Operating revenues 2003: NOK 53.1 billion. Profit before taxes 2003: NOK 7.4 billion. Full time employees Dec. 2003: 19.450 (7.450 outside Norway)
Telenor Corporate Strategy: A simplified Telenor a focused portfolio with pervasive operational and marketing excellence
Strategic Strategic focus direction
Focus on operational control Selective expansion to reach a broader industrial platform Exit from marginal and non-supportive activities
Systematic and targeted leadership development to close the gap to the leadership
expectations
Coaching in TLDP
Team-coaching Anchoring leadership expectations Telenors vision and values Leadership expectations
Appraisal form
Team-coaching
Follow up Step 4
Yearly process
Feedback dialogue Step 3
Input to succession planning and recruitment Identify talents Identify challenges and needs Input to leadership development activities Competencies Activities Programs Tools Managerial coaching Employees want leaders with a coaching style
Reward systems
Managerial coaching Leaders must give feedback and on the spot coaching
Objectives
Value creation
Demonstrate strong commitment to gain profitable market positions Communicate deep understanding of relevant markets, competitors, customers and stakeholders Communicate insight into what is required to make Telenor a success. Demonstrate the will to win
Demonstrate openness to new ideas and adapt to changing circumstances Identify and articulate the direction and motivate others to move in the desired direction Creatively solve problems Demonstrate speed and momentum
Operational excellence
Simplify processes Execute quality work Optimise resource allocation across competing priorities Target and achieve industry best practices
Empower people
Integrity
Demonstrate social and environmental responsibility and good business ethics Accept responsibility for successes and failures Communicate Telenor values and codes of conduct Set a good example
For year:
You will find the Fill in instruction in the Leadership portal at @work Time in present position: Age: Todays date:
Present position:
Comments and ratings. Rating should be given using the terms: Outstanding (9-10), Exceeds expectations (7-8), Meets expectations (5-6), Below expectations (3-4), Significantly below expectations (1-2)
Rating:
Empower people
Integrity
Yearly process
Feedback dialogue Step 3
Input to succession planning and recruitment Identify talents Identify challenges and needs Input to leadership development activities Competencies Activities Programs Tools
Personal:
Coachee sets the agenda
Managerial:
Coach (leader) also has an agenda
Team-coaching:
Coaching-methods facilitated for teams with common goals
12
13
75
80
85
90
Im proved leadership
Potencial appeared
Results in %
Leadership-capacity appeared i RM
Valuable feedback in RM
14
2 Workshops (Telenor) Practise the learning of the 5 day program modules 1 to 1 coaching (Telenor) 10 coaching-sessions pr leader over a 3 month period. 24 Telenor coaches are doing the coaching. Coaching assignments All leaders are obliged to practice at least 25 hours of coaching towards their employees during the program period to get certified
Effects:
Experience mainly positive Cognitive learning mainly good Change of behaviour - too early to measure Improved business results too early too measure
16
So far no clear policy and structure of how to develop and ensure an effective
use of coaches within Telenor
17
Further recommendations
Educate HR employees in basic coaching skills and team-coaching Increased focus on educating our leaders in managerial coaching
Establish an
18