Banker to Banker Leadership System

Banker to Banker Leadership System

Selling 101: The Intersection of Coaching and Selling

Coaching and Selling: Parallel Skills and Outcomes

• Both coaching and selling involve understanding the client and helping them commit to a strategy that will be useful for meeting their goals.

Building Relationships: The Foundation of Effective Selling

• Selling yourself first is essential by building trust and relationships with the client.
• Clients need to see your approach and experience as useful to what they want or need to accomplish.
• Establishing this trust must occur before discussing any assessments, as the features and benefits of Frank Hopkins Executive Coaching (FHEC) hold little value if clients do not see the value in working with you.

Understanding What is Important

• Just as with coaching, understanding what is important to the client is crucial.
• Clients buy not because they understand, but because they feel understood.
• To make clients feel understood, asking the right questions is key.

The Importance of Leadership

Effective Leaders as Organizational Assets

• Effective leaders are invaluable assets to any organization.
• FHEC provides a universal framework for defining effective leadership.
• Leaders influence every aspect of business performance, including the establishment and solidification of organizational identity (mission, vision and values), the effectiveness of strategy execution, and the communication of priorities.
• Leaders are responsible for identifying and developing future leaders, ensuring they focus on the right criteria.

The Dangers of Ineffective Leadership

• Ineffective leaders, especially those with unmanaged reactive tendencies, can disrupt and derail organizational progress.
• Characteristics of ineffective leaders include mixed messages, volatility, authoritarianism, unavailability, lack of coaching, being stuck in the past and focusing on short-term gains rather than strategic outcomes.

Creative vs. Reactive Leadership

Creative Leadership

• Creative leaders focus on mission, purpose and long-term impact.
• They work collaboratively, aiming to create an organization they believe in, and engage, inspire and unleash the potential in others.
• Creative leadership is less dependent on external validation and more autonomous, free from fear, aggression or self-protection.
• This mindset is reflected in the top half of the FHEC graph, showing high energy and creative competencies.

Reactive Tendencies

• Reactive leadership runs strengths from a place of fear, playing it safe, and focusing on short-term results.
• While it can achieve short-term gains, it often comes at a significant cost to the system and the leader.
• Reactive leaders seek validation from external sources and operate from a place of fear or risk aversion.
• If unmanaged, reactive tendencies can lead to unintended consequences that limit effectiveness.

Today’s Realities/Business Drivers

The VUCA World and Leadership Challenges

• Today’s volatile, uncertain, complex and ambiguous (VUCA) world raises the importance of effective leadership while triggering more reactive tendencies.
• Leaders face complexities such as industry disruption, hyper-competition, global market shifts, accelerated business pace, ambiguity, regulatory pressures, and budgetary constraints.
• Leaders must ask themselves how they can stay abreast of changes in the business climate.

Implications for Leaders

Addressing Escalating Complexity

• A recent CEO study confirms that escalating complexity is the number one issue CEOs face today.
• VUCA conditions lead to stress and uncertainty, with leaders globally expressing that more is required of leadership.
• Many leaders feel overwhelmed and admit that the skills that got them to their current position are insufficient for future challenges.
• There is a growing concern that the complexity of today’s business environment is outpacing their learning, creating a gap.

Business Case for Coaching/Development

Research Insights

1. Leadership and the culture it creates are the only true differentiators between organizations.
2. Talented people join great companies but leave lousy bosses.
3. A great strategy implemented by ineffective leaders is doomed to fail.
4. Culture always trumps strategy, with leadership being the number one influence on culture.
5. Effective leadership outperforms ineffective leadership.
6. Collective leadership impacts strategy execution effectiveness.
7. The most effective organizations make developing leaders a strategic focus.
8. Leadership development must keep pace with the speed of change to avoid falling behind.
9. The organization’s performance cannot exceed the consciousness of its leadership.

Development Strategies for Meeting Complexities

Building Leadership Bench Strength

• Scaling assessment and development to build leadership bench strength.
• Ensuring common development experiences and language vertically and horizontally across the organization.
• Implementing peer coaching to manage day-to-day complexities.
• Focusing on sustainable development that lasts beyond the duration of the program.
• Ensuring development is measurable.

The Leadership System Instructional Design

Design Features for Impactful Learning

1. The system is used only by credible, experienced and certified coaches and learning professionals.
2. Every component is based on significant research behind the Universal Model of Leadership.
3. Each leader and team begin with an assessment to provide baseline, focus, and priority.
4. Development plans include clear goals and actionable behaviors.
5. Teams meet periodically (every 4-6 weeks) for check-ins, support, and follow-through.
6. Small group sizes ensure participation and commitment.
7. Peer coaching helps leaders apply skills, with the facilitator’s role becoming more passive over time.
8. Check-ins include sharing successes, challenges, and business priorities.
9. Accountability is emphasized through group communication and the Accountability Circle.
10. Ongoing coaching and pulse checks ensure sustained accountability.

Scaling Leadership: Practices that Transform Leadership

Six Conditions for Scaling Leadership

1. Creative Leadership: Shifting from reactive to creative leadership, motivated by passion, purpose, and mission, creating commitment and enabling agility, innovation, high performance, and engagement.
2. Deep Relationship: Building trust and strong relationships at all levels, fostering teamwork and staff development.
3. Radically Human: Embracing vulnerability, transparency, and continuous learning, acknowledging that everyone is in a development gap.
4. Systems Awareness: Seeing the big picture, punctuating the organization’s purpose or mission, and adapting to changes.
5. Purposeful Achievement: Aligning individual and collective efforts towards a higher purpose, creating systems that ensure sustainability and long-term gains.
6. Generative Tension: Addressing the gap between current and desired future states, generating tension at all levels of the organization to drive development and progress.