Developing workplace leaders

DEVELOPING WORKPLACE LEADERS SERIES BOOK 1

STRATEGIC COACHING

NEW MANAGEMENT DYNAMICS Stavroula V. Panagiotaropoulou HR & Change Management Consultant

Σταυρούλα Βασ. Παναγιωταροπούλου

Στρατηγικό Coaching - New Management Dynamics, Σταυρούλα Βασ. Παναγιωταροπούλου - 2 -

To my dearest friend

Yiannis Milidakis,

Swimming Champion and Coach.

Author’s Note

The man who transcends and is not afraid is the man who will create in the future a

society equal, fair and creative, with moral principles and values emerging above

personal interests and selfishness, those that surpass and trample Collectivity,

Common Logic, Society itself.

I hope we are not far from what I personally envisage for the next generations. I

would really like to give children a society of justice, a place of joy and creation, a

world colorful and balanced, of free and peaceful nations working together for

prosperity and common good. I wish future politicians will think all these issues

thoroughly and act accordingly.

To be happy we need dignity, justice, freedom, respect for nature and its laws,

education, work, and peace of mind. All this is feasible and anyone who claims

otherwise either is lying or deluded. Both categories, that is to say, the liers, the

misled or the losers, should be isolated if we want to make progress. Those who

have illusions should be left alone until they solve or manage them. Those who lie

should be brought to justice or in front of the conscience and ethics of the

collective.

In any case, everyone and all of us are responsible for the individual and collective

outcome. By taking responsibility, we can also take the next step. Only then the

next step will take us forward, because only development, progress, the future is

ahead!


STRATEGIC COACHING

New Management Dynamics

The idea behind the book

What interests me most is the need that exists and evolves in the

business environment for new and innovative practices of dynamic

management. The business environment is even more dynamic than it

was in the past against a common assumption. Changes run quickly

everywhere, the management and managers have to adapt quickly to

new situations, speed overcomes one's experience so that he / she needs

the experience and guidance from other people who could have faced

similar challenges in the business field so we often find alternatives by

experience. Leadership has also evolved with all these events in mind.

Where people are not accustomed to or familiar with these conditions,

they will seek help from contracted consultants who have the experience

of sharing knowledge and guidance to give leadership groups in order to

deal effectively with the issues that arise or the future. A strategic coach is

someone who opens the window and helps to open up the possibilities

that the team itself researches, examines and decides with his / her

guidance. Sometimes we feel "blocked" when we see things everyday the

same, we are not able to explore and discover new perspectives. It is,

therefore, as if suddenly someone gives us the necessary impetus to

begin the exploration of new roads, leaving the "myopia" of the known,

the direction that we follow simply because we have learned out of habbit.


Exploring new opportunities means that we are able to explore and develop

new possibilities for ourselves, new roles to undertake, new skills to develop,

new knowledge to acquire, new practices to get acquainted with, much more

than we have become accustomed to do and we thought we did until now.

Our internal forces will be developed and explored here, and all we need is a

new look at things, we need time to think collectively and learn as a group

what new choices there are in our daily practice. This is in a way what the

strategic coaching & training provides us, is a new business philosophy that

assumes and admits we do not know everything, that we have the necessary

humility to seek help from those who could unleash the potential of any

leadership team .

Purpose of the book

This book aims to provide the necessary guidance and familiarity with

Strategic Coaching, as well as the principles and industries that belong to it

and are involved in it. The eight chapters of the book analyze all the

necessary processes and theory associated with strategic guidance and its

importance in modern business. It further promotes the idea of Strategic Team

Coaching in order to have high performance, achievable results and targeted

as well. It is a useful tool of constructive feedback for managers, leaders and

employees in order to align their efforts with organizational goals in order to

be effective and creative within this environment in which they move and

work. So the necessary tools and skills are being explored, as well as the

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Στρατηγικό Coaching - New Management Dynamics, Σταυρούλα Βασ. Παναγιωταροπούλου

Business ethics that promotes coaching as a useful tool and an

unforgettable experience as "the eye of the heart" that is often proven to

be effective in making important business decisions.

In Chapter 1: Each organization is made up of groups of employees,

small or large, executives and people who are able to deliver the results

they need based on the strategy they have developed or align with the

new needs and strategies they are driven by the Market or the Industry.

Observing the Organization, we understand how important it is for it not

only to have efficient but also effective and flexible groups that have such

capabilities on which the Organization can build and invest in for its

future. In particularly effective leadership groups, the Chief Executive

Officer, CEO, is not only examining all direct and important reports -

reports that reach him from senior executives, but chooses the members

of the Strategic Team who are committed to the exciting direction he

gives them and Contribute to the creation of a collective leadership team

that assumes responsibility for the entire business and for its future.

Strategic Coaching therefore aligns these people and groups so that they

are effective and high-performing to be able to achieve organizational

goals.

In Chapter 2: Strategic Coaching consists of six "streams" or currents hat

flow together to form a complete model for use by the Coach. The first

two streams work collectively to create and maintain the relationship

between the coach and the coachees. So they deal with the behavior of

the coach - coachees, their conscious and unconscious thoughts.

Although they work in each of these three streams, the coach keeps

attention to this relationship mentioned above and works in order to


maintain this important relationship without which no progress can be

made, from which they also draw their trust and faith in the Group. The

final current is systemic. Coaching in the business is not only for those

who are not performing well, it is also for those who have a high

performance to help them go beyond where they are today and to help

their learning, development and evolution. It is not a soft skill, it is directly

linked to clear business needs and the challenges people face in thinking

differently. This is what we mean by the term "strategic" ultimately, to

think differently by always looking and analyzing the elements that will

compose a new unique action. And this is directly related to what we call

personal development, both for individuals and for groups, and hence for

strengthening their potential.

In Chapter 3: But it is not the funding, it is not the strategy and it is not the

technology. It is teamwork that remains the ultimate competitive

advantage, both because it is terribly powerful but also so rare! Creating

the strong and competent team! A founder of a company that has grown

to have a billion dollars in annual revenue, best expresses the power of

teamwork, "if you could put all the people in an organization to roam in

the same direction, you could dominate every industry, in any market,

against any competition at all times. " according to Lencioni, 2002. This

means, of course, that strategy without people is nothing. Only with

dedicated people focused in the same direction can one bring change and

strategy into force. In order to keep focusing on the interactions of internal

and external forces as well as the focus on performance and process,


Peter Hawkins (2014) developed a four-level model linking these two

dimensions.

In Chapter 4: In this chapter we will see how the coach of the group can

guide according to the five principles, but also according to the dialogues

that connect and flow between these principles. This requires the coach

to concentrate on the multiple relationships within the team, namely the

internal relationship between the team members and the external

relationship between the members of the group as a whole and the other

parties and stakeholders. Strategic Technical Leadership or Systemic

Team Coaching is a process whereby a coach works with an entire team,

both when they are together and when they are apart, in order to help

them improve both their collective performance and how they work

together as well as how they can develop their collective leadership to

participate more effectively in all the core groups that make it up, in order

to jointly transform the broader business and goals for the benefit of all.

In Chapter 5: Wageman (2008) and Hackman (2011) argue that one of

the six favorable conditions for effective teamwork is "Put the right people

in the team". Of course, not all group leaders have the privilege to build

their team from scratch, and the majority begins by inheriting a group that

already exists, and that may have disappointed members who had

previously "applied" for the role of leadership. Keller and Price (2011)

advise new CEOs to make an in-depth analysis early on who are those in

the team and ready to act directly and quickly to remove and replace

someone or some members where needed. Sometimes it's best for the

coach to work with the original team as you've found it, first communicate

the assignment you have undertaken with them and then develop and


explain in detail the collective effort of the team, its goals, etc., and

through this process you can discover who is committed or not in order to

proceed to the next stage of the group.

In Chapter 6: "I imagine it how tempting it would be, if the hammer was

the only tool someone had, trying to cure everything by treating

everything like a nail," says Abraham Maslow in “The Psychology of

Science” in 1966. The concept Is known as the "law of the instrument". If

you use a tool for everything, then this is exactly what you are going to do

repeatedly, that is, you will treat all situations as being treated in just one

case with just one technique. How practical, strategic and "logical" is this

in a complex and demanding business environment? The question is of

course rhetorical ... In this chapter we will refer to the range of tools and

techniques that can be used in Strategic Coaching, of course, depending

on the particular need and the situation we are called upon to cover.

In Chapter 7: The difference between one's ability & skills, and his high

performance, is often located on emotional factors. Our ability to be

psychologically strong and confident ensures our efforts to achieve the

completion of our internal dynamics. The key is to learn to work with our

feelings in a constructive way, to consider them as ancillary tools for our

performance, and develop strategies that will help us work with our

feelings rather than against them. Although we use logic to some extent,

we make important decisions, usually using the power of emotion that is

the decisive factor that pushes us into what decision we will take many

times in management and leadership. Our emotion "inspires" to move in

the direction from which we are far away and to which we want


to be. It is the energy we can use constructively or devastatingly. An

effective leader in times of crisis has the opportunity to exploit the deeper

feelings of people who either galvanize to act positively or transform into

panic and turn into harmful reactive responses. The greatest successes

are realized as a result of the energy that comes from the fact that our

action is emotionally inspired.

In Chapter 8: Ethics is one of the most important issues in today's

coaching, due to the fact that morality is mainly the essence of good

coaching, and people who act as professional coaches must comply with

the highest standards of responsibility and accountability to protect the

interests of their coachees. We must first place morality in accordance

with its Aristotelian concept and character, both on training and on

vocational, professional certification. Since it does not matter how well

you are trained or how high you are in rank, if you are not ethical, you

may be hurt by your coachees. On the other hand, if a coach acts morally

and according to his or her own principles, he will probably match even

for the certification he still does not have. Values are based on our belief

systems about what is desirable, not what is right or wrong. This means

that value-based ethics are very relevant, but our values always come

into play when it comes to ethical decisions. Values compose our own

code of conduct and allow us to act with integrity. Our principles,

therefore, are based, at least in part, on our values, and may vary

considerably from person to person. Among other factors that could help

us in the moral exercise of our coaching tasks to help strategic teams in

Organizations, is the exploration of spirituality and SQ (Spiritual

Intelligence) that is the spiritual path which illuminates our way, what the


mystics have called the "eye of the heart", the reconnection with the

source, the ground of our existence, our spirit, in order to regain the

sense of security, the Guidance and, ultimately, morality. Certain

meditation techniques, such as that of transcendental meditation widely

applied abroad, are also being investigated and reported in several

studies (such as Travis and Wallace, 1999: Seeman et al, 1972), in

reducing stress levels, helping to find internal balance and Purpose.


Book Contents

Chapter 1: High Performing Teams

Introduction

Unit 1: High Performing and Effective Teams

High Performing Team

The Real Team

The appropriate people

Effective Teams

Unit 2: The challenge for Teams that change globally

The elements of the Challenge and their Analysis

The real Challenge for today Leaders Summary

Chapter Bibliography

Chapter 2: Strategic Coaching

Introduction

Unit 1: What is Strategic Coaching?

What is it about?

Streams 1 and 2 – The Coaching relationship

Stream 3 – Focus on Behavior

Stream 4 – Conscious Knowledge

Stream 5 – Unconscious Knowledge

Stream 6 - Systemic

When does this model work best?

Unit 2: Personal Development

About PD in general

Personal Development: why is it important?

Contemporary Environment and PD

Practical Steps to PD

Transferable Skills


Personal PEST Analysis

Personal Goal Setting

Unit 3: Developing capacities for Strategic Coaching and Evaluation

Developing transpersonal skills

Working in Teams

Personal Development and Skills assesement Tests Summary


Chapter 3: Focusing on Teams

Introduction

Unit 1: The Five Principles concerning Teams

Five places of Focus

Connecting the five key points

Unit 2: Coaching teams

Looking for Differences

Assignment: Findings, Diagnosis and Designing Summary


Chapter 4: Strategic Teams Coaching

Introduction

Unit 1: STC Principles

1.1 5 Points of Focus Unit 2: Teams’ Types

The types of teams

International Teams

Project Teams

Six phases Model

Virtual Project Teams

Account Teams

Management Teams

Network Coaching


Summary


Chapter 5: Selecting the Team Players

Introduction

Unit 1: Basic Principles for selection

Basic Selection Principles for Team or Group members

Selection Procedure

Unit 2: Strategic Coach Skills and Capabilities

Main skills and abilities of STC

Skills’ Analysis

Unit 3: Strategic Team Coach Dilemmas

3.1 Main Dilemmas Analysis

Summary


Chapter 6: Strategic Coaching Methods and Techniques

Introduction

Unit 1: Using Methods and Tools

Basic Techniques

Psychometric Tools

Myers Briggs Type Indicator

Leadership Styles Indicators

Belbin Analysis on the team roles

The nine roles of teams

Questionnaires and tools for Team Assessment

High Performing Team Questionnaire

360 degrees Team Feedback

Reasearch Techniques and actions

Unit 2: Alternative Approaches

Appreciative Research – 4 stages model

Team Coaching focused on Results Summary



Chapter 7: Coaching & Emotions

Introduction

Unit 1: Emotions in a Coaching Experience

Emotions as our partners

Emotional Intelligence

Information, Inspiration, Development

Emotions and High Performance

The GROW Model

When does GROW Model work best?

Unit 2: The multiple gains from a Coaching culture

2.1 The Coaching Culture

Summary


Chapter 8: Management, Coaching & Ethics

Introduction

Unit 1: Why Ethics is important?

What do we mean by ethics?

The base of Moral Thinking

Moral Principles and Standards exisitng in coaching

Unit 2: Modern Times and Ethics in Business

The role of Ethics in the current world

Moral Standards and Strategic Management & Coaching Summary


Overall Bibliography and Links

About the Author

Panagiotaropoulou Stavroula

HR & Change Management Consultant

ΜΒΑ, University of Strathclyde, Glasgow

She studied English Literature at the School of

Philosophy of the National and Kapodistrian

University of Athens and completed her

postgraduate studies in Business

Administration (MBA) from the University of

Strathclyde in Glasgow, UK. Worked since

1994 as an English teacher in Secondary

Schools, as well as translating educational

programs in OAED, Greece. Held executive

positions in an International Business

environment especially in the area of

Customer Service and Sales and has

experience in leading complex programs of

Organizational Change according to business

needs. Prepared and delivered as a trainer

specially designed educational programs in

large organizations, fully aligned with the

strategy of each one, effectively enhancing

the performance of employees and

strengthening the achievement of business

objectives. Designed and implemented

workshops for large organizations on issues

such as Customer Service, Management and

Development of Human Resources, Business

Strategy & Sales Development. Currently

cooperates as a writer and associate

trainer/professor with Universities in Greece.

Her lesson "Communication & Presentation

Skills" is active in the educational program of

Human Resources Development at the

ELearning section of the University of Athens.

At the University of Piraeus in the E-Learning

section of the Economics Department, there

are four of her courses on "Change

Management & Leadership", "Excellent

Customer Service", "Modern Approaches &

Cross-cultural Education and Development of

HR" and "Strategic Marketing & Management"

in the cycle Markets , Finance,

Entrepreneurship. Also translated English

books of the International Publishing

Organization Running Press and completed

her book entitled "Strategic Coaching: New

Management Dyanmics».

Στρατηγικό Coaching - New Management Dynamics, Σταυρούλα Βασ. Παναγιωταροπούλοιυ - 298 -

«The base of Ethics is the substance and the corner stone of

appropriate and good Coaching.

So those who act as professional coaches must comply with the

highest standards of accountability and responsibility to protect the

interests of the coachees. Ethics is not a theory, it is directly related

to practice.

Ethical is the one who acts according to the moral principles and

values that will lead him to honest and beneficial acts not only for

himself but also for others.

The growth of our spiritual intelligence today is deemed necessary

more than ever, to co-exist in our judgment, not only in logic but also

in what we call the "eye of the heart".

The result of this is that our actions will be "inspired" not only by our

personal Vision, but by what comes and emerges from the World

Consciousness. "

© 2016, Panagiotaropoulou Stavroula. Except as provided by the Copyright Act ©

2016, Panagiotaropoulou Stavroula no part of this publication may be reproduced, stored

in a retrieval system or transmitted in any form or by any means without the prior written

permission of the publisher. 13.169 / 23-8-2016 Πράξη Κατάθεσης Βιβλίου.

Human Dynamics

80, Larissis str. 11524 Athens

Greece

e-mail: [email protected]

ISBN 978-960-93-8463-6 Σταυρούλα Βασ. Παναγιωταροπούλου

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Developing workplace leaders