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Decemeber

2012

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GROW Model PAGE 1

Conversation Staircase PAGE 1

Testimonials PAGE 1

SFP KDC: LEADERSHIP DEVELOPMENT PROGRAMME Note from Mark Roebert’s Desk One cannot believe that 2012 is almost a thing of the past. The year has been exciting in many aspects, but we have also experienced a number of testing trials and tribulations. For me one of the highlights of the year has definitely been the SFP KDC Leadership Development Programme.The 2 Modules, Leading Teams and Building Trust and Leading for High Performance certainly generated a lot of passion and excitement in our working environment as well as in our private lives. It is now time for a bit of inner reflection and pondering on all the learning’s and experiences of: • 13 Behaviours of High Trust Leaders • Circle of Control/Influence/Concern • Conversation Staircase • ICU • Pit Crew • Fingerprints • Toxic Waste

And being really honest with yourself on how this has changed your Behaviour and how you interact with the people that work with you. Was all of this just a nice experience or are you implementing it in the workplace.

Above and middle: The SFP KDC Leadership Development Programme attendees.

The programme is not yet complete and there are still modules planned for 2013. So this means we still have some passion and excitement in store for you. I would like to thank Duke CE and their Staff as well as The Academy Team for all their Enthusiasm and Dedication to the Programme. Thank You.

Below: The Academy: To ensure the highest standard, integrity, professionalism and to ensure that the workplace where training and /or assessment is conducted, is fit for purpose and under suitable conditions in the Mining and Minerals Sector.


Decemeber

2012

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INSIDE THIS EDITION:

Solutions

Overview of LDP programme What’s Next? The 13 Behaviours GROW Circle of Influence Conversation Staircase Testimonials and Photos Gallery Next Steps on Your Journey

00 00 00 00 00 00 00 00

Learning

Critical mass of Leadership Skills Confidence

Change

PROGRAMME OVERVIEW The Shaft Full Potentional KDC Leadership Development Programme (LDP) was designed and developed to support and engage the leaders of KDC to prepare for the changes required to create superior business results. The leadership journey is outlined in the diagramme below. Originally it was designed for the SMO and leadership teams of each BU. The impact to the teams was very powerful – so the programme was extended to the Mine Overseers and Production supervisors. The LDP programme goals are to: • •

Enhance cohesiveness and commitment of leadership team Support Shaft Full Potential as the way KDC runs the business o Advance SFP initiatives through practical application. o Enhance leadership capabilities and competencies

• • •

Contribute to the creation of a safe, high performance culture Increase leadership flexibility to manage change, drive results, develop engaged employees at all levels Embrace collective responsibility for shaping the future of KDC by optimising safety, productivity, and profitability

The teams were lead through a variety of HIGHLY interactive experiences to create an opportunity to learn in an experiential “Learning Lab” environment. You will see photos of the delegates engaged in the following learning teams – as well as see comments on the impact the learning had on teams – and their commitments to how they will change as leaders: ·

ICU experience: Learning how to lead across functions; listen to your experts;

importance of open communication · Balls & Toxic Exercise: Emphasizing the importance of communicating; understanding YOUR role; support and encourage full team results · Pipe Exercise and Helium Stick: Motivating all members of team; communicating clearly; plan firs Right: Mine Overseers and Production Supervisors Journey July 2012

Team Dynamics & Building Trust Sept 2012

Building High Performing Teams

Left: Senior Mine Overseers and BU Leadership Team Journey. Feb 2012

June 2012

Aug 2012

Leading Change

Leading Teams & Building Trust

Leading For High Performance

Outcome: Identify ALP

2 Days

Feb 2013

2 Days

2 Days March 2013 Celebration

Leading For High Performance

Leading To Business Excellence 1 Day

Post Trust Servey 1 Day

Business Outcomes


Decemeber

WHAT’S NEXT? FOR SMO & BUSINESS UNIT LEADERSHIP TEAMS? • Module 4 One day for each BU – to be scheduled February 19-28. • Module 5 – Mid-Late March - All BU’s together. Teams will dialogue with KDC Senior leaders regarding the leadership journey. Each BU will present: • 

What each BU learned from each Module 1, 2, 3,  - how they are implementing learnings, where they are challenged to implement earnings, their implementation plans to imbed learning outcomes  going forward.

• 

How the BU is living their Team Charter; where they are challenged to live it, and their plan to continue to work towards their goals and objectives as a team. 

• 

Brief update on ALP projects.  What the project is, progress made, barriers to reaching objectives, implementation forward.

• 

Senior team will dialogue with teams, creating open discussion about what's working, challenges and discuss together how senior leadership can support BUs in their implementation plans going forward.

2012

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THE 13 BEHAVIOURS High Trust Leaders have learned how to interact with others in ways that increase trust levels while avoiding the pitfalls that deplete trust. While there are numerous actions and behaviours that affect trust accounts, we have identified the 13 key behaviours that High Trust Leaders have in common (the first five behaviours are primarily character-based; the second five are primarily competence based; the last three behaviours are equal parts character and competence).

What’s most exciting is that these 13 Behaviours of High Trust Leaders can be learned and applied by any influencer at any level within any organisation. The net result will be a significantly increased ability to generate trust with all stakeholders in order to achieve better results.

GOLD = Character, GREEN = Competence, BLUE = Both

1: 2: 3: 4: 5:

Talk Straight Demonstrate Respect Create Transparency Right Wrongs Show Loyalty

6: 7: 8: 9: 10:

Deliver Results Get Better Confront Reality Clarify Expectations Practice Accountability

11: Listen First 12: Keep Commitments 13: Extend Trust

Celebration & Graduation Event to follow presentations. Feb 2013

March 2013 Celebration

Leading For High Performance

Leading To Business Excellence 1 Day

Post Trust Servey 1 Day

Business Outcomes


Decemeber

2012

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THE GROW MODEL The GROW model is a great tool for any and every leader in today’s organisations. It is a simple framework, and a powerful tool to highlight, elicit and maximize inner potential through a series of sequential coaching conversations. The GROW Model is globally renowned for its success in both problem solving and goal setting, helping to maximize and maintain personal achievement and productivity. The GROW Model has proved successful all over the world to a diverse mix of people with a variety of backgrounds and experiences. It forms the most common basis of coaching in many organizations and universities globally. The GROW Model is now one of the most popular principle pillars utilized within the international coaching community as a whole, due to the outstanding results it helps people to achieve personally and professionally.

The GROW Model is an acronym standing for (G)oals, (R)eality, (O)ptions and (W)ay forward, highlighting the four key steps in the implementation of the GROW Model. By working through these four stages, the GROW Model raises an individual’s awareness of their own aspirations, a greater understanding of their current situation, the possibilities open to them, and the actions they could take to achieve their personal and professional goals. By setting specific, measurable and achievable goals, and a realistic time frame for their achievement, the GROW Model successfully promotes confidence and self-motivation, leading to increased productivity and personal satisfaction.

sibility and encourages proactive behaviour, as well as resulting in practical techniques to accomplish goals and overcome obstacles. The use of continuous and progressive coaching skills provides the structure which ultimately helps to unlock an individual’s true potential by increasing confidence and motivation, leading to both short and long term benefits. The GROW Model has been seen to yield higher productivity, improved communication, betterinterpersonal relationships and a better quality working environment.

What’s the Impact? The implementation of the GROW Model, by using carefully structured questions, promotes a deeper awareness and respon-

So, remember...

R

G

O

Goal

Reality

Obstacles

This is the end point, where the client wants to be. The goal has to be defined in such a way that it is very clear to the client when they have achieved it.

This is how far the client is away from their goal. If the client were to look at all the steps they need to take in order to achieve the goal, the Reality would be the number of those steps they have completed so far.

There will be Obstacles stopping the client getting from where they are now to where they want to go. If there were no Obstacles the client would already have reached their goal.

W

Way Forward The Options then need to be converted into action steps which will take the client to their goal. These are the Way Forward.

Options

Once Obstacles have been identified, the client needs to find ways of dealing with them if they are to make progress. These are the Options.

The most effective way to give feedback is to use the GROW model: Clarify the Purpose

Describe the situation and the Impact.

Ask for ways to improve or resolve the issue.

Gather information to understand

Give your own expectations

Reconfirm the way forward and agreed tasks


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2012

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USING BOTH TELLING AND ASKING Goal

Ask

Reflect

Ask Clarifying Questions

Ask Facilitating Questions

Ask Challenging Questions

Tell

Assert

Reality

Options

Wrap Up

It sounds like you’d like to focus on…?

So things are going well overall but you’re concerned about…?

What I’m hearing is that you see three options…?

So you’re feeling confident of being able to follow through?

What would a successful outcome look like? What specifically should we focus on?

What reasons did they give for the change? How would you account for your success?

What would be involved in pursuing that option?

Exactly when do you think you could complete that task?

What do you want? What would you like to get out of this session?

Where are you now? What’s working? What’s not working?

What are some options for change? What resources might you use?

What are some steps you can take? What obstacles might you face?

What would be a goal that would represent a breakthrough for you and for the team?

What prevented you from saying what you thought directly to the client?

If you knew the answer, what would it be?

On a scale of 1 to 10, how committed are you to carrying out the actions you have described?

Given what you’ve said, I think we should focus on . . . (What do you think?)

I see you making assumptions that you may not be aware of . . . (What’s your reaction?)

I see another option that I’d like to put on the table . . . (What do you think?)

I think you need to do A first, then B, for the following reasons . . . (Does that make sense?)

THE CIRCLE OF INFLUENCE You can implement policies, procedures This model helps us understand that there and systems to influence the way they are elements in our world that we either behave, what they do – again, while we call have full control over, some degree of these CONTROLS [we put controls in place], influence and even no influence or control! as a leader you still need to influence HOW Once we have this understanding, we are they [your staff ] follow these ‘controls’. So, then able to focus our energies and efforts while you can influence your people, you on those areas we can actually do can in no way control them! something about. It also helps us to understand that, in fact, there are many components of a leaders role where we can • All the components that fall into the Concern Circle – it is important to remind influence, shape and even change. oneself that these are aspects you have no control or influence over, and rather than So as a reminder, investing time, resources and energy on • You can ONLY control yourself and HOW these aspects, it would be more effective to you respond to situations and events, and redirect your energy, time and even people. In other words, your emotions, the resources on the 2 inner circles [control and way you see the world around you, your feelings about yourself and others and how influence]. you respond to situations and people. This As a leader – you need to develop your alone will determine your degree of skills to ‘play in’ the 2 inner circles – by success as both a human being and as a practicing and actively using the leader. conversation staircase and the GROW model, you will begin to experience • Whenever there are other people involved success in influencing people’s behaviours, in the equation – you will only ever have the power to influence. The basic premise is thought patterns and thinking skills. that you cannot CONTROL other people.

You may not be able to control everything, but you can influence certain things.

Circle of Influence Circle of Concern

Circle of Control


Decemeber

2012

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TESTIMONIALS & PHOTOS GALLERY BUSINESS UNIT 4 Communicate more with my people, trust more.

That we can always improve our leadership qualities.

Trust specialised skills of my colleagues when making a decisions

That trust is the biggest role player in communication.

Committed to straight talk Communication and understanding others needs

We are forced to think outside our comfort zone. Good interactions between everyone at BU4.

BUSINESS UNIT 6 Need to align so people really understand what is expected of them. This was particularly shown to me with balls exercise. If everyone understands their role it simplifies the process; then you can delivery with more speed and accuracy.

Interaction The participation was well facilitated, it encouraged one to be part of the group. Understanding leadership Very useful course Team commitment How to work as a team


Decemeber

2012

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BUSINESS UNIT ?? Communicate more with my people, trust more.

That we can always improve our leadership qualities.

Trust specialised skills of my colleagues when making a decisions

That trust is the biggest role player in communication.

Committed to straight talk Communication and understanding others needs

We are forced to think outside our comfort zone. Good interactions between everyone at BU4.

BUSINESS UNIT ?? Need to align so people really understand what is expected of them. This was particularly shown to me with balls exercise. If everyone understands their role it simplifies the process; then you can delivery with more speed and accuracy.

Interaction The participation was well facilitated, it encouraged one to be part of the group. Understanding leadership Very useful course Team commitment How to work as a team


Decemeber

2012

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BUSINESS UNIT ?? Communicate more with my people, trust more.

That we can always improve our leadership qualities.

Trust specialised skills of my colleagues when making a decisions

That trust is the biggest role player in communication.

Committed to straight talk Communication and understanding others needs

We are forced to think outside our comfort zone. Good interactions between everyone at BU4.

BUSINESS UNIT ?? Need to align so people really understand what is expected of them. This was particularly shown to me with balls exercise. If everyone understands their role it simplifies the process; then you can delivery with more speed and accuracy.

Interaction The participation was well facilitated, it encouraged one to be part of the group. Understanding leadership Very useful course Team commitment How to work as a team


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