportunities to INITIATE

Relationships


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


The Power of Belief

Power of Belief VIDEO


The 7 Triggers – Russell Granger

Likeability

Authority

Consistency

Reciprocity

Contrast

The Reason Why

Hope


PETER JENSEN – MASTER GARDENER

Video


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?

14


Competency # 2: Transfer & Accountability to Others

MOTIVATES

The Adaptive Coach Understands What Motivates and

Knows How to Grow Followership


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


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


• 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…


Where is the Focus?

“Toxic”

15%

25% 60%


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


Competency

Autonomy

Meaningfulness

Progress

The CAMP Method of Motivation

21


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?”


23 23

ACCELERATES

The Adaptive Coach Puts Others on the

Playing Field and Moves to the Sidelines


X

x

X

X

X

X

C


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


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


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.


28 28

STIMULATES

The Adaptive Coach STIMULATES new

opportunities and growth in others


• 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


^ EH&S

^ Quality

^ Communication/HR

^ Technical

^ Training

^ CPI

^ Production

Seven Star Point Roles


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



How do your leaders stimulate new thinking

and growth in others?

32


- The Adaptive Coach -

INITIATES

MOTIVATES

ACCELERATES

STIMULATES

Our Discussion Today


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