Transcript here - Robert Walters Belgium

IMA Workshop – Introducing Effective Coaching
Hosted by:
Michel Peruch
Managing Director
Rosemounth Executive Management
Date:
20 March 2014
Interim Management and Executive Coaching
 Rosemount Executive Management is:
• Led by Michel Peruch and based in Brussels.
 Our Mission
• To help the Leaders and their organisation to achieve their full potential so that
they achieve their targets faster, easier and with less risks.
 Vision
• Your success matters for the world.
 Strategy
• Blend Management, Mentoring and Executive Coaching in a seamless process to
reach new levels of performance.
2
Interim Management Specifics
 You are the “New Comer with Power”
You have to enhance Trust, Collaboration, Motivate and Align a team
 You’re a recognised expert in your field
 Mentoring others is key to pass your knowledge.
 You start your Mission with a known End
There is a “Mourning” phase to manage.
 You have to be quick to adapt, be in charge, decide, move on.
What is the best Leadership Style to achieve it?
Trust and Collaboration: the JOHARI window
THE JOHARI MODEL
An easy tool to model
WHAT I
what Collaboration
KNOW
ABOUT ME
looks like
DON'T KNOW
ABOUT ME
ABOUT ME
KNOW
or
THE COLLABORATIVE
ARENA
THE SPACE
FOR
FEEDBACK
I unveil myself
ABOUT ME
I Listen to Others
DON'T KNOW
WHAT OTHERS
THE PUBLIC SPACE
THE HIDDEN
THE SPACE OF
COACHING
SPACE
or
or
MY PRIVATE
SPACE
FOR THERAPY
Trust and Collaboration: the JOHARI window
JOHARI of a well known Collaborator
JOHARI of a new Collaborator
WHAT I
HIDDEN
SPACE
or
THE PRIVATE
SPACE
THE SPACE
FOR
COACHING &
THERAPY
Ab. HIM
KNOW
ABOUT HIM
OPEN SPACE is
REDUCED
Reduced Collaboration =
Necessary Integration
DON'T KNOW
ABOUT HIM
HIDDEN
AREA
SPACE
TO BE
OPENED
WITH
or
ABOUT HIM
The more the people know
about my working style /
preferences, the better they can
work with me. The larger the
arena, the easier and more
efficient the collaboration.
KNOWS
THE SPACE
FOR
FEEDBACK
DOESN'T KNOW
PUBLIC SPACE
or
COLLABORATIVE
ARENA
DON'T KNOW
ABOUT ME
WHAT THE TEAM
ABOUT ME
ABOUT ME
KNOW
DON'T KNOW
WHAT OTHERS
KNOW
ABOUT ME
WHAT WE
UNVEILED
SPACE
and
PRIVATE
SPACE
LIMITED
FEEDBACK
SPACE
FEEDBACK
COACHING
AND
THERAPY
Long time
Collaborators vs.
New Comers
Trust and Collaboration: the JOHARI window
MODEL EXTENSION TO MENTORING
The Knowledge / Experience
HAVE
THEY
I HAVE
I DON' T
HAVE
OUR COMMON
KNOWLEDGE
or
THE OBVIOUS
DECISION MAKING
ARENA
THE SPACE
FOR
LEARNING
I Mentor Others
HAVE
I Learn from Others
THEY DON' T
The Knowledge / Experience
Extension of the Model
to Mentoring
THE SPACE
FOR
MENTORING
OTHERS
WE ALL
LEARN,
DISCOVER
and
EXPAND
KNOWLEDGE
Trust and Collaboration: the JOHARI window
JOHARI of a Cohesive Team
Extension of the Model
to a Cohesive Team
WHAT WE
KNOW
ABOUT US
DON'T KNOW
ABOUT US
ABOUT US
KNOW
or
OUR WAY OF
COLLABORATING
AND DOING THINGS
THE SPACE
OF
FEEDBACK
TO
OUR
TEAM
ABOUT US
The larger this space, the easier
and more efficient / productive it
is to collaborate with us
DON'T KNOW
WHAT THE OTHERS
OUR COMMON GROUND
AND INTERNAL CULTURE
OUR SECRET
GARDEN
or
OUR PRIVATE
SPACE
OUR
SPACE
OF COACHING
“The Dependency Cycle”: Gaining Autonomy

Family Therapy Model that works …
An universal 4 Stages Model to gain Autonomy
DEPENDENCE
COUNTER DEPENDENCE
INDEPENDENCE
INTER DEPENDENCE
 A Few rules…
1) You HAVE TO go through all the stages to become Adult
2) You can progress or regress from 1 level only.
3) Some remain stuck in 1 stage of evolution
4) Once you’ve reached the 4th stage, you can repeat the
cycle again
“Tuckman 4 stages”: Team Evolution overtime

Team have their own lives …whatever you do…
An universal 4 Stages Model to bring Team Performance
FORMING
STORMING
NORMING
PERFORMING
 A Few rules…
1) Team have to pass through each stages to Perform
2) You can progress or regress from 1 level only.
3) Some remain stuck in 1 stage of evolution
4) Once you’ve reached the 4th stage, you can repeat the
cycle again
“Tuckman 4 stages”: the 5th Stage

“Mourning”: the management of a loss…
After the performance, the souvenir of it….
FORMING




STORMING
NORMING
PERFORMING
DEFORMING /
MOURNING
(ADJOURNING)
Why to manage it ?
Some people will miss you
What happened, in a place at a time, won’t happen again.
You have to go to your next challenge, but you have learned and
appreciated some people.
 …
Summary (without the 5th Stage)


Gaining Autonomy follows the same patterns.
DEPENDENCE
COUNTER DEPENDENCE
INDEPENDENCE
INTER DEPENDENCE
FORMING
STORMING
NORMING
PERFORMING
On a Political and Sociological level… Nice isn’t it?
OPPRESSION
(Dictatorship)
(Colonialism)
(Male World)
…..
REVOLUTION
(Fighting Leaders)
(Fighting Leaders)
(Feminism)
…..
TRANSITION
(Enlightened Leader)
(Independence)
(Women are Indep.)
…..
PARTICIPATION
(Democracy)
(Democracy)
(Women & Men)
…..
What is the best Leadership Model then?

Hersey & Blanchard: the Situational Leadership
They described a 4 stages Model according to the Team Autonomy and according team members
development.. Ah Ha!
What is the best Leadership Model then?

The Tannenbaum & Schmidt Continuum says the same thing
It’s a 7 stages Model linked to the Team Autonomy....
USE OF THE AUTHORITY
BY THE TEAM LEADER
AREA OF FREEDOM
BY THE TEAM MEMBERS
DEVELOPPED Team
NEW Team
TELLING SELLING
PARTICIPATING
Level 3
level 2
Level 1
Delegating
Level 2
Level 1
Conclusion: All models agree and show the way
DEPENDENCE
COUNTER DEPENDENCE
INDEPENDENCE
INTER DEPENDENCE
FORMING
STORMING
NORMING
PERFORMING
OPPRESSION
(Dictatorship)
(Colonialism)
(Male World)
…..
REVOLUTION
(Fighting Leaders)
(Fighting Leaders)
(Feminism)
…..
TRANSITION
(Enlightened Leader)
(Independence)
(Women are Indep.)
…..
PARTICIPATION
(Democracy)
(Democracy)
(Women & Men)
…..
TELLING
SELLING
PARTICIPATING
DELEGATING
Conclusion
 You are the “New Comer with Power”
Unveil what your preferences are and know the working style of your
new team to increase the Collaborative Arena. Psychometrics like
“Lumina Spark” does the job.
 You’re a recognised expert in your field
Mentor others to pass your knowledge but learn as well.
 You start your Mission with a known End
Tight links are giving more trust & performance but more “Mourning”.
Find your balance and manage it.
 Be quick to adapt, be in charge, decide, move on.
Play with several Leadership Styles to face every…
predictable situations.
Questions and Answers
Thank you for your attention!
For more information, please contact:
Robert Walters
Interim Management division
Avenue Louise 250
1050 Brussels
T: 02 511 66 88
E: [email protected]
Rosemount Executive Management
Michel Peruch, C.E.O.
T: +32 475 82 76 94
E: [email protected]
Skype: michelperuch