Estonia HR presentation€¦ · Coaching Leadership Creating High EQ Organizations Manfred Kets de Vries INSEAD Presentation HR Estonia S u s t a i n a b l e , s c o m p e t i t i

Coaching Leadership

Creating High EQ Organizations

Manfred Kets de VriesINSEAD

Presentation HR Estonia

Sustainable, competitive advantage is not re

lated to:

economies of scale

being in a high technology industry

strategic position

IT HAS TO DO WITH PEOPLE!

Styles of Thinking: Managing Dilemmas

analytical intuitive, impressionistic

COGNITIVE EMOTIONAL

logical affective pleasure pain axis(what is sensible) (what feels good)

© Manfred Kets de Vries INSEAD. All rights reserved.

use of abstract symbols, words use of metaphors, images, narratives and numbers

slower processing of more rapid processing of information information

more specific statements sweeping statements

The leader as coach/ story teller!


Cosmetic listening

Conversational listening

Active listening

Deep listening

The “Teddy Bear” Effect

has therapeutic impact!

Listening

Knowing one’s emotionsself-awareness about feelings

Managing emotionsself-regulating feelings

Recognizing emotions in otherspossessing empathy

Handling relationshipsmanaging emotions in others

Adapted from P. Salovey and J. Mayer, “Emotional Intelligence,” Imagination, Cognition, and Personality, 9 (1990), pp. 185-211.


Emotional Intelligence

IQ versus EQ: The “Teddy Bear” EffectPEOPLE WITH HIGH EMOTIONAL INTELLIGENCE

create stronger interpersonal relationships

are better in motivating themselves and others

are more proactive, innovative, and creative

are more superior leaders

function better under pressure

cope better with change

© Manfred Kets de Vries INSEAD, France & Singapore. All rights reserved.

are more realistic in assessing their strengths and weaknesses

take ownership of their own problems

will have better results

Why this explosion of leadership coaching services?

A fast changing business environment

The complexity of more network oriented organizations

Individual responsibility for career development: life long learning

The high cost of performing below capacity

© Manfred Kets de Vries, INSEAD. All rights reserved.

Orientations to Coaching

Leadership/behavioral coachingemotional intelligence, more effective leadership style

Career transitions/ life coachingfocus on personal growth/career development

Organizational change/strategy coachingsupport in change initiatives/strategy


Competencies/ performance coachinghow-to techniques/ skill developmentattaining stretch goals

One-to-one coaching

Group coaching

Systemic coaching

Therapy versus Coaching


Therapy Coaching

Past, present and future focus Present and future focus

More passive/ reflectiveMore active/ goal and action oriented

Information from clientInformation from client andkey others

Symptom/character analysis Growth and skill development

Who the client is, is clear Who the client is, is more fuzzy

Confidentiality is absolute Confidentiality not as clear

45/50 minutes sessions/more rigid boundaries:therapist’s office

Sessions of variable length/more flexible boundariesVarious settings

Help to client stands central Client/organization help standscentral

Understanding the Emotional life of Organizations: The Clinical Paradigm

Psychic Determinismall behavior has a motivational source and can be explainedirrational behavior has a rationale


Unconscious Motivationmany wishes and fantasies are not conscious

Defense Mechanismspeople minimize, distort or avoid certain experiences in order

to alleviate fears and repress threatening impulses

Intra-psychic and Interpersonal Processes/ Conflicttension and anxiety arise from conflicted unconscious forces containing unacceptable wishes and fears

a continuity between childhood and adulthood

FORMAL ORGANIZATION:rational forces

INFORMAL ORGANIZATION:irrational forces

group dynamics fantasyinterpersonal relations organizational cultureemotions character CCRT creativitystress reactions subjectivity intuition dreams



group dynamics fantasyinterpersonal relations organizational cultureemotions character CCRT creativitystress reactions subjectivity intuition dreams

mission vision strategies operational policies job descriptions structures

ORGANIZATIONAL DIAGNOSIS



Hidden:

group dynamics fantasy interpersonal relations organizational culture emotions character creativity

stress reactions intuition dreams CCRT

Visible:


REASONS:1. Unwillingness to exercise authority

conflict avoidancepervasive need to be liked

2. Tyrannizing subordinatesabrasive behavior

3. Micromanagementpreoccupation with detail

4. Lack of succession planning

Problems in selection and development

©Manfred Kets de Vries INSEAD. All rights reserved.

Pressures on LeadershipBase rate for leadership incompetence: 40-50%

arrogant and haughty behavior


The Narcissistic Personality/ The Transference Trap:The Insidious Combination of Disposition & Position

a sense of superiority

a sense of uniqueness

exaggeration of talents

boastful and pretentious behavior

grandiose fantasies

self-centered and self-referential

need for attention and admiration

The Leadership Cycle

Competencies• personal• cognitive

• social

PersonalLeadership Style

• the rolesInner theatre• motivational

needs• character traits• temperament• birth order


LeadershipArchetypes

Leadership: Creating Great Organizations


Charismatic role:envisioningempowering

energizing

Architectural role:designing behaviorcontrolling behaviorrewarding behavior

Q. 1: A

re yo

u cle

ar o

n ho

w to su

ccee

d in

this

busin

ess?

Q. 2: I

s the

re al

ignm

ent b

etwee

n vis

ion,

stra

tegy

and

beha

vior!

Leadership Development:General Observations

Action Learningstrong involvement by senior executivesthe leader as “coach”

Self-Assessment

Shadowing/ Role Modelingthe apprenticeship model


Most leaders

hip programs are

band aids!

In great co

mpanies lea

dership programs

are a co

re compete

nce!

Assessing/ Changing Leadership Behavior:INSEAD’s Global Leadership Center “Tool” Kit

2. The Global Executive Leadership Inventory

3. The Personality Audit


5. Personal Development Profile

6. Personal Feedback Page

4. Leadership Archetype Questionnaire

1. The Personal Story: the Narrative

Group Leadership Coaching:

Building high performance teams/organizations

Creating real knowledge management

Boundaryless organizations: break the silos

Effective virtual teams


Global Leadership Life Inventory:The Twelve Dimensions

Visioning:

Empowering:

Energizing

Designing & Aligning

Rewarding & Feedback

Team Building

Outside Orientation

Global Mindset

Tenacity

Emotional Intelligence

Life BalanceResilience to Stress

The Personality Audit

Positive Self-esteem

Trust

Conscientiousness

Assertiveness

Extroversion

High Spirited

Adventurous

Negative Self-esteem

Vigilant

Laissez Faire

Self-effacement

Introversion

Low Spirited

Prudent


Negative

Self-Esteem

Vigilant

Laissez-faire

Self-Effacement

Introversion

Low Spirited

Traditional

Positive Self-Esteem

Trust

Conscientiousness

Assertiveness

Extraversion

High Spirited

Adventurous

The Personality Audit

-20 -15 -10 -5 0 5 10 15 20

Leadership ArchetypesThe Strategist

the leader as chess player

The Change-Catalystthe leader as implementation/ turnaround specialist

The Builderthe leader as entrepreneur

The Coachthe leader as people developer

The Communicatorthe leader as the great stage manager

© Manfred Kets de Vries, INSEAD, France & Singapore.

The Processorthe leader as efficiency expert

The Transactorthe leader as deal maker/ negotiator

The Innovatorthe leader as creative idea generator

The skill of b

uilding an effective team!

Builder

Innovator

Strategist

Change Catalyst

Transactor

Processor

Coach

Communicator

5

4

3

2

1

5

4

3

2

15

43

21

5 4 3 2 1

54321

54

32

1

5

4

3

2

1

5

4

3

2

1

A Leadership Archetype Profile


All othersSelf

Core team 1Core team 2

Building TrustIntegrity

TRUST

ACCOUNTABILITY

RESULTS

OpennessHonesty

Active listeningConsistencyCompetence

FairnessIntegrity

Mutual respect

CONSTRUCTIVE CONFLICT RESOLUTION

COMMITMENT

Techniques of Individual Change: The Role of the Leadership Coach

♥ Expressing deep empathyreflective/ respectful listening

♥ Discussing the ambivalence“I want to, and I don’t want to change!”

♥ Doing resistance judo

♥ Supporting self-efficacyencourage the client’s belief in the possibility of change

♥ Tipping the status quothe client (not the coach) argues for change

O pen questions

A ffirming

R eflecting

S ummarizing

HIGH PERFORMANCE TEAMSWhat are the norms/ values executives have to “live?”

Passion for results!

Passion for people!

Passion for customers!

Passion for innovation!

© Manfred Kets de Vries, INSEAD, France & Singapore. All rights reserved.

Passion for the world around us!

Winning Attitudes: The 4E’s

Energy: a can-do attitude/passion


Edge: if something cannot be accomplished, try a creative alternative

Execution

Energize: energize people around a common goal

Looking for S mart

W ork hard

A mbitious

N ice

Group Leadership Coaching

Coachee

Members of the group

Transitional space:Trust/ Confidentiality

The NarrativeSelf-assessment tools

Self-portrait

Vicarious experiencing/

sense of communityActive listening

Journey ofself-discovery/validation of

personal experience

Problem solvingLeadership action plan

Team buildingBoundaryless organizationKnowledge management

Leadership coaching skills


Characteristics of Self-Renewing Organizations :Creating Authentizotic Companies


Direction/ Focus

Entrepreneurship/ Innovation

Voice/ Empowerment

Accountability

Fairness/ Upbeat morale

Customercentric

High Performance (Coaching) CultureMEANING

TRUST

Careful selection/ placement

THE BEST ORGANIZATIONS TO WORK FOR:Pointers from the Leader as Coach

Advice 4: Create “stretch” for your people/ be supportiveabout their personal growth and development


Advice 5: Be encouraging/ give recognition and praise

Advice 6: Don’t use the “mushroom treatment”: keep your people informed/ create meaning

Advice 7: Give constructive feedback up front: don’t manage by guilt/ make clearwhat you expect from your people

Advice 8: Get rid of the narcissists: from “me” to “we”

Advice 1: Take time to listen to your employees/ maketheir opinions count

Advice 2: Care about your employees and help them when they have personal problems

Advice 3: Walk the talk: set a good example


A leader is bestWhen people barely know he exists,

Not so good when people obey and acclaim him,Worst when they despise him.Fail to honor people,They will fail to honor you.But of a good leader, who talks little,When his work is done, his aim fulfilled,They will all say, “we did this ourselves.”

Lao-Tsu The Way of Life 604 BC

The Wheel of Happiness: Identifying Life Anchors

healthorientation

careeating

sensuality

spirituality

aesthetics

acceptance

family

fame

exploration

independence

social contact

honor

power

money

vindication

achievement

status

order

meaning

© Manfred Kets de Vries, INSEAD. All rights reserved


Own your own life!

Feeling Good about Yourself and your Life

Engage in self-reflection

Remain intellectually curious: strive for personal growth

Maintain meaningful goals and objectives: follow your convictions

Remain physically active

Balance work with leisure

Have caring and trusting ties with others: seek social support

Create systematic change: surprise yourself and others

Documents

Estonia HR presentation€¦ · Coaching Leadership Creating High EQ Organizations Manfred Kets de Vries INSEAD Presentation HR Estonia S u s t a i n a b l e , s c o m p e t i t i