CADE 2012 - Marshall Goldsmith

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CADE 2012 - Marshall Goldsmith

  1. 1. What Got You Here Won’t Get You There Developing Yourself, and Developing Your PeopleDr. Marshall Goldsmith Marshall@MarshallGoldsmith.com www.MarshallGoldsmith.com
  2. 2. Teaching leaders what to STOP “We spend a lot of time helping leaders learn what to do, we don’t spend enoughtime helping leaders learn what to stop.” Peter Drucker
  3. 3. Goals• Learn classic challenges that come with success in leadership and be able to use ‘to stop’ in leadership development.• Practice and be ready to use feedforward.• Learn a proven model that you can use to develop yourself as a leader and coach others.
  4. 4. Classic challenges of successful leaders• Winning too much• Adding too much value• Telling the world how wonderful we really are• Passing too much judgment
  5. 5. What percent of all interpersonalcommunication time is spent on…• People talking about how smart, special or wonderful they are (or listening to someone do this) PLUS• People talking about how stupid, inept or bad someone else is (or listening to someone do this)?
  6. 6. Using small amounts of moneyto create large changes in behavior• No, but, however• Great, but (however)• Destructive comments
  7. 7. Learning from a great leader• The most important factor for successful change is the client – not the coach• Don’t make coaching about your own ego.• If they don’t care – don’t waste your time.• If you don’t care – don’t waste your time.
  8. 8. Coaching practice• What one behavior change will make a significant positive difference for you?• Why will this change make a difference?• Repeat with your partner.
  9. 9. Feedforward• The feedforward exercise• Letting go of the past• Listening to suggestions without judging• Learning as much as you can• Helping as much as you can• Learning points to help you be a great coach
  10. 10. Coaching practice• What is your behavior for change?• What did you learn in the feedforward process?• What are you going to do about it?• Solicit ideas that will help to ensure ‘back on the job’ execution• Repeat the process with your partner
  11. 11. Developing yourself as a leader and partner• ASK• LISTEN• THINK• THANK• RESPOND• INVOLVE• CHANGE• FOLLOW-UP
  12. 12. “Leadership is a Contact Sport”• Summary impact research• Over 86,000 participants• Cross-cultural validation• One of nine most-outstanding articles ever published in Strategy+Business
  13. 13. The eight corporations• Aerospace / defense• Financial services• Electronic manufacturing• Diversified services• Media• Telecommunications• Pharmaceutical / healthcare• High-tech manufacturing
  14. 14. Commonalities• Multi-rater feedback• Feedback consultant• One to three areas for improvement• Discussion with co-workers• On-going follow up• Custom-designed mini-survey
  15. 15. Change in leadership effectiveness My co-worker did no follow-up 40Percent 20 Table 1 Company A Company B 0 Company C -3 -2 -1 0 1 2 3 Company D Company E Perceived Change Avg Leader
  16. 16. Change in leadership effectiveness My co-worker did a little follow-up 40Percent 20 Table 2 Company A Company B 0 Company C -3 -2 -1 0 1 2 3 Company D Company E Perceived Change Avg Leader
  17. 17. Change In Leadership Effectiveness My co-worker did some follow-up 40Percent 20 Table 3 Company A Company B 0 Company C -3 -2 -1 0 1 2 3 Company D Company E Perceived Change Avg Leader
  18. 18. Change in leadership effectiveness My co-worker did frequent follow-up 40Percent 20 Table 4 Company A Company B 0 Company C -3 -2 -1 0 1 2 3 Company D Company E Perceived Change Avg Leader
  19. 19. Change in leadership effectiveness My co-worker did consistent/periodic follow-up 40Percent 20 Table 5 Company A Company B 0 Company C -3 -2 -1 0 1 2 3 Company D Company E Perceived Change Avg Leader
  20. 20. Key learning for leadership development• Follow-up works.• The “program of the year” doesn’t work.• This process works around the world.• Many leadership development programs measure the wrong things!• This process works at home as well as work.• There is no reason that internal coaches cannot be as effective – or even more effective – than external coaches!
  21. 21. Keeping what matters in our mind• The ‘daily question’ process• Why it works• Why we need it• The Checklist Manifesto• Using ‘active’ questions
  22. 22. The best coaching advice• As a person• As a professional

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