ASTD 2009 International Conference & Exposition Washington, D.C.
Session # M207 – Building an Internal Coaching Team: A Scalable Solution Learning Objectives Apply the business case for implementing an internal coaching solution to create a scalable model for delivery and certification of coaches.
Speakers Bill Hodgetts, Ed.D.
[email protected] 617-563-3738 Fidelity Investments 82 Devonshire Street ZE6 Boston, MA 02109 www.fidelity.com
Lisa Stornaielo
[email protected] 617-563-9099 Fidelity Investments 82 Devonshire Street ZE6 Boston, MA 02109 www.fidelity.com Kathleen Stinnett
[email protected] 805-569-1502 Zenger Folkman 610 East Technology Avenue, Building B Orem, Utah 84097 www.zengerfolkman.com
Session # M207 – Building an Internal Coaching Team: A Scalable Solution
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Session # M207 – Building an Internal Coaching Team: A Scalable Solution
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Debrief Facilitation Certification Goals The certification process will help Fidelity accomplish the following goals: •
Ensure that all Debrief Facilitators are able to effectively debrief the LSP Leadership Survey in a standardized manner.
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Provide developmental feedback to Debrief Facilitator candidates, allowing for the personal growth and development of the candidates’ skills.
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Create a flexible process that recognizes existing levels of proficiency, yet can also provide additional training and skill practice when needed.
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Create an ongoing Community of Practice for Fidelity LSP Debrief Facilitators to enable ongoing learning and improvement.
Levels of Debrief Facilitation The goals of the Debrief Facilitation Certification Process include raising the overall level of insight delivered through the debrief process to Level II, as indicated by the table below. Level I Basic Level
Level II Insight Level
Level III Transformational Level
• Goal is basic understanding of LSP Leadership Survey feedback report
• Goal is deeper insight informed by LSP Leadership Survey feedback report as well as other data
• Goal is long-term transformation at identity and core levels
• Little or no additional insight added by Debrief Facilitator
• Focus on whole person
• Focus on whole person
• Single data point (Leadership Survey Feedback)
• Debrief Facilitator adds significant insight to process
• Debrief Facilitator/Coach adds both insight and long term accountability
• Limited learning and impact
• Greater learning and impact
• Greatest learning and impact over time
• Limited development plan
• Development plan more robust and impactful
• Development plan evolves over time – extremely impactful
• Often single session with HR
• Generally 2-3 sessions with skilled Debrief Facilitator
• Almost always longer term coaching
Debrief Facilitator Selection Criteria Debrief Facilitator candidates must be nominated to participate in the certification process. Candidates must possess the following attributes for nomination:
Master Coach Assessor Criteria Master Coach Assessors were selected from experienced practitioners that had previously partnered with Fidelity. Criteria for selection included:
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Show a natural aptitude and motivation to coach and develop others
Senior practitioners
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Ability to listen and take other’s perspective
Experienced and accomplished
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Capability to both challenge and support
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Ability to give honest, hard feedback in an empathic, non-judgmental way
Could serve as good teacher and role models— something to teach
Skillful assessors
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Exhibit a high level of self-awareness and maturity
High standards
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Ability to set personal needs and agendas aside to focus on client
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Insightfulness about organization and individuals—able to see reality clearly
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Model openness to feedback and continually seeks to learn and grow
Session # M207 – Building an Internal Coaching Team: A Scalable Solution
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Debrief Facilitator Training Process Step I – Introduction to Feedback Tool and Report
Step II – Receiving & Giving LSP Leadership Survey Feedback
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Introduction to LSP model and in-depth review of Leadership Survey tool and report
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DF Candidates receive & give real LSP Leadership Survey Feedback
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Introduction to DF standard process and tools
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Introduction to strength-based approach to development
Master Coach Assessors observe live debrief facilitation session against explicit certification criteria and provide feedback
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Practice interpreting and debriefing the LSP Leadership Survey Feedback Report
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Additional debrief facilitation skill practice (as needed)
Debrief Facilitator Competencies
Debrief Facilitator Best Practices
Interpersonal Skills •
Establishes connection/rapport
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Maintains confidentiality
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Listens effectively
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Expresses empathy and support
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Challenges effectively
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Helps participant deal with resistance and negative reactions
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Effectively maintains a coaching stance
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Uses self effectively
1. Establish trust and rapport with participant 2. Review LSP Leadership Survey Feedback Report in a way that minimizes defensiveness and maximizes learning 3. Create a powerful development plan 4. Prepare participant for meeting with manager 5. Help participant identify ongoing resources for development support
LSP Content/Diagnostic Skills •
Knowledge of LSP 360 tool and Debrief Facilitator materials
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Diagnostics/Interpretative skills
Debrief Facilitator Toolkit
Master Coach Assessor Toolkit
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Introductory Email Text
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Debrief Facilitator Competency List
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Personal History Document(form for leader)
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Manager Discussion Questions (form for leader)
Debrief Facilitator Competency Capture Tool (form)
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LSP Leadership Survey Report Analysis Worksheet (form)
Debrief Facilitator Development Feedback Report (form)
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Leadership Success Profile Model (competency model)
Debrief Facilitator Assessor Summary Report (form)
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Development Planning Worksheet (form)
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Development Plan (form)
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Development Planning Toolkit (forms included)
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LSP Leadership Practices Development Guide
Session # M207 – Building an Internal Coaching Team: A Scalable Solution
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Leadership & Organization Development
Building an Internal Coaching Team: A Scalable Solution
William Hodgetts, Ed.D., Vice President Lisa Stornaielo, Vice President
Kathleen Stinnett Sr. Consultant & Executive Coach
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Leadership & Organization Development
Introductions ► Quickly Introduce Yourself to the Person Next to You:
Your name and company
Share your business situation that brought you here
Share why you chose this session, what you hope to get out of it - expectations
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Leadership & Organization Development
Agenda for Today ► Our Business Context ► Fidelity’s Leadership Success Profile ► The Opportunity ► The Partnership ► Fidelity’s Leadership Success Profile 360° Assessment Process ► Debrief Facilitation Support Model ► Debrief Facilitator Certification ► Bumps Along the Way….Lessons Learned ► Impact ► Q&A 3
Leadership & Organization Development
Our Business Context ► ► ► ► ► ►
Increased focus on leadership development and building bench strength Desire to create “one” leadership development model Investing in development that makes a difference and “sticks” Consistent process that was replicable Scalable solution to flex for different levels of leadership Use of internal resources where appropriate—cost and culture benefits
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Leadership & Organization Development
Fidelity’s Leadership Success Profile (LSP)
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Leadership & Organization Development
Fidelity’s LSP Application Build Individual and Organizational Capability
Reward & Recognition • Compensation: Salary, Bonus, Equity Programs
• • • •
• Reward & Recognition Programs
Talent Review Succession Planning Global Workforce Planning Fidelity Employee Survey
Ensure Right People in Right Roles
Manage Performance • Performance Goals & Metrics • Feedback & Coaching • Performance Appraisal
• • • •
Recruitment/Selection Planned Movement On-boarding Retention Management
Grow and Develop • • • •
Developmental Assessment Individual Development Plans Developmental Assignments Developmental Coaching & Education 6
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Leadership & Organization Development
The Opportunity ► Embed the LSP into Talent Management Processes ► Create an Enhanced 360° Assessment Tool and Process that is Tied to Development Planning and is More Targeted
Overuse and misuse of 360°s
Data was used inconsistently •
Measure performance
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Avoid giving constructive or negative feedback
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Development planning
No accountability for using data
Costly, low return on investment
Inconsistency of manager role
► Develop more Consistent and Impactful Development Planning Process and Tools ► Enrich Internal HR Practitioner Capability
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Leadership & Organization Development
Who sees the results?
Employee decides who sees results
Employee shares summary results with manager
Manager automatically sees summary results
Manager automatically sees full results
How are results used?
Who Sees Results and How Are They Used?
Employee uses for development planning
Employee & manager use for development planning
Manager uses for selection / succession
Manager uses for merit / bonus
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Leadership & Organization Development
The Partnership
► Extraordinary Leader – rich leadership development model, research database ► Extraordinary Coach – rich coaching competency model ► Partner for Mid Level Manager competency model development ► Great thinking and working partners ► Good fit with Fidelity culture ► Strengths-based development philosophy ► Competency Companions concept
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Leadership & Organization Development
High-Level 360° Assessment Process Survey Closes
Process
Process Initiated
Participant Identifies Raters
Manager Approves 360 Process
Manager’s Role
Participant Emails Raters
NEW: Manager Approves Rater List
Raters Receive Survey
Data Collection
Report Sent to Debrief Facilitator
Participant Creates Summary
Participant Creates Plan
NEW: NEW: Manager & Manager Participant Reviews Participant Notified 360 Summary With Align on Is Finished Manager Development Plan
Changes From Current 360 Assessment Processes: • More intentional enrollment and participation • Manager takes a more active role; holds employee accountable for development planning • Participant receives results through one-on-one debrief, group debrief, or classroom support • Employee is responsible for sharing information with manager • Employee is responsible for creating and implementing a development plan 10
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Leadership & Organization Development
LSP 360° Debrief Facilitation Support Model
Web-Based Tools
Group / Classroom Debrief Facilitation
Individual Debrief Facilitation
Senior / Executive
Low
n/a
High
Mid-Level
Medium
High
Low
Front Line
High
High
n/a
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Leadership & Organization Development
Recommended Service Delivery Model Leadership Level Senior Leaders (generally, SVP’s and above)
Service Level ► One-on-one coaching ► Class/Program w/360 debrief
Description ► Two 1.5 hour coaching sessions: (1) debrief feedback, (2) create development plan
Required Resources ►Certified external coach (Primary) ►Certified internal coach (Secondary) ►Development planning guides ►Access to development resources
► Additional coaching sessions optional Mid-Level Leaders (generally, VP’s and Director level managers)
Front-Line Leaders (generally, managers, supervisors, team leads)
► Class/Program w/360 debrief ► Group Coaching ► Self-service ► Class/Program w/360 debrief ► Self-service
► 360 classroom debrief – part of 1-2 day mgt class (N=20) ► Group Coaching: (2-3) sessions with certified internal coach (debrief, development plan, action) + optional focused group sessions on common issues (N=6) ► On-line tools to support self-service model
►Classroom facilitated debrief (N=20) ►Certified external or internal coach through a group development planning session (N=6) ►Highly intuitive online tools: Feedback report Interpreting feedback report guide Building a development plan guide Preparing for a development discussion guide ►Access to development resources leadership.fmr.com 12
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Leadership & Organization Development
LSP 360º Debrief Objectives ► Help participant understand and make sense of feedback (strengths, weaknesses, derailers) ► Assist participant in dealing with any negative emotional reactions that might interfere with learning ► Help participant to connect LSP Dimensions and their 360° results to career goals ► Distill key take-aways from feedback ► Determine focus and priorities for development ► Create development plan ► Prepare to share high level LSP 360° results and development plan with manager ► Plan for transition to line HR, manager, or other resource for development support ► Participant is challenged & supported to continue working on development goals with manager
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Leadership & Organization Development
Levels of Debrief Facilitation (DF) Level I Basic Level
Level II Insight Level
Level III Transformational Level
• Goal is basic understanding of 360° Feedback report
• Goal is deeper insight informed by 360° report and other data
• Goal is long-term transformation at identity and core levels
• Little or no additional insight added by DF
• Focus in on whole person
• Focus on whole person
• Single data point (360° Feedback)
• DF adds significant insight to process
• DF/Coach adds both insight and long term accountability
• Limited learning and impact
• Greater learning and impact
• Greatest learning and impact over time
• Development plan limited
• Development plan more robust and impactful
• Development plan evolves over time – extremely impactful
• Often single session with HR
• Generally 2-3 sessions with skilled DF
• Almost always longer term coaching 14
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Leadership & Organization Development
LSP 360º Debrief Process for Individual Debrief Debrief Facilitator Role
Line HR Role Debrief Facilitator Provides Participant with Feedback Report and Development Guide
Debrief Facilitator Notifies Administrator Engagement is Completed
Line HR Checks in with Participant
Line HR Provide Ongoing Support
Debrief Process Concludes
Participant Completes Prework
Debrief Session One Conducted: Interpret Feedback
Manager Meets with Participant to Review Organizational Needs & Focal Areas
Participant Completes Summary Worksheet & CPO Tool
Debrief Session Two: Create Draft LDP
Participant Completes LDP & Shares with Manager
Debrief Session Three: Check-In & Next Steps
Manager Reviews Summary Worksheet and Draft LDP
Participant Involves Other Resources
Evaluation Sent to Participant Regarding Process
Manager Continues to Support Ongoing Development
Manager’s Role 15
Leadership & Organization Development
Debrief Facilitator Nomination Criteria ► Past experience debriefing 360° assessment tools ► Shows natural aptitude and is motivated to coach and develop others ► Able to listen and take other’s perspective ► Capable of both challenge and support ► Able to give honest, hard feedback in an empathic, non-judgmental way ► High level of self-awareness and maturity ► Able to set personal needs and agendas aside to focus on client ► Insightful about organization and individuals – able to see reality clearly ► Models openness to feedback and continually seeks to learn and grow 16
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Leadership & Organization Development
Debrief Facilitator Certification Goals ► Ensure that all Debrief Facilitators are able to effectively debrief the LSP 360° at a high level of proficiency and in a standardized manner ► Provide developmental feedback to DF candidates ► Create a flexible process that recognizes existing levels of proficiency, yet can also provide additional training and skill practice when needed ► Create an ongoing Community of Practice for Fidelity LSP Debrief Facilitators to enable ongoing learning and improvement
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Leadership & Organization Development
Debrief Facilitator Certification Process ► Step I – Introduction to LSP 360° Feedback Tool and Report
Introduction to LSP model and in-depth review of 360° tool and report Introduction to DF standard process and tools Introduction to strength-based approach to development Practice interpreting and debriefing the LSP 360° Feedback Report
► Step II – Receiving & Giving LSP 360° Feedback
DF Candidates receive & give real LSP 360° Feedback
Master Coach Assessors observe live debrief facilitation session against explicit certification criteria and provide feedback
Additional debrief facilitation skill practice (as needed)
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Leadership & Organization Development
Debrief Facilitator Tools ► Debrief Facilitator Toolkit • • • •
Fidelity Leadership Success Profile Overview Debrief Facilitation Model Debrief Facilitation Process Guidelines Tools to Use • Introductory Email Text • Personal History Document (form for leader) • Manager Discussion Questions (form for leader) • LSP Leadership Survey Report Analysis Worksheet (form) • Development Planning Worksheet (form) • Development Plan (form) • Development Planning Toolkit (forms and samples included) • LSP 360° Interpretation Guidelines • Sample LSP 360° Feedback Reports • Compact Disc – electronic version of key tools and forms to be used with individuals being debriefed
► LSP Leadership Practices Development Guide - Competency Companions
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Leadership & Organization Development
How this Applies to You Get back with the person sitting next to you and revisit the situation that brought you here by discussing the following questions: ► What have you heard that you could use in your situation? ► What are the potential benefits of using this? ► What are the potential pitfalls that you need to plan for?
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Leadership & Organization Development
Master Coach Assessor Selection Criteria Master Coach Assessors were selected from experienced external executive coaches that were currently contracted with Fidelity. Criteria for selection included: ► ► ► ► ► ►
Senior practitioners Experienced and accomplished Could serve as good teacher and role models—something to teach Skillful assessors High standards Certified in the LSP 360° Assessment Tool
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Leadership & Organization Development
Master Coach Assessor Certification Process ► Step I – MCA Orientation/Overview
Review Debrief Facilitator Certification Process Review roles, responsibilities and process for Step II Review DF competencies and best practices Review forms and support tools
► Step II – Calibration
Used several sample reports and role plays and had all MCAs assess the DF against the competencies and best practices using the tool Coaching Practice Lead debriefed and lead a calibration discussion to ensure consistency of assessment
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Leadership & Organization Development
Master Coach Assessor Tools ► MCA Orientation – half day session ► Master Coach Assessor Toolkit
Debrief Facilitator Competency List Debrief Facilitator Competency Capture Tool (form) Debrief Facilitator Development Feedback Report (form) Debrief Facilitator Assessor Summary Report (form)
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Leadership & Organization Development
Debrief Facilitator Competencies Interpersonal Skills ► • Establishes connection/rapport ► • Maintains confidentiality ► • Listens effectively ► • Expresses empathy and support ► • Challenges effectively ► • Helps participant deal with resistance and negative reactions ► • Effectively maintains a coaching stance ► • Uses self effectively LSP Content/Diagnostic Skills ► • Knowledge of LSP 360° tool and Debrief Facilitator materials ► • Diagnostics/Interpretative skills
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Leadership & Organization Development
Bumps Along the Way…Lessons Learned ► Who “owns” the data and does it undermine development if also used for performance? ► Coaching means “Aloha”….hello, goodbye and everything in between. ► Special handling of our own confidential information. ► Never under estimate the people side of change. ► No two HR Practitioners are alike. ► They may enter kicking and screaming but in the end they love it!
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Leadership & Organization Development
Impact ► Data Number of DFs certified to date • 51 Internal (across all regions including India) • 18 External • 737 - Number of LSP 360°s administered and debriefed to date
► Other – qualitative measures Adoption of LSP as “the” leadership competency model used throughout the enterprise Embedded in leadership development programs for all levels of leaders throughout the organization, LSP and the LSP 360°Assessement Tool More robust and standardized leadership development programs, tools and services More robust and standardized development planning
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Leadership & Organization Development
Q&A
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