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- take it out, delete it

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1. coachive leadership Style erst mal rausnehmen
2. Konzentration auf G.R.O.W. Model
3. Einführung der Peer Coaching Circles
4. am modell vorführen
5. Wrap: erfahrung teilen
6. Outlook: Learning Nugget: dig deeper, exercise GROW

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exchange through OLD version
let people share in the beginning of growth factory about it

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- Start with the WHOLE journey
- emphazize the benefits of the digital format - and why its not offline
- Wrap up the identification phase + reflection phase
- Introduction: SHORT, 1 sentence what they took from the first 2 phases - SLIDE with Example ;)
- What is the development phase about?
- growth factory
- self-learning nuggets
- peer coaching circles

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- introduce them in the beginning of the Growth Factory
- let them already make appointments for their peer coaching circles DURING The factory
- set the stage of why it is important to have a support group
- make it 4 people to have them at least have 3 people when they meet - from experience it is better than only 3, when 1 is missing it is then only a couple left

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Feedback der Teilnehmerin

COACHING SESSION
- report gar nicht gelesen
- Teilnehmerin war zufrieden damit, wie es lief
- coaching session + supervisor
- development plan gab es keine guidance
- excel spreadsheet --> wo das denn hin sei
- supervisor super high level - keine Zeit sich mit ihr hinzusetzen
- das muss sie mit ihrem Supervisor mal besprechen
- MC3a -

GROWTH FACTORY
- guidance gefehlt
- mehr gewünscht was in den development plan einzahlt
- individuelles coaching
- beispiel bei Collaboration-Teil
- Spiel advantages of collaboration very low level
- zu einstiegslevel
- nicht weiterempfehlen

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https://viktoria174036.typeform.com/report/hiu1pun6/8dsg7KI5Qo2gqkam

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Turn data collection into an experience with Typeform. Create beautiful online forms, surveys, quizzes, and so much more. Try it for FREE.

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- look into the communication from the beginning

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- Put some info in booklet
- more info on the Hackathon
-

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- many aspects connected with communication: ease the pain
- was it not helpful, or was it not communicated well?
- realize why we do it
- to make clear: it is you who make something out of it
- Kick-Off of IDC + Development Journey

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- enter content into invites
- email communication including the journey Picture
--> Start each email communication with the picture and a red dot where we are in the journey

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- thought hackathon was more a means to live the leadership commitments
- felt like HR challenge
- wished for a toolbox and team challenge during hackathon
- instructions were very little
- two ideas in 1 hackathon too much to handle
- spend way too much time
- no outcome of the hackathon

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- were nice
- did only 1/2
- 2 are enough
- did not know what exactly to talk (more) about after first session
- development needs time to put into practice before meeting again

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- nice to connect
- a little bit too much breakout rooms
- program flow was not explained
- no connection to development plan
- more connecting/networking/peer coaching in the Leadership Factories

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- overall nice to learn
- correct

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- the road was bumby
- the parts felt unconnected (Hackathon felt like HR challenge, nothing related to my leadership development)
- flow of the program

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- too much workload
- always more time needed than said (especially pre-work + Hackathon)
- not enough relevance of why we do it

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- was appreciated
- someone from Heidrick should join (e.g. Charles) to tell the story from the beginning
- opportunity to connect with others already in the beginning

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- the timeline is overwhelming
- there is unclarity what comes when
- the flow is odd - I was surprised it already ended

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- nice learnings
- good to reflect on the Leadership Commitments
- nice to connect with colleagues across Business Units

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Reduce preparation time on assessment call

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Reduce preparation time on assessment call

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Suggestion to reduce to 15 min

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Lessons learned session run with our assessors;

- Feedback arounds observers being very engaged and well trained
- Although observers invited to ask questions, generally not many questions were asked
- Observers often provided good context for conversation
- It was felt that preparation time around simulation was longer than it needed to be

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Pecha Kucha video upload issues improvement (TBC)

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Pecha Kucha video upload issues improvement (TBC)

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Henkel to run repositioning with SSCs and Observers/HRBPs and Supervisors

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Henkel to run repositioning with SSCs and Observers/HRBPs and Supervisors

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Final amendments following lessons learned session to be reviewed in one go and then paused.  

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Final amendments following lessons learned session to be reviewed in one go and then paused.  

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Lessons learned:

Multiple iterations of materials have a large knock on effect on materials, and also has an impact on observers and participants

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Include all materials on a Sharepoint site

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Include all materials on a Sharepoint site

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Further signposting by faciliatory.

Program sponsor attends start of Leadership Factory and Hackathon. Clarity around jury at the beginning of the journey.

Ensure that all elements of the programme are connected by further signposting by facilitator.

Participants are referred to, and use their programme booklet effectively.

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We stick to the now established timeline of observer sourcing, and ensure all parties are aware of expected actions and timings.

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Observer matching has been challenging on both sides.

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Avoid multiple overlapping cohort launches

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Avoid multiple overlapping cohort launches

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Also be aware of time zones/public holidays

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Running multiple cohorts simultaneously puts a lot of pressure on both observers and project infrastructure

APAC has had to reschedule from original agreement with COE, due to conflicting time zones

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Avoid blanket diary holds at program launch from Henkel, and instead send final invitations (Heidrick) at programme launch with brief description 

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Avoid blanket diary holds at program launch from Henkel, and instead send final invitations (Heidrick) at programme launch with brief description 

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Update diary invitations to signpost participant booklet and make it clear that dates cannot change

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Update diary invitations to signpost participant booklet and make it clear that dates cannot change

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| 1. Are there any other dates for the Hackathon or Leadership Factories?
| 2. I cannot access ALP/SWIFT to complete my psychometrics
| 3. I cannot upload my Pecha Kucha as the file is too large?
| 4. Is my report ready ( from participant)
| 5. Do we have the participant's report ( from our assessor)?
| 6. I did not see you original email for the lauch, as it went into spam…
| 7. Who put me forward for this training?
| 8. Can I extend the time to complete my pre work?
| 9. Can you send me the pre work in another language?

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Confusion regarding;

- Programme start (expectations around attending a kick-off call on launch date
- Psychometrics to be completed, and their deadlines
- Dates of Leadership Factories and Hackathons (whether they could be moved due to individual needs)
- Supervisor and HRBP involvement (who they are, and whether they have been contacted)

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Live programme launch for each Cohort hosted by Program Sponsor and SSC to answer any questions

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Live programme launch for each Cohort hosted by Program Sponsor and SSC to answer any questions

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This will help participants understand expectations of programme, pre-work, and dates of delivery sessions (Leadership Factories and Hackathons) including time commitment.

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One person who "knows the whole story" (Conent Leader)

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One person who "knows the whole story" (Conent Leader)

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Heidrick's Feedback Gathered from Participants

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Heidrick's Feedback Gathered from Participants

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less people involved - best 1 project manager

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less people involved - best 1 project manager

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Sybille

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Jens: Explanation Video of Pecha Kucha

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Wording: Your assesor reaches out to you

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1-minute quick Intro
add 3 more sentenses
OR encourage click on Link
OR SKIP IT

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will be send to one person at the Shared Service Center (Region) and will be send to the participant & supervisor

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Participant: Your To-do
Supervisor: Your to-do
HR BP: Your To-do

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HR BP: You are included in the Development Conversation

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HR BP: You are included in the Development Conversation

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Supervisor: You are responsible for the development of your employee

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Supervisor: You are responsible for the development of your employee

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End of Role play (5 minutes)

Observer /Coach Step in

To what percent does this represent challenging conversations

1.5 hours for leadership Commitments Conversation is not short

common approach

every participant wants feedback

similar to interview situation

explain ongoing process

point out feedback will be in report - BEFORE: lign out that there is a callibration step

address: we understand you would wish for feedback, but there are steps in between - we will make sure you receive the feedback in your report

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we need to wrap it up more,
break the ice more (How long have you been here)
What is your aspiration