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Don't Manage, Coach!  - Marshall Goldsmith
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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.

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.

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  • 1. Don’t manage. Coach! presented by CONFIDENTIAL
  • 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. 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. A proven model for coaching and development •  Ask •  Listen •  Think •  Thank •  Respond •  Involve •  Change •  Follow-up
  • 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. 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. “Leadership is a Contact Sport” •  Summary impact research •  Over 86,000 participants •  Eight major corporations •  Published in Strategy +Business
  • 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. 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. 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. 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. 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. 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. 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. The ‘daily question’ process •  Writing your questions •  Daily follow-up •  Ensuring that your daily behavior is aligned with your values
  • 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. MOJO That positive spirit toward what you are doing now that starts from the inside and radiates to the outside
  • 18. Happiness and meaning •  Defined from the inside not the outside •  Changes constantly as we journey through life
  • 19. The MOJO Paradox Our default reaction in life: • …is not to experience happiness • …is not to experience meaning • …is to experience inertia
  • 20. The MOJO Meter •  How happy was I? •  How meaningful was this? •  By activity or by time •  Why it works •  ‘That boring meeting!’
  • 21. Achieving both personal and professional success Sacrificing Succeeding Long-Term Benefit Sustaining Surviving Stimulating Short-Term Gratification
  • 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. The building blocks of MOJO •  Identity •  Achievement •  Reputation •  Acceptance
  • 24. The identity matrix Future Programmed Created Identity Identity Other Self Reflected Remembered Identity Identity Past
  • 25. Achievement • What I contribute to the activity • What the activity contributes to me
  • 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. 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. Acceptance: two paths toward success • Changing our world • Changing our self
  • 29. Keeping what matters in our mind •  The ‘daily question’ process •  Our default reaction in life… •  The MOJO meter •  Increasing happiness and meaning
  • 30. Why our MOJO is so important •  To the people that we respect at work •  To the people that we love at home
  • 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