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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