Don’t manage. Coach!



                           presented by



            CONFIDENTIAL
Your host                   Our guest




            Daniel Debow             Dr. Marshall Goldsmith
      Rypple co-foun...
Goals
•  Learn a proven model that you can use to
   coach yourself and others.
•  Be ready to use feedforward.
•  Underst...
A proven model for coaching
       and development

•  Ask
•  Listen
•  Think
•  Thank
•  Respond
•  Involve
•  Change
•  ...
Feedforward
•  The feedforward exercise
•  Letting go of the past
•  Listening to suggestions without
   judging
•  Learni...
Coaching and feedforward
•  What is your behavior for change?
•  What did you learn in the
   feedforward process?
•  What...
“Leadership is a
        Contact Sport”
•  Summary impact research
•  Over 86,000 participants
•  Eight major corporations...
Commonalities
•  Multi-rater feedback
•  Feedback consultant
•  One to three areas for
   improvement
•  Discussion with c...
Change in
          leadership effectiveness
               My co-worker did no follow-up
          40
Percent




       ...
Change in
          leadership effectiveness
               My co-worker did a little follow-up

          40
Percent




...
Change In
          Leadership Effectiveness
               My co-worker did some follow-up

          40
Percent




    ...
Change in
          leadership effectiveness
          My co-worker did frequent follow-up

          40
Percent




     ...
Change in
          leadership effectiveness
My co-worker did consistent/periodic follow-up


          40
Percent




   ...
Key learnings
•  Follow-up works.
•  The “program of the year” doesn’t
   work.
•  This process works around the
   world....
The ‘daily question’ process

•  Writing your questions
•  Daily follow-up
•  Ensuring that your daily
   behavior is alig...
Publication

•  MOJO : How to Get It, How to
   Keep It and How to Get It
   Back if You Lose It, Hyperion
   February 201...
MOJO
    That positive spirit
toward what you are doing
             now
 that starts from the inside
and radiates to the ...
Happiness and
        meaning
•  Defined from the inside not the
   outside
•  Changes constantly as we journey
   through...
The MOJO Paradox
Our default reaction in life:

• …is not to experience
  happiness
• …is not to experience
  meaning
• …i...
The MOJO Meter
•  How happy was I?
•  How meaningful was this?
•  By activity or by time
•  Why it works

•  ‘That boring ...
Achieving both personal
and professional success
                     Sacrificing   Succeeding
 Long-Term Benefit




    ...
The MOJO Survey
•  The only positive correlation with
   overall satisfaction at ‘work’ or ‘home’ –
   comes with increase...
The building blocks of
         MOJO
•  Identity
•  Achievement
•  Reputation
•  Acceptance
The identity matrix
                Future

        Programmed    Created
          Identity    Identity
Other            ...
Achievement

• What I contribute to the
  activity
• What the activity contributes
  to me
Professional MOJO
What I contribute to the activity

•  Motivation: I am doing my best to do a
   great job.
•  Understand...
Personal MOJO
What the activity is contributing to me

•  Happiness: I find joy in the process of this
   activity.
•  Ful...
Acceptance: two paths
   toward success

• Changing our world
• Changing our self
Keeping what matters
     in our mind

•  The ‘daily question’ process
•  Our default reaction in life…
•  The MOJO meter
...
Why our MOJO is so
         important

•  To the people that we respect at
   work
•  To the people that we love at
   home
To learn how you can make coaching a
                 part of your organization, email us for a
                       fre...
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Don't Manage, Coach! - Marshall Goldsmith

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Dr. Marshall Goldsmith, CEO coach and best-selling author reveals why coaching is the must have skill for managers who want to engage their people and succeed in today's business environment.

Published in: Business

Don't Manage, Coach! - Marshall Goldsmith

  1. 1. Don’t manage. Coach! presented by CONFIDENTIAL
  2. 2. Your host Our guest Daniel Debow Dr. Marshall Goldsmith Rypple co-founder & co-CEO Executive coach & bestselling author of MOJO: How to Get It, How to Keep It and rypple.com How to Get It Back if You Lose It Visit: MojoTheBook.com April 26, 2010 2
  3. 3. Goals •  Learn a proven model that you can use to coach yourself and others. •  Be ready to use feedforward. •  Understand new applications of peer coaching. •  Discuss MOJO and learn a new approach to employee engagement.
  4. 4. A proven model for coaching and development •  Ask •  Listen •  Think •  Thank •  Respond •  Involve •  Change •  Follow-up
  5. 5. 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
  6. 6. Coaching and feedforward •  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
  7. 7. “Leadership is a Contact Sport” •  Summary impact research •  Over 86,000 participants •  Eight major corporations •  Published in Strategy +Business
  8. 8. Commonalities •  Multi-rater feedback •  Feedback consultant •  One to three areas for improvement •  Discussion with co-workers •  On-going follow up •  Custom-designed mini-survey
  9. 9. Change in leadership effectiveness My co-worker did no follow-up 40 Percent 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
  10. 10. Change in leadership effectiveness My co-worker did a little follow-up 40 Percent 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
  11. 11. Change In Leadership Effectiveness My co-worker did some follow-up 40 Percent 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
  12. 12. Change in leadership effectiveness My co-worker did frequent follow-up 40 Percent 20 Table 4 Company A Company B 0 Company C Company D -3 -2 -1 0 1 2 3 Company E Perceived Change Avg Leader
  13. 13. Change in leadership effectiveness My co-worker did consistent/periodic follow-up 40 Percent 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
  14. 14. Key learnings •  Follow-up works. •  The “program of the year” doesn’t work. •  This process works around the world. •  This process works at home as well as work.
  15. 15. The ‘daily question’ process •  Writing your questions •  Daily follow-up •  Ensuring that your daily behavior is aligned with your values
  16. 16. Publication •  MOJO : How to Get It, How to Keep It and How to Get It Back if You Lose It, Hyperion February 2010 (with Mark Reiter) •  Website: www.MojoTheBook.com
  17. 17. MOJO That positive spirit toward what you are doing now that starts from the inside and radiates to the outside
  18. 18. Happiness and meaning •  Defined from the inside not the outside •  Changes constantly as we journey through life
  19. 19. The MOJO Paradox Our default reaction in life: • …is not to experience happiness • …is not to experience meaning • …is to experience inertia
  20. 20. The MOJO Meter •  How happy was I? •  How meaningful was this? •  By activity or by time •  Why it works •  ‘That boring meeting!’
  21. 21. Achieving both personal and professional success Sacrificing Succeeding Long-Term Benefit Sustaining Surviving Stimulating Short-Term Gratification
  22. 22. The MOJO Survey •  The only positive correlation with overall satisfaction at ‘work’ or ‘home’ – comes with increased hours in succeeding. •  Just increasing short-term happiness (stimulating) does not increase overall satisfaction at work or even at home.
  23. 23. The building blocks of MOJO •  Identity •  Achievement •  Reputation •  Acceptance
  24. 24. The identity matrix Future Programmed Created Identity Identity Other Self Reflected Remembered Identity Identity Past
  25. 25. Achievement • What I contribute to the activity • What the activity contributes to me
  26. 26. Professional MOJO What I contribute to the activity •  Motivation: I am doing my best to do a great job. •  Understanding: I know what to do and how to do it. •  Ability: I have the skills needed to get the job done well. •  Confidence: I firmly believe that I can do a great job. •  Authenticity: I am genuine when engaging in this activity. I am fully present.
  27. 27. Personal MOJO What the activity is contributing to me •  Happiness: I find joy in the process of this activity. •  Fulfillment: This activity is meaningful to me. It contributes to a larger good. •  Reward: Succeeding in this activity results in rewards that are important to me. •  Support: I get the support I need to be successful in this activity. •  Optimization: I am thankful for the opportunity to engage in this activity. It is a great use of my time.
  28. 28. Acceptance: two paths toward success • Changing our world • Changing our self
  29. 29. Keeping what matters in our mind •  The ‘daily question’ process •  Our default reaction in life… •  The MOJO meter •  Increasing happiness and meaning
  30. 30. Why our MOJO is so important •  To the people that we respect at work •  To the people that we love at home
  31. 31. To learn how you can make coaching a part of your organization, email us for a free 30 minute consultation. events@rypple.com presented by April 26, 2010 3
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