Leading Others - v2017 flipbook (002)

Co-Coaching 101

CO-COACHING• Get back into your co-coaching groups• Review your results, now that you have received your climate feedback• Use the following pages in your folder to structure your thinking• Discuss any changes you are thinking of making• Support and challenge where appropriate 102

Goal Setting 103

DEVELOPMENT PLANFuture leaders develop on the job. Learning is not random: there is a strong linkbetween challenging, specific experiences and lessons learned. The “right”experiences do not guarantee learning; unsuccessful leaders missed the meaning,relied too heavily on successful habits, or blocked their new learning.Development planning includes;ACT on your plan. Implement REVIEW REVIEW all the materials you have and all theand execute the plan! PLAN discussions that have taken place thus far. ACT Understand the requirement of the target positions and how you measure up to the target position profile PLAN your development. Remember, it’s about taking REFLECT REFLECT about how you might construct a action development plan based on all the input – identify gaps. Consider; What will I concentrate on? What will I do? What are your goals? Check back with manager once you have a general direction mapped out 106

WRITING PERSONAL DEVELOPMENT GOALSWhen development planning, reflect on;• What change in behaviours do you want to see in yourself – not a business goal• Be specific, measurable (observable changes you or others might see)• Limit to no more than 2 – 3 goals• Be challenging yet realistic• Choose action steps that allow success• Select no more than 1-3 actions per goal• Be committedIt is important to emphasize on- the- job activities when development planning.Leaders tend to focus on; Leaders should focus on;70% Books • Books (70%) 10% Books20% Seminars 20% Seminars10% OJT 70% On-The-Job 107

DEVELOPMENT GOALSAfter reviewing your feedback from your reports on 360, styles and climate, we would like you to think on how youwould like to develop yourself during your Leadership Journey. What goals would you like to set and how are yougoing to achieve this? Please follow these steps:1. Fill Overview sheet of Development Activities (set goals) and Learning Activities (how to achieve these goals)2. Fill details on Development Activities and Learning Activities on the second page3. Input details of Development Plan in iGrow4. Fulfill activities during your leadership journey and track status in iGrowEmployee Name: Date: Development Activity (What) Learning Activity (how)1 1.1 1.22 1.33 2.1 2.2 2.3 3.1 3.2 3.3 108

DEVELOPMENT GOALSDevelopment Plan – What Development Goals do you have and how are you going to achieve this? After reviewing your feedback from your reports on 360, styles and climate, we would like you to think on how you would like to develop yourself during your Leadership Journey. What goals would you like to set and how are you going to achieve this? Please follow these steps: 1. Fill Overview sheet of Development Activities (set goals) and Learning Activities (how to achieve these goals) 2. Fill details on Development Activities and Learning Activities on the second page 3. Input details of Development Plan in iGrow 4. Fulfill activities during your leadership journey and track status in iGrowEmployee Name: Date: Development Activity (What) Learning Activity (how)1 1.1 1.2 1.32 2.1 2.2 2.33 3.1 3.2 3.3 109

DEVELOPMENT GOALSDevelopment Activity 1 – What Development Goals do you have? Competency: Role Based Target Date: Objective Name: Category: Financial Market Business Excellence People Skills to be developed:Success Measures:Learning Activity 1.1 – What Learning Activities (3 – 4) would you like to use to reach your Development Goal?Activity Name: Activity Type: Classroom Mentoring E-learning Self Study OtherDescription:Organisational/ Manager Support – Distinct commitments from your line manager that will support you in the development process. Description: 110

DEVELOPMENT GOALSLearning Activity 1.2 – What Learning Activities would you like to use to reach your Development Goal?Activity Name: Activity Type: Classroom Mentoring E-learning Self Study OtherDescription:Learning Activity 1.3 – What Learning Activities would you like to use to reach your Development Goal?Activity Name: Activity Type: Classroom Mentoring E-learning Self Study OtherDescription: 111

DEVELOPMENT STRATEGIES1. On-going additional feedback on the job – solicit additional and on-going feedback from people around you. Example: monthly development meeting or quarterly personal commitment meetings with one leader or key work partner to solicit developmental feedback and action advice.2. Benchmark on-the-job targeted internal networking – model others who are competent at a skill where you need development. Example: Ask the head of strategic planning in your sector how s/he does his/her job and try some of their ideas in your own role.3. On-going coaching sessions for developmental advice – conduct one-on-one confidential meetings with an internal coach outside of your function to discuss job difficulties and possible solutions. Example: Quarterly meetings with executive for advice on how to deal with a particular problem or issue that has arisen.4. On-the-job vertical stretching assignment – take high visible and challenging special assignments where either success or failure is possible. Example: Head a new venture or start up project in your division to develop your entrepreneurial and business planning skills. 112

DEVELOPMENT STRATEGIES5. On-the-job horizon diversified assignment – gain a more diversified full-range of experience inyour current role.Example: Coach someone who needs development in an area in which you have strength todevelop your leadership development skills; representing your manager by attending a strategicmeeting.6. Job Rotation – Broaden your skills by moving to a different job within your Business Unit orDivision.Example: Moving an executive from operations to marketing role to deepen his/herunderstanding of market trends. Think and act from outside in rather than inside out.7. Off-the-job development experience – participate in off-the-job professional and communityactivities to hone your leadership skills.Example: Head up your local or professional trade associations to develop your influencing,group facilitation and networking skills.8. Directed reading programme – carefully selected readings directly relevant to yourdevelopment followed by a presentation and discussion of information/lessons learned to yourmanager or coach.9. In-house/external training or action learning programme – take advantage of a standardtraining or an action-learning programme together with other colleaguesExample: Collaborate with others on areas that they have as strengths and you have 113development areas.

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Human Capital Strategy Putting People at the Heart of Corporate Purpose 115

Bring Out the Best in OthersOutcomes: Understand the critical role a leader plays in attracting, engaging, developing and retaining talent by reviewing best practice Through the use of a business case study, analyze strategies and ways of approaching and implementing a talent agenda that drives business results Consider your role as an Al-Futtaim leader and how you can take action to drive a talent plan that attracts, engages, develops and retains talent 116

BRING OUT THE BEST IN OTHERS | WHY, WHAT & HOW WHY DOES THIS MATTER? Effective People Practices improve Business OutcomesCorporate Leadership Council research over the past 5 years confirm that companies with competitive peoplepractices show considerable returns in their ability to attract, retain and drive performance of their best talent. Labour is a firm’s largest expense RETURN ON INVESTMENT People assets have infinite potential to Attract & Retain Develop Engage grow Creating and Effective By refocusing Great Talent cannot be easily replicated by delivering a execution to performance our competition competitive management employment talent efforts on the High performance of our people is the development strategies with only source for sustainable growth long- value highest impact, term proposition directly organisations allows an contributes to can improve organisation to increase its increased employee access to organisational performance candidates on effectiveness by up to 50% the labour market by and more 50% and profitability, improve the leading up to commitment as much as of current employees by 15.4% up to 29% advantage in total shareholder return 117

BRING OUT THE BEST IN OTHERS | WHY, WHAT & HOW WHAT DOES SUCCESS LOOK LIKE? Best Practices from High Performance Companies Driven by Business Priorities Leaders are Active Sponsors Foster High Performance Through Integrated System/Processes/Tools Source Best Talent anywhere Leverage Diversity through Inclusion 118

BRING OUT THE BEST IN OTHERS | WHY, WHAT & HOWHOW DOES TALENT IMPACT RESULTS?Business Case Study & Lessons LearnedATTRACT INTEGRATED ENGAGERETAIN TALENT DEVELOP STRATEGY 119

BRING OUT THE BEST IN OTHERS | WHY, WHAT & HOWATTRACT ENGAGE1) What were the 3 opportunities areas that 1) What were the 3 opportunities areas that leaders took? leaders took?2) Anything the leaders could have done in 2) Anything the leaders could have done in addition? addition?RETAIN DEVELOP1) What were the 3 opportunities areas that 1) What were the 3 opportunities areas that leaders took? leaders took?2) Anything the leaders could have done in 2) Anything the leaders could have done in addition? addition? 120

 Who we are 121

THEMES – BUSINESS IMPERATIVES

RETAIN HUMAN CAPITAL STRATEGY| AT THE HEART OF OUR AGENDA Reward & ATTRACTRecognise results Quality talentDEVELOP ENGAGE Capability For Performance 140

REFLECTION & GROUP DISCUSSIONReflect on the agenda and consider:1. What do you currently do to attract, engage, develop and retain your employees?2. What will you do personally to drive the Talent for Growth agenda?3. What support will you need and from whom? 124

TALENT FOR GROWTH | ROLE OF AL-FUTTAIM LEADERSATTRACT  Make good hiring decisions  Be a magnet for talent  Clearly define roles  Build your pipeline  Be an AFG Talent Brand ambassador  Search creatively and beat your competitors  Leave a Talent Legacy 125

TALENT FOR GROWTH | ROLE OF AL-FUTTAIM LEADERSENGAGE  Set clear, stretch performance expectations  Provide frequent feedback & support  Show care & concern  Transparent & consistent communication  Remember, YOU have the biggest impact on engagement 126

TALENT FOR GROWTH | ROLE OF AL-FUTTAIM LEADERSDEVELOP  Guide, encourage and support development  Invest most of your time on the best  Listen  Enable employees to reach their potential by providing development opportunities  Apply 70/20/10  Coach Daily to boost performance 127

TALENT FOR GROWTH | ROLE OF AL-FUTTAIM LEADERSRETAIN  Understand key drivers to retaining your talent  Be aware of monetary and non-monetary resources  Provide recognition  Create a culture of meritocracy 128

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NEXT STEPSAs you leave this room, here are your next steps…..- JOIN our JAM group through iGrow- SCHEDULE your ACTION LEARNING GROUP and involve your ADVISOR- UPLOAD development goals in iGrow- DISCUSS your development goals with your line manager- DISCUSS your 360° feedback with your line manager and team- REACH OUT for further Coaching support 150

REFLECTIONS ON THE PROGRAMME• After all is said and done, what did I learn?• So once more: What does it mean to me?• Now what: What are the implications and what do I plan to do as a result of these new insights?• How do I think I’ll do with all the changes? 131