1. Talent Development Leadership Academy—Session #6 Talent Development & Coaching June 18, 2015 Eileen Beaudry eileenbeaudry@gmail.com

2. Overview  Team project presentation #3  Article “Are You a High-Potential?”  Exercise--“A Supportive Person in My Life”  Development conversations as the foundation of talent development  Demonstration--How to conduct a development conversation & critique  Practice round  Accelerating one’s development

3. Overview (con’t)  Debriefing 3 rd coaching conversation  Team presentation #4  Guest presentation—Greg Larson  Resources  Reaction panel  Next session including graduation  Team meetings

4. Sample Outline for Team Report  Principles  Start with end in mind  What does audience want to know?  Less is more  Outline  Challenge & assignment  Summary of recommendations  Methodology  Recommendations  Call to action

5. Team Project Run Through  Presentation incl. recommendations (15-20 minutes)  Questions by Board/Executive Sponsors & responses (10 minutes)  Suggestions to enhance the presentation to CM Association (10 minutes)  Class  Executive Sponsor(s)

6. Discussion of Article  Key points from article “Are You a High- Potential?”  What are implications for me?

7. Talent Development  As a leader, why focus on talent development?

8. Becoming a Great Coach  How to conduct a development conversation

9. “A Supportive Person in My Life” 1. Go to worksheet 2. Complete worksheet individually 3. Share in pairs 4. Report out and identify themes in large group

10. Development Conversation  A development conversation is an informal discussion with your boss, colleague or friend that provides an opportunity for you to explore your hopes & dreams, receive feedback & enlist support or assistance

11. Premises of Development Conversations  Goal: Accelerating Everyone’s Development  The Employee’s Responsibility  The Agency’s Responsibility  The Role of Supervisors & Managers  The Importance of Development Conversations

12. Premises (con’t)  Difference Between Mentoring & Coaching  Who Can Serve as a Coach?  A Focus on Hopes & Dreams  Difference Between Development Conversation & Performance Review  Incorporating Development Conversations into Everyday Work

13. The Coaching Model* 1. Ask “What are your hopes?” Focus on hopes and dreams, not challenges or problems Probe what truly interests the person and most importantly why * Developed by Don Maruska, Director, Cal-ICMA Coaching Program

14. The Coaching Model 2. Uncover the real issues What stands between the person where he or she want to be? What issues or obstacles need attention? Actively listen and paraphrase what you hear to help the person identify key issues

15. The Coaching Model 3. Explore options What choices does the person see? What other options can you offer? (“Have you considered...”) Choices encourage and empower people

16. The Coaching Model 4. Share stories or experiences Stories are most powerful way to communicate “May I share a story or experience?” “Who do you know has fulfilled a similar dream?”

17. The Coaching Model 5. Hold a big vision for the other person People sometimes hold them- selves back so you can serve as a catalyst Ask “What would be a big leap to get there or achieve your hope?” Ask “Have you thought about _____ (a big leap) to get there?”

18. The Coaching Model 6. Invite action “I’d like to invite you to consider _____ (whatever action seems appropriate)” You’re not telling the person what to do but you’re giving them something to which they can react Leave the choice to them

19. The Coaching Model 7. Build a “dream team” Ask “Who can help you realize your dream?” Ask “Would you be willing to approach _____?”

20. The Coaching Model 8. Anticipate success Ask “By when would you like to ‘declare victory’ and achieve your dream?”

21. Critique of the Coach  In conducting the development conversation...  What did Frank do well?  How could Frank have done better?

22. Practicing a Development Conversation  Select role as coach or coachee  Coach leads conversation based on model  25 minutes to conclude conversation

23. Feedback or Observations 1. What did you like about your development conversation? 2. What was difficult or felt uncomfortable? 3. What did you believe were the outcomes? a. For the individual coached b. For the coach

24. Accelerating Development  Focus on “learning by doing”  Understand 70/20/10 rule  Seek “sweet spot”

25. Debrief Coaching Conversation  What did you like about the third coaching conversation?  How could you or the coach have improved the conversation?  Do we suggest that we use the same approach for the next Academy? 1. Info interview 2. Development conversation 3. Follow-up conversation

26. Peer Coaching  Who has a challenging or problematic situation or project at work for which they would like peer feedback & suggestions?

27. Team Project Run Through  Presentation incl. recommendations (15-20 minutes)  Questions by Board/Executive Sponsors & responses (10 minutes)  Suggestions to enhance the presentation to CM Association (10 minutes)  Class  Executive Sponsor(s)

28. Greg Larson  Career journey  “Marketing & Branding Yourself--7 Steps to Getting the Job You Want”  Exercise—Your competitive advantages

29. Resources  Handout-- “Becoming a Great Coach” and “Good Coaches/Good Proteges”  Frank’s Career Compass column— “Developing a Dream Team of Advisors”  Article “Seven Habits of Highly Effective Mentors”  Handout-- “Making Coaching Work”

30. Resources (con’t)  Cal-ICMA Coaching Program www.cal-icma.org/coaching  One-to-one coaching  Webinars  Career Compass advice columns  “Women Leading Government”  Municipal Management Association of Northern California www.mmanc.org  Credentialed Government Leader Program

31. Resources (con’t)  International City/County Management Association www.icma.org  Emerging Leaders Development Program  Leadership ICMA  Middle Manager Institute

32. Reaction Panel  What resonated with me?  What did not resonate with me?  What do I have to add?

33. For Next Session  Topic: “Political astuteness”  Read article “Leadership Without Appearing Political”  Prepare Team presentations  Graduation ceremony  Perspectives from two participants (2 minutes)  Presentations of certificates  “One thing I learned in the Academy or found valuable about the experience”  Photos & refreshments

34. Team Meetings

35. www.frankbenest.com