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As the world becomes more complex, what organizations expect from their people increasingly exceeds their peoples¡¯ competencies. This gap between expectations and skills is particularly acute in China, where business conditions are changing rapidly and people often work across cultures. Companies in China struggle to achieve excellent performance and maintain a robust leadership pipeline despite extensive investments in their people.

The good news is that it is possible to accelerate leadership and talent development. By integrating development initiatives into core business processes, organizations can fully engaged their people and ensure they grow as they progress in their careers rather than simply lengthen their tenure.

We recommend that companies:

Encourage a culture that promotes continuous growth. Deep, sustainable development requires strengthening underlyinghealth and well being, and creating a foundation upon which change and growth can stand. For this to happen, organizations and the individuals within them need to work together to create conditions that promote continuous growth. Read more about this topic

Explicitly address reasons change efforts fail. Regardless of whether you are working with individuals or groups, to make changes stick you need to address both tangible elements (e.g., behaviors, systems, skills, technology, relationships) and intangible elements (e.g., beliefs, attitudes, aspirations, values). You can increase your likelihood of success by (1) focusing on building capabilities not merely solving problems (2) identifying and addressing the taken-as-truth assumptions and perceptions that fortify an individual or group¡¯s immunity to change. Read more about this topic

Be as thoughtful about pedagogical approach as content. Organizations usually know what they want from their people even if they haven¡¯t articulated it ¨C but aren¡¯t always sure how to help people change and grow. They recognize that developing a person¡¯s leadership capacity requires more than just increasing skills, knowledge, and experience.

To ensure people develop as they work, organizations should use rigorous, pedagogically sound approaches that are based on proven models of how adults learn and grow and be structured around clear outcomes. In addition, approaches should increase people¡¯s learning skills so they can correct themselves when they get off track and navigate from learning curve to learning curve.

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Influencing others requires presence. What exactly is presence? Is it a skill? A personality trait? Are people born with it or can it be taught? How does one develop it? Can the process be accelerated? If so, how?

This document codifies lessons learned coaching management consultants in Asia on presence. The first section of this document defines presence. The remainder outlines how the elements of presence translate into development levers and explains an approach to assessing presence issues and designing coaching and development programs.

Download ¡°An Approach to Coaching on Presence¡±

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