Webinar Recording : Before and After: How to Make AMAZING Slides… Fast! with Mike Parkinson

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Watch graphics guru, Mike Parkinson as he transform bad slides into amazing slides in real time. See actual before and after examples and learn how to do it yourself. Learn what makes a slide a failure and see how to fix it… fast. Using tools, tips and tricks, Mike demonstrates how to turn bullets into compelling graphics, improve templates, and enhance content.

After watching this PresentationXpert session, you will be able to:                             Before and After wtih Frame
1) Identify why a slide is bad (or great)
2) Turn bad slides into amazing slides
3) Transform bullets into graphics
4) Make your slides more memorable
5) Objectively validate that your slides will be successful
6) Save time and money

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ABOUT MIKE:
Mike Parkinson of Billion Dollar Graphics brings a wealth of experience and talent to today’s webinar. He really understands  the power of graphics. You will see him transform simple PowerPoint graphics into powerful visuals that make a statement. Mike has authored several books on presentation graphics and created several resources that any of us can used to enhance any PowerPoint presentation.

 

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The Rise of Executive Coaching

Learning and development professional Susannah Baldwin has been satisfied with her track record of late. One of her students, a senior director, was recently promoted. Another was moved to lead a different part of the organization.

But Baldwin, a leadership development veteran with a Ph.D. in clinical psychology, isn’t an in-house practitioner or a training manager. She’s an executive coach.

Coaching, traditionally associated with athletics, is taking the executive education world by storm. In a 2012 study by the International Coach Federation, or ICF, the coach credentialing body said there were 41,300 active business coaches worldwide, with North America representing about a third of them.

The study also estimated the industry’s annual revenue at about $2 billion — a pittance compared to other industries, but noteworthy considering the industry’s youth.

Coaching is increasingly being used in executive education, shaking off the method’s reputation as a fix for remedial performance problems. In a 2012 survey from executive coaching firm CoachSource, 97 percent of organizations reported using coaching for leadership development. Thirty-five percent said they use it to fix performance, and 42 percent said it’s used for executive transition.

A number of factors powered executive development’s shift toward coaching. For starters, most coaching is personalized; individuals are given targeted learning to address specific skills gaps. Also, the one-on-one nature of a coaching relationship provides a sense of trust and engagement that other learning mediums may not be able to — a boon, experts say, when the goal is to change behaviors.

Executive coaching is also convenient. At the pace most executives move, coaching sessions can spread out over months and happen over the phone. The learning content is also the job content as coaches help address real-time issues. Instead of taking a weeklong retreat for soft skills development in a classroom, coaching provides constant feedback without taking extensive time away from the job.

This is especially the case in the high-tech industry, where Baldwin, based in San Francisco, does most of her work. As the tech industry grows, technical skill-based youngsters are increasingly being asked to lead public or soon-to-be-public companies with little formal business leadership experience.

“You go to Twitter, you’ve got a million senior directors who are 29 years old, don’t know jack about leading,” Baldwin said. “… It’s much easier for a hiring manager to just insert someone into their process and help them with the flow of their work.”

But coaching is not as much an alternative to executive education as it is a supplement. Many coaches, practitioners and executive education experts say coaching is most effective when used as a situational tool for high potential or top-level executive officers. Instances where coaching is applied to broad employee populations, while effective for some, are generally few and far between.

Of course, not all executives are receptive to coaching. And forced coaching, experts say, is a waste of time and money. “It’s not a quick fix,” said Kathleen Sack, senior director of talent and organizational development at the American Red Cross. “It’s not like sewing a button on a jacket.”

Reprinted from Chief Learning Officer

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5 Tips to Make Coaching More Effective

When faced with shrinking budgets, a leaner workforce and the need to transfer knowledge from impending retirees to young up-and-comers, coaching can help organizations stay competitive and boost productivity. Yet, well-intentioned coaching programs struggle to get off the ground and maintain momentum.

Consider the following checklist when designing or re-designing a coaching program to increase the likelihood of success.

Technical expertise does not make a great coach. While technical expertise is certainly important, it is at best only half the battle. Great coaches are empathetic, patient, good listeners and good teachers.
Post-mortems from failed programs reveal that many coaches feel frustrated that participants couldn’t just catch on to what they were describing, while the participants feel frustrated that coaches just couldn’t explain how to do something.

By making sure coaches are more than just technical experts, talent managers stand a good chance of avoiding the frustration and failures that come from poor coach-participant communications.

Bad behaviors transfer just as easily as good behavior. While on the topic of what makes a good coach, it is important to realize that program participants will learn to be just like their assigned coach — even if that means picking up some of the coach’s bad behaviors.

Typically, the coaches who are selected are some of the most tenured and respected employees in the organization. As such, they know all the loopholes and ways around the system and they could easily (in the name of expediting work and shortcuts) pass these along to the participants.

Make it clear that the goal of the program is not only to allow participants a chance to experience how the coach realizes success, but also to teach and reinforce company standards and policies.

Coaching efforts must be treated like real work. A common complaint when evaluating failed coaching programs is that there just wasn’t enough time for coaches and participants to have meaningful engagements. Effective coaching relationships take concerted efforts from both parties and, as such, require time away from day jobs. Good coaching is more than just having lunch or coffee once a month, and it is more than just the ad hoc, office doorway conversation. Leaders must realize that in some instances, coaches may require some leeway such as a project extension.

Plan, agree, act and measure. Coaching relationships are business endeavors. As such, they demand the same amount of rigor that’s expected in any other business arrangement. Discussions should be predicated on mutually agreed-upon objectives, aligned to a mutually accepted plan of action, which demonstrates observable and measurable results.

Failing to effectively plan, agree, act and measure within the coaching construct is the quickest way to develop great relationships but poor results.

Ensure new coaches are coached. Being a coach may not come naturally to many; for this reason, many successful programs implement a coach’s coach for those individuals who are new to the program.

The coach’s coach has experience on both sides of the relationship, has proven that his or her coaching ability delivers results and has the emotional intelligence to help coaches work through the frustrations and conflicts that will arise.

About the Author:

Matthew J. Ferguson is practice manager at ESI Consulting Services, ESI International.  Reprinted from Talent Management magazine

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