Accelerating Difference Sally Bonneywell VP Coaching, GSK WBECS - PowerPoint PPT Presentation

Accelerating Difference Sally Bonneywell VP Coaching, GSK WBECS 2015

What we are going to cover today: 1. How we addressed a really tough organisational problem using Coaching - gender imbalance in leadership teams in GSK 2. Why this is an issue for us (and most large organisations...) 3. Why individual and group coaching? 4. What worked – the outcomes... 5. What didn’t - the learnings... 6. What we found that surprised us – and what didn’t... 7. The future of coaching in organisations?

A global healthcare company on a mission We’re a science-led global healthcare company with a mission to help people do more, feel better, live longer. We research, manufacture and make available a broad range of medicines, vaccines and consumer healthcare products. 3

What we do Pharmaceuticals Vaccines Consumer Healthcare We develop and make We research and make We make a range of consumer medicines to treat a range vaccines for children and healthcare products in four of conditions including adults that protect against categories: Wellness, Skin respiratory diseases and infectious diseases health, Oral health and HIV/AIDS Nutrition 4bn 800m 18bn packs of medicines doses of vaccines packs of consumer healthcare in 2014 in 2014 products in 2013 4

Our business today Putting patients and consumers first Major research and development facilities in 3 continents 84 Manufacturing facilities in 36 countries in 2014 5

The Issue: A ‘Sticky’ Leadership Pipeline  Our research shows that women are “sticking”, typically at a Director role.  The percentage of women leaders is growing consistently at 1% per year; it will take 21 years for gender balance to be achieved at this rate of progress.  There are significant differences in gender balance between business units, functions and countries.

Participant Poll Question: Is female representation at senior leaders a priority for your organisation or your clients’ organisations? • Yes • No

Why is this important? The Gender Balance Business Case Industry research shows that organisations with a more equal balance of male and female senior leaders:  perform better and are better at managing risk.  value merit and fairness.  compete better.  are more effective because they have a wider variety of leadership styles and behaviours.  appeal more to a younger generation of high-potential employees. The issues affecting women’s progress in organisations apply to next generation leaders. “A man starting a career with a FTSE 100 company is 4.5 times more likely to reach the executive committee than a woman”. Cracking the Code (KPMG, YSC, 30% club, 2014)

What are the distinct issues for female leaders? External research shows... Why Are Women Sticking or leaving? What Inhibits Women’s Progress?  Difficulty managing competing  Subtle sexism and ageism later in career. personal and professional demands  Lack of mentoring and sponsorship. on their time.  Women’s perceived lower productivity and  Great demands in senior roles and ‘the self-confidence. extreme sport of being an executive’  Women’s less comprehensive/rounded  Inflexible working practices. careers that look different.  Lack of strong networks.  Perceived loss of career momentum after  Scarcity of role models. maternity leave.  Perceived lack of persistence on the part of  Fundamental, unconscious, advancement women. bias.  Availability of more attractive alternatives.  Mobility requirements of senior roles.

Our response: Accelerating Difference Accelerating Difference is GSK’s commitment to:  professionally develop and progress our high- potential, high-performing female leaders.  creating a diverse pipeline of talent that better reflects the societies, customers, patients and communities where we do business.  inclusive leadership. We value and draw upon different perspectives, experiences and styles that exist in our global community .  When compared against other multi-national companies, GSK is making good progress in this area. We recognise, however, we can be doing more .  Accelerating Difference is a CET-sponsored initiative.

Contents of Accelerating Difference 3 Sponsorship Dialogues Coaching Of Female Leaders by Attendance by Line For Female Leaders Senior Managers who are Managers and Sponsors of Sponsors Female Leaders

Female Leaders: it starts with you Why you were nominated to participate You meet these three criteria:  Potential  Ambition  Circumstances Attending Accelerating Difference is not a guarantee of promotion. It is a strong indication that GSK highly values you and is willing to invest in your development. This initiative is not about quotas or political correctness. GSK retains strong values of meritocracy and fairness so that when female leaders are promoted, it is because of their performance and potential.

Why Individual Coaching? • Coaching supports and challenges leaders to be the best they can be • It is personally tailored to meet individual needs • Creates time out to slow down, reflect and make considered choices • It is highly effective - it makes a difference • Promotes self reliance and ability to handle ambiguity

Why Group Coaching? • Group Coaching enables connection to other leaders • Creates a network • It provides opportunities for real, live feedback • It brings in other perspectives from women in similar contexts • Allows learning from other people • It allows for collaboration • Promotes real conversations

Group Coaching Topics  Defining our Ground: a foundational session  Self confidence, self belief and self esteem  Power, presence and impact  Becoming a Challenger  Developing your authentic leadership brand  Integrating all the learning: an ending for a beginning

Common Format for All Six Sessions 5 stage `ISTRA’ Model Intention Stories Themes Resources Actions

Individual and Group Coaching: 118 participants in 23 countries  Over 18 months, each Female Leader receives the benefit of:  12 Individual Coaching sessions with her Job-Plus Coach (internal GSK Coach) and  6 Group Coaching sessions with an Executive Coach and an internal GSK Coach.  The GSK 360 Feedback Tool is completed as part of the development assessment.  Tripartite meetings occur at the beginning, middle and end of the Coaching between the Line Manager, Female Leader and Job Plus Coach.  HR joins the tripartite meeting at the beginning and end of the Coaching.

Outcomes: Impact on Participants as at September 2014 45% “ This programme helped improve my confidence and take a greater 40% 42% leadership role on many of the 35% projects in the region.” 30% 25% 20% 22% “This programme has provided 21% me with a very good opportunity 15% to identify my own, personal blind 13% 10% spots. As for my own career, I’ve 5% moved twice since the programme 2% began.” 0% “This programme helped me define what I really wanted and how to approach it with others in a targeted way to achieve success both for me and GSK”

Feedback on Individual Coaching • That I am the only one who can improve my self confidence. To spend time reflecting on my development. The impact I have on others- I have increased my self awareness in this area. • My confidence as a leader has greatly increased. My attitude has changed from feeling like an outsider to taking my place as a leader in the organisation. I have more clarity of thought. I am better able to handle challenges that come my way - and better able to recover from setbacks. I involve my team more to free up time to focus on the leadership aspects of my role. I feel more comfortable in having difficult conversations with my team. • My coach was good at asking the right questions and challenging me in the right way to understand my actions, feels and way of thinking and through her questions allowed me to develop my own ways of modifying my thinking to support different behaviours. • My coach was not judgemental at all. She gave me space to think about what I really wanted to achieve and time to reflect when I tried out new things. She challenged me to think about things differently, and to assess all options when faced with a challenging situation. She gently stretched me out of my comfort zone and, as such, my aspirations have changed. She has encouraged me to be more open to opportunities that come my way - and to create opportunities of my own. 19

Group Coaching Feedback from Participants Participants liked: Participants found most useful: • Connecting with other female leaders • Listening • Realising I am not on my own • Bringing tools, techniques, articles, models etc • Sharing stories and supporting each other • Building confidence, supporting me to • Building my network develop my self belief • Stepping out of day to day work and • Bring external perspective spending a bit of time on myself • Give feedback • Safe environment in which to share things • Challenging 20