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					Coaching in Telenor –
why, how and what effects?

 Marit Reutz, Director, Corporate HR
Telenor key facts 2003
•Major international operator with its focus on mobile activities.
   Ranked as the 12th largest mobile operator in the world (source: GSM Associations)
•31,4 million mobile subscribers world wide.
•2,4 million TV subscribers in the Nordic region.
•Market leader in Norway (market shares)
   • Mobil – 57 %
   • Fixed – 69 %
•Operating revenues 2003: NOK 53.1 billion.
•Profit before taxes 2003: NOK 7.4 billion.
•Full time employees Dec. 2003: 19.450 (7.450 outside Norway)




                                                   2
    Telenor Corporate Strategy:
    A simplified Telenor – a focused portfolio with pervasive
    operational and marketing excellence

                                               Strategic
                                             Strategic focus
                                               direction

                                                         •     Focus on operational control

                                                                •       Selective expansion to reach a
                                                                        broader industrial platform

                                               Best                       •    Exit from marginal and
                                             positioned                        non-supportive activities
                                             European
                                               Telco


            Operational
              Operational                                                        Value driven
                                                                                 Value driven
            Excellence
              excellence                                                          leadership
                                                                                 leadership



•    Excellence in customer intimacy and marketing                  •         Clear expectations setting and coaching

•    Radical simplification in products and processes               •         One-company attitude

•    Synergies in international operations                          •         International mindset


                                                                    3
4
Telenor Leadership Development
Process
Telenor Leadership Development Process (TLDP) is an overall tool to help us develop
stronger leadership in Telenor.

The target audience is managers, and the goal is to develop their leadership skills.

The tool consists of:
•Common leadership expectations
•A common appraisal process for managers and key personnel
•Systematic and targeted leadership development to close the gap to the leadership
 expectations

•Incentives linked to both business performance and leadership qualities


                                                5
Coaching in TLDP                                   Managerial coaching
                      Team-coaching                Leaders must be able
                      Anchoring leadership         to give feedback
                                                                        Business
                      expectations
                                                                        performance
                                                                       IVC    Leadership
 Telenor’s vision       Leadership
                                                Appraisal form                qualities
    and values          expectations

    Appraisal dialogue-process
    Relies on coaching                                                                     Input to succession
                                                 Appraisal
    philosophy                                                            Team-coaching    planning and
                                                 dialogue
                                                                                           recruitment
                                                  Step 1
                                                                                           •Identify talents
    Link to                                                                                •Identify challenges
  Performance              Follow up            Yearly             Review meeting           and needs
  Management
    systems
                            Step 4              process                 Step 2
                                                                                           Input to leadership
                                                                                           development activities
                                                 Feedback
                                                                   “One to one”            •Competencies
                                                 dialogue
                                                                   coaching                •Activities
                                                  Step 3
                                                                   Leaders want            •Programs
     Reward                                                        coaches                 •Tools
     systems         Managerial coaching
                                                                   Team-coaching
                     Leaders must give
                                                                   Leader-team            Managerial coaching
                     feedback and on the     Input to individual   development            Employees want
                     spot coaching                   and
                                                                                          leaders with a
                                              team development
                                                          6                               coaching style
Telenor Leadership   Objectives                    Value creation


                     Passion for business          •   Demonstrate strong commitment to gain profitable market positions

Expectations                                       •
                                                   •
                                                       Communicate deep understanding of relevant markets, competitors, customers and
                                                       stakeholders
                                                       Communicate insight into what is required to make Telenor a success.
                                                   •   Demonstrate the will to win




                     Change and constant renewal   •   Demonstrate openness to new ideas and adapt to changing circumstances
                                                   •   Identify and articulate the direction and motivate others to move in the desired direction
                                                   •   Creatively solve problems
                                                   •   Demonstrate speed and momentum




                     Operational excellence        •   Simplify processes
                                                   •   Execute quality work
                                                   •   Optimise resource allocation across competing priorities
                                                   •   Target and achieve industry best practices




                     Empower people                •   Clearly communicate expectations
                                                   •   Give constructive feedback and reward achievements
                                                   •   Coach and develop managers and employees
                                                   •   Put the right people in the right roles at the right time




                     Integrity                     •   Demonstrate social and environmental responsibility and good business ethics
                                                   •   Accept responsibility for successes and failures
                                                   •   Communicate Telenor values and codes of conduct
                                                   •   Set a good example




                                       7
                                                                                            For year:             You will find the
TELENOR PROFILE FORM - TLDP                                                                                       “Fill in instruction”
                                                                                                                  in the Leadership
                                                                                                                  portal at @work
                     1.Personal data
                     Name:                                     Present position:                              Time in present position:
      Picture
                     Division or business unit:                Name of manager:                               Age:

                     IVC index:                  Leadership       Link to IVC results                         Today’s date:
                                                 index:           https://showus2.research-int.se/Telenor/.
                     Other input to appraisal gathered from:


                2. BUSINESS PERFORMANCE (what has been achieved) LAST 12 MONTHS
Business             Comments and ratings. Rating should be given using the terms: Outstanding (9-10),                   Rating:
performance          Exceeds expectations (7-8), Meets expectations (5-6), Below expectations (3-4),
according to         Significantly below expectations (1-2)
goals.
Fill in the
different goals.
Financial results:







Non-financial
results:







Total rating: On a scale from 1 - 10
Comments:




               3. LEADERSHIP QUALITIES (how was the results achieved) LAST 12 MONTHS
Performance          Comments and ratings. Rating should be given using the terms: Outstanding (9-10),                   Rating:
according to         Exceeds expectations (7-8), Meets expectations (5-6), Below expectations (3-4),
Leadership in        Significantly below expectations (1-2)
Telenor (see
instruction)
Passion for
business


Change and
constant renewal

Operational
excellence


Empower people


Integrity
                                                                      8
9
Focus in the review meeting:


                                                         What actions do
   What leadership
                               Review meeting            we need to take
   capabilities do
                                    focus               and what tools do
     we have?
                                                        we have at hand?
                                                        Identify and agree on
   • Discuss each                                       challenges according to:
   manager, his/her                                     •Management challenges
   special talents and                                  in critical positions
   potential                                            •Short and long term
   •Identify high                                       needs
   performers and low
                            Do we have the
                                                        •Talents/fast trackers
   performers              right persons in             •Gender
                           the right places?            •Seniority

                                                        Identify and agree on
                                                        means to close the gap
                           • Identify organisational    •Job rotation
                             challenges                 •Succession planning
                           •Which positions are the     •Career planning
                           most critical ones           •Training needs/activities
                           according to our goals       •Incentives
                           and strategy                 and rewards
                           •Do we have the right
                           persons in those positions   Acceptance on
                           •Are we organised to         •Training activities
                           meet our goals               •Costs
                                            10          To be given in the
                                                        feedback dialogue
Telenor Leadership Development Process
                                                             Business
                                                             performance
                                                            IVC    Leadership
Telenor’s vision   Leadership
                                    Appraisal form                 qualities
   and values      expectations


                                                                                Input to succession
                                      Appraisal
                                                                                planning and
                                      dialogue
                                                                                recruitment
                                       Step 1
                                                                                •Identify talents
   Link to                                                                      •Identify challenges
 Performance         Follow up       Yearly             Review meeting           and needs
 Management
   systems
                      Step 4         process                 Step 2
                                                                                Input to leadership
                                                                                development activities
                                      Feedback
                                                                                •Competencies
                                      dialogue
                                                                                •Activities
                                       Step 3
                                                                                •Programs
    Reward                                                                      •Tools
    systems

                                  Input to individual
                                          and
                                   team development
                                              11
Coaching at different arenas



  C                 C                    C


  Personal:         Managerial:          Team-coaching:
  Coachee           Coach (leader)       Coaching-methods
  sets the agenda   also has an agenda   facilitated for teams
                                         with common goals




                               12
Simple coaching tools used in TLDP

•Active listening
• Open questions
• Use of scaling




                      13
Main-results from TLDP-pilots
                      70   75   80   85   90

Im proved perform ance



  Im proved leadership



Perform ance appeared



   Potencial appeared
                                               Results in %
  Leadership-capacity
     appeared i RM


  Valuable feedback in
           RM



Good picture of talents




                                     14
Managerial coaching – a pilot
All leaders (75) in customer service department


Goals:
Create a culture of coaching within Customer service department. Establish a common language and
common tools to improve leadership.

We have the following focus of improvement:
Customer-care: How to develop and improve an effectiv customer-dialogue
Sales: How to help setting goals and obtaining results for individuals and teams
Difficult feedback dialogues: How to improve performance through coaching-based leadership
Motivation: How to inspire employees to hard work and good results
Team-coaching: How to make the team obtain its goals. How to develop well-functioning teams

Structure and content:
5 days course in managerial coaching (Ericsson College, Vancouver)
-What is coaching. The leader as a coach. Powerful questions
-An effective structure for a coaching session. Motivation and commitment
-Prioritizing of time. Team-coaching and dialogue
-My leaderstyle: how to use coaching for improving my leadership
-Tools and methods for systematic project-working
                                                     15
2 Workshops (Telenor)
Practise the learning of the 5 day program modules

1 to 1 coaching (Telenor)
10 coaching-sessions pr leader over a 3 month period. 24 Telenor coaches are doing the coaching.

Coaching assignments
All leaders are obliged to practice at least 25 hours of coaching towards their employees during the
program period to get certified




Effects:
•Experience – mainly positive
•Cognitive learning – mainly good
•Change of behaviour - too early to measure
•Improved business results – too early too measure

                                                      16
Developing coaches in Telenor
•24 coaches educated by Ericsson College, Vancouver
    -19 about to be certified (50 evaluated coaching lessons)
    -practicing within in the Managerial coaching program in customer service
    -facilitating TLDP, including anchoring leadership expectations and
     facilitating review meetings
    -1 to 1 coaching

•An internal coaching network
    -meeting once a month

•So far no clear policy and structure of how to develop and ensure an effective
use of coaches within Telenor




                                          17
Further recommendations

•Educate HR employees in basic coaching skills and team-coaching
•Increased focus on educating our leaders in managerial coaching
•Establish an   Telenor coach-pool to meet the need for 1-1 coaching




                                          18

				
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