Target Audience: High Potential Employees
Leo Tolstoy, the Russian novelist, famously wrote, “Everyone thinks of changing the world, but no one thinks of changing himself.” No one has the power to stop things around us from “changing” therefore there are only two options maintain status- quo or change self to leverage the benefit of the change. But in order to change our self we need to understand who we are. Often the change/opportunity is for a good cause as was a case with 57 employees of a major paint company who were part of the “high potential group.”
We received the mandate to conceptualize, design a blended program called “Managing Oneself.”
Prior to the workshop each employee was administered an Emotional Intelligence questionnaire and was individually briefed over the phone. The one to one debrief generated self awareness and self realization in the participants. With the awareness and self realization came the engagement and recognition of clear purpose for attending the program. The interaction with the participants allowed us to fine tune our message for the live workshop.
In the live work shop over two days we covered purpose, formation of beliefs, personal and corporate values, learning styles, communication styles, power of feedback and creating an action plan. For maximizing the learning transfer we used the concept of peer to peer coaching.
At the end of two days participants with the help of the facilitator drew up an individual action plan for the next 90 days. The goals for the action plan came from the awareness which participants had developed during the one- on- one interaction and the face time in the class. Next every participant selected a study buddy amongst the peers in the class room. The peer to peer coaching arrangement required that the participant and the assigned study buddy would call each other once a week and share their progress. Periodically the HR would have group con calls to gauge the progress.
The highlights of the program were building awareness, self realization, strategy building (as part of live workshop) and accountability. This model can be utilized for any type of capability building exercise.
Building a Culture of High Performance Using Coaching As a Management Style
Target Audience: Leadership Group
A Major pharmaceutical company faced three major challenges: intense competition for rare talent; the current internal people development activities focused more on the technical side of work; and the “silo” mentality of employees.
A strategic initiative which had the support of the Chairman of the company was launched whereby 100 top leaders of the company underwent “Coaching for Performance” training program. These leaders represented different functions and were of GM and above designations.
A novel delivery methodology was conceptualized keeping in mind the background of the participants. A two day workshop followed by three virtual calls with each participant was planned. The workshop curriculum did not follow the traditional coach training programs offered by typical training companies. It took into account the subtle difference between coaching conducted by external vendors and coaching offered by the immediate manager.
Details of the program are outlined in the pdf file.