Peak Performance Spring 2012 By Sargia Partners (2)


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Peak Performance Spring 2012 By Sargia Partners (2)

  1. 1. SPRING 2012 PERFORMANCE YOUR LEADERSHIP COACH From Heroic to Post-Heroic Leadership Leadership Agility 360TM A New Era Instrument to Gage Your Organization’s Leadership Agility Level Did You Know? Learning Preferences of Different Generations – How Critical is Agility to Business Success Taking Collaborative Intelligence Transformational The Ability to Harness the Energy and Leadership to Intelligence of Groups or Teams New Levels of Connect the Dots: Team Emotional … Effectiveness page 4 Social Intelligence … Productivity Your 10 Step Guide Life Unlocked to Collaborative 7 Lessons from Neuroscience Intelligence to Overcoming the... “Greek Jitters” page 10 A Coaching Case Study Coaching Wisdom Winning First Impressions The Art of Building your Team’s Emotional and Social Questioning Effectiveness page 12 When Shift Happens
  2. 2. SARGIA Partners S.A. is a strategic part-ner of the Center for Advanced Coaching(CAC) and the Neurobusiness Group (NBG)global networks, providing state-of-the artLeadership Coaching, Leadership TeamAlignment, Leadership Agility 360TM andInterpersonal Impact Consulting servicesin Southeast Europe. We make high per-forming senior executives and their teamsbetter by championing and challengingthem to even greater heights of success.
  3. 3. P E A K PERFORMANCE LEADERSHIP AGILITY, THE LADDER TO POST-HEROIC LEADERSHIP Leadership agility is the master competency of transformational leadership, the ladder to post-heroic leadership, with its ally being collaborative intelligence and its enemy being fear. In this issue, contributors to the Peak Performance jour- nal feature leadership agility examples, case studies, and research, as well as new methods for developing a culture of agile leadership, by cultivating our emotional and social awareness and capabilities. Bill Joiner, thought leader and author of Leadership Agility, offers a developmental view of leadership for collective intelligence in a world of change and complexity. Marcia Hughes, creator of the Emotional and Social Intelligence model for Teams (TESI), gives us insights on how organizations can profit by cultivating the collective intelligence of their teams, and Dr Srini Pillay, the brain science master for harnessing fear and anxiety, offers us lessons for living a life... unlocked. This issue has the answers that will help you navigate through constant change and to effectively manage increasing interdependencies with customers, strategic allies and other stakeholders. Enjoy reading! Georgia Kartsanis CEO, SARGIA Partners“The kind of cultural change we have been striving for requires far more than mere skill development from our leaders. It requires that they grow—thatthey significantly upgrade their inner ‘operating system’ to be able to embody the kind of leadership that can create the envisioned culture. We nowrecognize that leadership is a process of transformation whereby leaders are encouraged to make a profound shift—to gain a deeper understanding ofthemselves, the world, and their relationship to others.” Bob Anderson, Creator of the Leadership Circle SARGIA PARTNERS • • YOUR LEADERSHIP COACH
  4. 4. P E A K PERFORMANCETAKING TRANSFORMATIONALLEADERSHIP TO NEW LEVELS OF EFFECTIVENESS —By Bill JoinerThe pace of change is accelerat- and success requires the manage-ing. Every company’s business envi- ment of increasingly complex rela-ronment is becoming more complex tionships?and interconnected. These powerfulconditions require leaders and orga- What is Leadership Agility?nizations who can exercise new levelsof “agility.” But what, exactly, is lead- Leadership agility is the ability to leadership agility? How do you assess it, effectively when rapid change andand how can you put your leaders on uncertainty are the norm and when success requires consideration of mul- tiple views and priorities. It requires aBill Joiner is a seasoned leadership expert and organizational change consultant, with 30 process of using enhanced awarenessyears of experience completing successful engagements with companies based in the and intentionality to increase effec-US, Canada, and Europe. He is co-author of the book Leadership Agility, and co-developer, tiveness under real-time conditions:with Cambria Consulting, of Leadership Agility 360, the only online feedback instrument stepping back from whatever one isthat assesses research based levels of leadership agility. Bill speaks about leadership focused on, gaining a broader per-agility, partners with senior leaders in developing high performing teams, creating break- spective and bringing new insight intothrough strategies, leading organizational change, and redesigning business processes. what needs to be done next.He also provides leadership workshops and custom-designs and implements actionlearning programs. He is the designer or co-designer of most ChangeWise consulting Levels of Leadership Agilityand training services. For nine years, Bill served as an adjunct faculty member for theLeadership for Change program at Boston College. He has a BA and MBA from Southern Our research shows that leaders growMethodist University and earned his Doctorate in Organization Development at Harvard. through a series of predictable, learn- able, “agility levels” that are based on well-documented stages of per- sonal development; and as they growthe path to the kind of agility that will through the following three levels ofmake them more effective in today’s leadership agility, they evolve fromturbulent world? tactical problem-solvers into strategicCompetency models tell us what managers, and then into farsighted,worked well in the past. But what capacity-building leaders, always re-does effective leadership look like taining the skills they gained at pre-in an unprecedented new era where vious levels:the pace of change is accelerating • Expert: Leaders who use their techni- SARGIA PARTNERS • • YOUR LEADERSHIP COACH
  5. 5. P E A K PERFORMANCE cal and functional expertise to make of the change by the executive team is tactical organizational improvements, absolutely essential. This team needs supervise direct reports, identify and to learn to embody the new culture in solve key problems, and sell their its daily interactions with one another solutions to others. and with those they lead.• chiever: Leaders who set clear or- A The pace of change and degree of ganizational objectives, lead strategic interdependence in today’s global change, motivate and orchestrate business environment demands that team performance, work across corporations develop organizations boundaries, and step up to chal- where at least the top tiers of man- lenging conversations. agement are capable of functioning• atalyst: Those rare leaders who C at the Catalyst level. To rise to this operate at this level are visionaries historic challenge, organizations need who can lead transformative change, to help many of their Achiever senior develop agile organizations and highly managers grow into the Catalyst level engaged teams, and collaborate with and many of their Expert middle man- others to develop creative, high-le- agers develop to the Achiever level. verage solutions to thorny organiza- Work First with your And they need to focus not just on tional issues. (Currently, only about Executive Team the development of individuals, but 5% of managers act with consistency also on the development of leadership at this level). No culture change effort is likely to be teams and the leadership culture. TheResearch shows that the most effective successful unless the organization’s task of bringing a leadership cultureleaders in complex, rapidly changing top executives champion it (Kotter, to a new level of agility is not some-environments are those who can op- 1996). When a change in leadership thing that can be accomplished by aerate with consistency at the Cata- culture is needed, especially toward the few heroic leaders. It is necessarily alyst level. Catalyst level, full-fledged leadership collective undertaking.Transformational Leadership Approach Profits Conscious Organizational Leadership, Growth Sustainability Well-being Developing Tranformational Agility LA 360 assessment Team Synergy Systemic Awareness and Transformational Agility Group Coaching Creating the context and the practices for Individual Coaching deep collaboration synergy Systemic Thinking Engaging in Transformational Transforming problems into opportunities Conversations from a systemic perspective Building relationships, trust and alignment SARGIA PARTNERS • • YOUR LEADERSHIP COACH
  6. 6. P E A K PERFORMANCE FROM HEROIC TO POST-HEROIC LEADERSHIP —By Bill Joiner Stephen JosephsIn their book Power Up:Trans- fective in certain situations. The pre-forming Organizations Through Shared dominant combination of Expert andLeadership, David Bradford and Allan Achiever leadership worked relativelyCohen distinguish between “heroic” well for most companies until the wan-and “post heroic” leadership. We found ing decades of the twentieth century,that managers at Pre-expert, Expert when the globalization of the economyand Achiever levels (about 90 per- ushered in an era of constant changecent of all managers) operate from a and growing interdependence. In thisheroic leadership mind-set. That is, new environment, with its increasedthey assume sole responsibility for demand for collaborative problemsetting their organization’s objec- solving, teamwork, and continuoustives, coordinating the activities of organizational change, heroic leader-their subordinates, and managing ship over controls and under utilizestheir performance. subordinates. It discourages peopleHeroic Leadership can be highly ef- from feeling responsible for anything beyond their assigned area, inhibits optimal teamwork, and implicitly en-Stages of Development courages subordinates to use the he-Types of Awareness roic approach with their own units. In this new era century, sustained Synergist success will require post-heroic lead- ership. Leaders who develop beyond Co-Creator Post-Heroic Leadership the Achiever level of agility retain the ultimate accountability and authority Catalyst that come with any formal leadership role. At the same time, they workInstitutional “Ceiling” Achiever to create highly participative teams Heroic and organizations characterized by Leadership Expert shared commitment and responsi- bility. Unfortunately, as noted in the Conformer Introduction, only about 10 percent of today’s managers are functioning Operator at post-heroic levels of agility: ap- proximately 5 percent at the Catalyst Pre-Adult level, 4 percent at the Co-Creator Enthusiast Stages level, and 1 percent at the Syner- Explorer gist level. SARGIA PARTNERS • • YOUR LEADERSHIP COACH
  7. 7. P E A K PERFORMANCELEADERSHIP AGILITY 360™A NEW ERA INSTRUMENT TO GAGE YOUR ORGANIZATION’S LEADERSHIP AGILITYLeadership Agility 360 is for improvement) for each arena: • Clear Road-Map: Unlike tradition-the only online behavioral feedback • Leading organizational change: taking al 360s, the Leadership Agility 360assessment designed to identify where initiatives to improve an organization Feedback Report does not only pro-managers are in the Agility develop- and its key relationships vide a clear picture of the manag-mental process and which includes • Improving team performance: taking er’s current state, it also providesthe full constellation of Catalyst lead- initiatives to improve a team and its a specific, descriptive “road map”ership behaviors, showing high per- key relationships of the next steps in their leadershipformers, in very specific terms, where • Engaging in pivotal conversations: development.they have room to grow. person-to-person discussions with • Aggregate Feedback Report: AnThe tool was jointly developed by important outcomes at stake Aggregate Leadership Agility 360ChangeWise President, Bill Joiner, Feedback Report is available forand Cambria Consulting President, Four Types of Leadership Agility group interventions.George Klemp. The Leadership Agility360 embodies the strengths of both Research revealed that the full set of Debriefs with a Powerfulfirms: the thought-leadership of an agile leadership behaviors includes four Development Planneraward-winning author and an indus- mutually reinforcing types of agility.try innovator, a proven track record in The Leadership Agility 360 assesses The Leadership Agility 360 is debriefeddesigning and delivering assessment these behaviors within each of that by the SARGIA Partners’ seasonedtools for corporate clients around the three action areas described above. coaches who are specially trained toglobe, and three decades of experience work with this instrument. Feedbackconsulting to and coaching leaders. Feedback Report: A Concise, recipients also receive a Development Actionable Road-Map Planner that helps them translate theirUsing “Action Arenas feedback into a behaviorally specificto put Feedback in Context • Concise Data Display: Concise, in- action plan. The result is an engaged tuitive, and easy to digest. coaching process set up to increaseTraditional 360s use rather abstract • Actionable Format: Organized into mental, emotional, and leadershipcompetencies with little or no reference the three action arenas of leading agility through the practice of newto the contexts within which they are change, leading teams, and pivotal behavior applied to important real-enacted. For example, “Brings conflict conversations time initiatives.into the open for resolution.” Researchshows that a manager’s competencyin this and other leadership behaviors Who uses the Leadership Agility 360?varies according to whether the con-text is leading change, leading teams, This new era feedback instrument is being used in leading companies inor one-on-one conversations. a wide variety of industries.Consequently, the Leadership Agility Primary applications include one-on-one coaching engagements, use360 assesses a manager’s level of agil- with executive teams and other management. The Leadership Agility 360ity within each of these three specific is especially well-suited for use with executives, senior managers, and“action arenas.” There are eight quan- high-potential managers, but it works well for any manager who leads atitative questions and two written-com- team and has responsibility for making organizational changes.ment questions (strengths and needs SARGIA PARTNERS • • YOUR LEADERSHIP COACH
  8. 8. P E A K PERFORMANCE DID YOU KNOW? LEARNING PREFERENCES OF DIFFERENT GENERATIONS HOW CRITICAL IS AGILITY TO BUSINESS SUCCESS Younger Generation of Leaders Older Generation of Leaders Ample opportunity to have learned from others - in fact,Coaching Preferences Desire to learn from others via coaching they should be coaching newer leaders Less likely to embrace the formal structure of aLearning Style Want formal training on specialized topics and projects classroomIn your view, what are the critical traits of an agile business? 90% of executivesSelect up to three. (% respondents) believe that Rapid decision-making and execution 61 agility is A high-performance culture 44 essential for The ability to access the right information at the right time 34 business success Accountability and credibility 34 and growth Flexible management of teams and human resources 31 Decentralised or “flat” management 29 Yet most reporting structure Lean operations 22 companies (74%) Continual process improvements/Six Sigma 17 acknowledge Unified/flexible application infrastructure 9 they are not Other 2 agile enoughSource: Organisational agility: How business can survive and thrive in turbulent times,Economist Intelligent Unit Why the gap?How important is agility to your organisation’s overall How would you rate your organisation’s overall agility?business success? (% respondents) (% respondents) Extremely important — it is a core Extremely agile and can react to market differentiator for us 40 changes as needed 23 Somewhat important — it contributes to Moderately agile; we are working to improve our business success 48 our ability to react to market changes 61 Neutral — many factors shape our Not at all agile; we proceed with caution/work business success 10 at a slower pace in our decision-making 15 Somewhat unimportant — other factors play a more significant role 2 Don’t know 1 Not at all important — agility is not a relevant criterion for our business 0Source: Organisational agility: How business can survive and thrive in turbulent times, Source: Organisational agility: How business can survive and thrive in turbulent times,Economist Intelligent Unit Economist Intelligent Unit SARGIA PARTNERS • • YOUR LEADERSHIP COACH
  9. 9. P E A K PERFORMANCE COLLABORATIVE INTELLIGENCE THE ABILITY TO HARNESS THE ENERGY AND INTELLIGENCE OF GROUPS — B y M a r s h a l l G o l d sm i t hIn today’s business world IQ andEQ (emotional intelligence) are neces-sary but no longer sufficient. It’s timeto raise our collaborative intelligence,our CQ, in business.Why is CQ Important?As the speed of change makes it in-creasingly difficult to predict the future,the responsiveness and adaptabilityof a company is a crucial businesssurvival skill. With shorter responsetimes, companies must enable theiremployees and teams to respond tonew circumstances like a shoal of fishchanging direction in the ocean, be-having as if it were one organism. De-veloping higher CQ in the workplaceleads directly to that capability. • Looks after its own: Individuals areWhat Does a High CQ Team In hard times, the soft stuff often not left to fend for themselves, andLook Like? goes away. But emotional intelli- staff retention is high because people gence, it turns out, isn’t so soft. If feel a strong sense of belongingHere are some of the most impor- emotional obliviousness jeopardiz- • Is well connected with other teamstant characteristics of a team with es your ability to perform, fend off and with corporate objectives. Like ahigh CQ: aggressors, or be compassionate healthy organ in the body, it knows• Is able to share the stress and strain in a crisis, no amount of attention what its function is and serves the evenly throughout the team to the bottom line will protect your greater good through rough times• Achieves its objectives more through career. Emotional intelligence isn’t and smooth people and less through politics a luxury you can dispense with in • Replenishes itself, growing its mem-• Has a strong network of connection tough times. It’s a basic tool that, bers, and is constantly learning to and support between its members. deployed with finesse, is the key better adapt to its environment This accelerates learning, enabling to professional success. • Displays a strong sense of meaning- the team’s reactions to be rapid and Harvard Business Review ful participation, which the members responsive to challenges are all nourished by SARGIA PARTNERS • • YOUR LEADERSHIP COACH
  10. 10. P E A K PERFORMANCE CONNECT THE DOTS TEAM EMOTIONAL… SOCIAL INTELLIGENCE… PRODUCTIVITYTESI® is the Collaborative Growth Team Emotional and Social IntelligenceSurvey® developed by Marcia Hughes and James Terell. It creates the op-portunity for a team 360 – that is each member of the team rates the team’sskills from his or her perspective.This allows team members and leaders to measure the levels of identificationwith the team, as well as engagement, and skills in areas such as communi-cations and conflict resolution. 7 Core Skills 4 Results 2 Lasting Benefits YOUR 10 STEP GUIDE TOCOLLABORATIVE INTELLIGENCE —By Marcia HughesCollaboration is a result of collaborate and when is it useful? We’ll vey). When teams build their skills inpeople working together to reach a answer this question for individuals by forming a strong team identity, engag-mutual answer to a challenge or op- exploring 10 steps for individuals to ing with motivation, building emotionalportunity. As our world becomes more follow in order to act collaboratively awareness, enhancing communica-integrated and boundaries become and briefly review how teams build tions, supporting one another in workmore blurred, the need and desire to collaboration. life balance to manage stress, growingcollaborate is heightened. Collaborative Intelligence™ is a key their conflict resolution skills so theyOrganizations frequently list collabora- outcome teams can reach as they can benefit when conflict occurs andtion as part of their mission or vision build their skills. act with positive mood they will bestatement or as one of their values. Collaborative intelligence is a result engaging multiple strengths and act-With all of these forms of embracing teams profit from when using the seven ing collaboratively. Developing thesecollaboration, we know it’s something skills measured by the TESI® (Team seven skills helps team members learngood, the key question is how do we Emotional and Social Intelligence Sur- how to be collaborative and to use SARGIA PARTNERS • 10 • YOUR LEADERSHIP COACH
  11. 11. P E A K PERFORMANCEthis outcome wisely.Collaboration is a communication andproblem solving process that is basedon a structured engagement style andprocess. Those who collaborate well payattention to personality styles, behavioralengagement strategies, and timing ofthe decision making as well as who isinvited into the discussion, often referredto as stakeholders. Individuals and or-ganizations can act in a collaborativelystyle informally and accomplish a great Marcia Hughes is President of Collaborative Growth®, a firm specializing in emotional intel-deal. The following 10 steps will help ligence, leadership development, conflict resolution and communications through training,individuals and leaders be successful in executive coaching, strategic design, and team development. She holds a J.D. with honorstheir collaborations. These skills can be from George Washington University and a master’s degree in psychology from the University ofintegrated into one’s natural behaviors Colorado. She is co-author of The Handbook for Emotional Social Intelligence, Emotional Intel-so the benefits of collaboration abound ligence in Action and A Coach’s Guide to Emotional Intelligence and author of Life’s 2% Solution.with minimal effort. 10 Steps to Act with Collaborative Intelligence 1. Be aware. Notice what is happening so you can choose how 6. Express your opinions and share your knowledge. If you keep you are involved. Breathe deeply to benefit from adding oxygen to what you know close to your vest you undermine the ability of your brain, to your heart and to feel calm and resilient. everyone to make a good decision, you role model that the proc- ess isn’t fully trustworthy and neither are the people involved. 2. Apply intention and attention. Form your intention so you Remember your actions speak louder than your words. know specifically what you want to accomplish and how. Then decide what steps in the process you will pay attention to in order 7. List commonalities and differences. It’s amazing how often to keep yourself on track. Intend to collaborate, which means people struggle over principles they already all agree on because intend to work together, to listen and to respond in order to ac- they didn’t take time to recognize the agreement. If you clarify complish your goal together. Clarify your own purpose and goals; where there are differences and where you agree then you can this is not a process you can accomplish on auto-pilot. begin gathering information to move towards a mutual solution. 3. Commit to the process. Collaboration takes time, energy and 8. Apply divergent thinking. Be willing to listen to other people’s patience. If you’re hesitant about using the process you’ll hold perspectives even though they may be very different from yours. back, be protective of “your” information or rush through the An attitude of curiosity will be helpful. process. One way or another without commitment you are most likely to minimize the potential for success. You may end up feel- 9. Be appreciative. Keep noticing what works and through this ing annoyed or antagonizing others or both. positive process explore what seems to be off-center, to just not work. Explore these inconsistencies with curiosity to find points 4. Attend to others. Create a foundation for engagement by creat- of agreement. ing a personal connection. It’s out of little personal discussions where you find you have things in common that form the basis for 10. Make decision(s). At this point everyone comes to a convergent trusting one another. answer and agrees to support the one answer. Future pace by imag- ing it’s sometime in the future and you’re observing how well the de- 5. Mutually establish goals and other criteria. Be sure you are cision works. Is anything askew? Did you take on too much at once? headed in the same direction! Does anything else need adjusting? If so make the changes now.The result of collaborative decisions is that you have tapped into everyone’s smarts, build trust and have gainedmutual commitment to success. What’s not to like about this scenario? SARGIA PARTNERS • 11 • YOUR LEADERSHIP COACH
  12. 12. P E A K PERFORMANCE COACHING WISDOM THE ART OF QUESTIONING —By Georgia KartsanisWhy is it Important?The art of questioning is one of the most important skills for empoweringpeople. Unfortunately, this skill isn’t typically taught in school where the fo- Georgia Kartsanis is a Master Coach andcus is on knowing answers, not on asking questions. the CEO of SARGIA Partners.As opposed to the goals of journalists who ask questions to get information, With her diversified and internationalthe goal of leaders is to use questions to co-create a dialogue together with experience in organizational structure/lead-their team. ership matters, and her unique capabilityAnyone, with practice and attention, can become better at asking questions. of coaching C-level executives, she is typi-If you are intentional—thinking in advance about your questioning stance, cally engaged by CEOs to support them in“watching yourself” (being reflexive) as you work, and reflecting on how you improving their interpersonal impact, agility,did—you can improve! creativity and personal resilience, as wellEffective dialogues help you and your team as strengthening their executive team’s• Re-direct discussions in positive ways alignment and collaboration.• Understand the meaning of their work She specializes in CEO Coaching, Leader-• Challenge people to think more critically, broadly and deeply ship Team Alignment and Neurocoaching• Open up new options for action for enhancing leaders’ resilience, creativity• Move from point A to point B and agility.• Enable the team to overcome being stuck on a problem• Engage big ideas like “how will our project impact our client?” How To Ask Good QuestionsThough there is no step-by-step reci- tion to questioning and listening. To team to make a decision, but theype for learning how to ask questions, think about your stance, consider the were not ready to make one, yourthe following suggestions can help following questions: expectations may lead you to pushif you are willing to learn and be at- What is this discussion for? You will in that direction.tentive to yourself as you work with have a different questioning stance What things about myself (skills, knowl-your group. for a brainstorm where you generate edge, mood today) do I bring to this ideas than in making a decision where discussion? What things do I need to1. What is Your Questioning Stance? you narrow options. leave behind to make this work? ForBefore beginning any session or con- What are my expectations for this example, you may know a great dealversation, take some time before to discussion? Many times the leaders’ about an issue, but this knowledgethink about how you want to approach expectations can either help or limit may inhibit discussion. Or, you mayit. This is called your “questioning the possibilities of what happens. For be in a bad mood, which will have tostance”—it is your general orienta- example, if you really wanted your be bracketed. SARGIA PARTNERS • 12 • YOUR LEADERSHIP COACH
  13. 13. P E A K PERFORMANCE2. The Art of ListeningThe title of this tool is “The Art of Ques-tioning” because your ability to askgood questions depends on your abil-ity to listen. Though this may soundbackwards, good questions come fromreally listening to what members ofyour team are saying. Here are sometips to being an effective listener:• Concentrate on what is actually be- ing said, not what you think they are saying or want them to say.• o make sure you are listening close- T ly, it is sometimes a good idea to restate what team members say (in slightly different terms) to clarify. Skilled leaders will use this restate- ment to ask further questions of the individual and/or entire team. “Let me see if I am hearing you right, you think that ...” “Did I get it?” “Did others hear the same thing or goal is not to get better answers but • Play devil’s advocate. Make sure something different?” deeper questions and better dialogue. that you let the team know that you “How come you used this word?” Thus, any answer, no matter how good, are playing devil’s advocate to help “That is interesting?” can be followed by another question them see the other side. “It sounds like you are also talking and can be redirected to the rest of the about power ...” team. When dialogue occurs, people 4. eflecting on Your Questioning / R “What do others think about this? Do will start to play off of each other and Listening you all agree or not? Why?” the leader will no longer be the center After you have completed a session,Be attentive to important or “a-ha” mo- of the discussion. This is a goal of ef- take some time to reflect and evaluatements in the conversation, and then ask fective facilitators. Here are some tips on your questioning and listening.questions about them. “A-ha” moments to link questions together: • How well did you think you listened tocan be those good or bad moments, • ry to avoid questions that will stop T the group? Were there any momentsbreakthroughs, or points of confusion discussion (yes or no, right or wrong where you did not listen well?(a useful way to think about “a-ha” questions, sometimes why ques- • What were the moments when ques-moments are times when you think to tions). tions really worked and didn’t work?yourself in the moment: “alright!” “oh • Ask questions that involve plural an- Was there a particular line of ques-no!” “finally!” “I don’t follow?” “what swers like “what kind of things can tioning that was effective in open-do you mean by _____?”). we do to address this problem?” ing up a discussion for the wholePay attention to body language, at- These types of questions open up team?titude, and behavior (i.e. what is not alternatives, allow multiple responses, • How did your team members re-being said) as a way of listening to and encourage more thought. spond?the conversation. • sk people to respond to each other. A By being attentive to questioning and “What do other people think about listening, you can improve over time.3. inking Questions / L that idea?” Highly skilled leaders are able to reflect The Art of Co-Creating Dialogue “Does anyone have a different way on their performance in the moment—By carefully listening, you will be bet- of looking at it?” they are able to “watch themselvester able to link questions together and • Imagine possibilities: with “What if listen and question” while listeningco-create a dialogue. Remember the …” scenarios and questioning. SARGIA PARTNERS • 13 • YOUR LEADERSHIP COACH
  14. 14. P E A K PERFORMANCE LIFE UNLOCKED 7 LESSONS FROM NEUROSCIENCE TO OVERCOMING THE… “GREEK JITTERS” —Srini Pillay, M.D.In Greece, the collapse of growth after 2008, in combination with soar-ing public and external deficits, led to the escalation of Greek debt (Christo-doulakis 2011). Following this, fear of change, stress, insecurity and the lossof morale are persistent challenges that companies face when trying to re-cover or maintain a competitive edge (Konstantopoulos, Sakas et al. 2009).While many obvious insights can be gained from observing how employeesbehave, brain-based insights can help accelerate strategies with unique in-sights. “Life Unlocked: 7 Revolutionary Lessons to Overcome Fear” nowpublished in Greek, offers details on these strategies. Below is a summaryof some main points: SARGIA PARTNERS • 14 • YOUR LEADERSHIP COACH
  15. 15. P E A K PERFORMANCE 3 Fear of Success While many people fear failure, most leaders do not recognize how they fear success. Success means you have to live up to something, and also that you may fall from a greater height, or that you may be out in front with nobody to follow and alone. Significance: Learning how to switch the brain’s attention to growth rather than being defensive actually affects how your brain will work to help you. Sometimes, trying to prevent yourself from falling 1 Moving Beyond Unconscious Fear actually makes you fall. Understand- ing the brain science of this can help Brain science proves that even when you do not feel afraid, unconscious you frame things more effectively for fear can disrupt your attention, concentration, motivation and drive to you and your team. complete tasks. Significance: If productivity is being affected by lack of concentration and poor motivation, consider what actually decreases activation in the brain’s fear center because unconscious fear is likely playing a role. Two methods: re-appraisal and refocusing when learned, internalized and consistently applied to communication with employees 4 If It’s Hard can change brain activation and help people focus more on increasing to Change, It’s Not speed to execution. Unchangeable People often feel like they are faced with impossible tasks. 2 Overcoming Dread Many years ago, if I asked you if it would be possible to go toBrain science teaches us that the dread of being fired or having to face an the moon or to end smallpox,uncertain future is actually caused when we feel as though we are facing a these feats would have seemedwall. When this happens, the brain switches its activation away from an “ex- too large. Brain conditioning cantreme anxiety” area to a “freeze area.” Workers just stop being productive. limit our imaginations. Signifi-Significance: In these instances, it is better to be anxious than frozen. Brain cance: Understanding how toscience teaches us that one way to free the brain up when it is at a dead- reverse brain conditioning canend is to switch the activation way from the area that causes freezing. To do be helpful: the basis of this isthis, it is helpful to know that the brain will move out of frozen mode if you changing what keeps you stuckmake a small choice (any choice) rather than think about the correct choice in your current context, analyz-endlessly. Also, learning how to think long-term may seem obvious now, but ing your switch cost (the costwhen faced by a wall, we often forget this. Doing this will change your brain of change) and learning how toactivation accordingly. Making the brain less goal-oriented and more “big use your brain to increase com-picture” focused can help at times when you are stuck. mitment to a new path. SARGIA PARTNERS • 15 • YOUR LEADERSHIP COACH
  16. 16. P E A K PERFORMANCE Reference s 5 Unlocking a Caged Heart Christodoulakis, N. (2011). “FROM INDECI- SION TO FAST-TRACK PRIVATISATIONS: Fear affects relationships: it makes mergers more difficult and joint ven- CAN GREECE STILL DO IT?” National Insti- tures impossible. The brains of those who are afraid of such business tute Economic Review 217(1): R60-R74. intimacy may lose out on opportunities. Significance: The relationship Konstantopoulos, N., D. Sakas, et al. (2009). brain that is afraid of being “burned” by past partners, may lose out on “Lessons from a case study for Greek banking MA negotiations.” Management Decision 47(8): idea- growing and cost-saving opportunities in new joint ventures. By 1300-1312. understanding how the brain processes this fear of relatedness, busi- nesses can start to help potential partners grow from being avoidant or anxious to more secure in building a new future together. 6 Fear and PrejudicePeople are prejudiced about Greece because of recent events. They maybe prejudiced even if they don’t know it. This makes banks not want to lendmoney and customers not want to buy. Significance: By understanding howfear lies at the basis of brain-based prejudice, you can help to reverse theprejudice in lenders and customers to help grow your business. Dr. Srini Pillay is a highly sought after Certi- 7 How to Develop Emotional Superglue fied Master Coach who has been coaching executives for the past ten years. He is When companies lose money and do not grow, they are traumatized. the CEO of NeuroBusiness Group™ (NBG) This trauma actually biases brain memory-the memory center gets stuck based in Cambridge, Massachusetts, USA. in only recalling the bad things. Significance: There are ways to rewire He is also Assistant Clinical Professor at that brain that can rewire these memory centers. In fact, these memory Harvard Medical School and an interna- centers are one of the most responsive to specific behavioral changes. tionally recognized fear, anxiety and brain Brain science can help us understand what we can do to focus on build- imaging researcher. Dr. Pillay’s skills span ing new memories. For example, research shows that debriefing may a wide variety of topics in executive coach- create relief but actually cement memories in the brain more. Focusing ing, and with a history of highly successful on what makes you resilient helps to lay down new brain pathways. workshops in New York, California, London and Brazil, Dr. Pillay has influenced many high ranking executives, from the Vice- President of Sales for Microchip to seniorThus, brain science applied to business can be very helpful in making us HR personnel from Coca Cola.think of new strategies that will be instrumental in overcoming fear so as to Dr. Pillay also has fifteen years of experi-move our businesses forward. In Greece, it is critical to activate the memo- ence with nationally funded research atries of Greek history that once made Greece one of the most influential na- Harvard Medical School, and in Peak Per-tions in the world. DNA is highly resistant to change. And resilience and the formance, he brings together his expertisecapacity for brilliant ideas is still in the DNA of Greek society. If we learn how in brain science, executive coaching, fear,to use this gift of history in practical and effective ways, this can help move stress and leadership to introduce us toGreece forward. Brain science is a useful way to do this as it offers practical cutting-edge tools and methodologies onand step-by-step advice on ways that people, who are at the heart of busi- how to deal with fear and stress in the con-nesses in Greece, can change. text of corporate leadership and success. SARGIA PARTNERS • 16 • YOUR LEADERSHIP COACH
  17. 17. SARGIA Partners C A S E STUDY COACHING A Case StudyTHE CHALLENGE THE COACHEE OBJECTIVESIn one of the largest companies • To realize, first and foremost, the benefits of coachingin the energy sector, where de- • o identify the factors that were stopping him from performing effectively Tvelopment of senior executives • o boost his confidence Twas almost nonexistent, the HR • o become more effective as a leader by improving his leadership style TManager was well aware that one • o be coached in a sustainable way so he could use these behaviors in Tof the key competencies organi- the futurezations (including his own) needto develop is the capacity to ex-ecute changes effectively – an im-perative task in order to improve. THE ACTIONSHowever, this company was not A six-month program on a one-to-one basis was agreed. During the di-familiar with the culture of coaching agnostic period, we assessed his influencing style and then had feedbackand the HR Manager wanted to a) from specific stakeholders.introduce it by delegating a mem- When the behavior for change was revealed, he designed a strategy to-ber of the management team and ward this behavior and he committed to an action plan in achieving theb) persuade senior management. results he desired.This was achieved and a C-levelexecutive was appointed. RESULTSIn his own words… The client has achieved the objectives which were set and has developed the inner confidence and capabilities to drive his career to the next level.“The coaching program offered by SARGIA He has learned to communicate powerfully without defensiveness, whilePartners introduces participants to a differ- still maintaining his direct approach. A 6-month follow-up with the stake-ent way of perceiving and evaluating situ- holders and the coachee indicated that the new behavior had become fullyations and events within our professional established. Moreover, as a result of his development, he has establishedand personal lives. Thereby it facilitates the a coaching culture and has engaged SARGIA Partners master coaches toefficient treatment of the difficulties and coach some of the senior management executives. A Coaching programanxiety that are encountered daily, improves has been developed to address specific needs:personal balance and gradually even the • o be more ‘Transformational’ and ‘Emotionally Intelligent’ in their lead- Tquality of the coachee’s life. My personal ership styleexperience showed that coaching is not just • o improve their behavioral flexibility Ta means to achieve one or more profession- • o improve their cross functional effectiveness Tal goals; it is more a personal development,an evolutionary process during which thecoachee is masterfully guided through diffi-cult and, many times, painful, assumptions,to self-awareness and ultimate purpose ofpersonal development.” SARGIA PARTNERS • 17 • YOUR LEADERSHIP COACH
  18. 18. P E A K PERFORMANCE WINNING FIRST IMPRESSIONS —by Gerty PhiliDid you know that creating an impression only takes 2 seconds when you meet someone for the first time? Most people make judgments based upon first impressions and the accuracy of our first impression is dependent on many factors. After that first impression is formed, it is difficult for it to be changed.Rather than leave it to chance, Let the Other Personhere are a few pointers that can help you Be the Center of Attentionleave a great first impression, and de- Perhaps the most important tip to fol-velop that into a lasting relationship. low when making a first impression is to avoid hogging the spotlight. LetBe Yourself and Present the other person be the center of at-Yourself Appropriately tention and pay close attention to theWe like to think that appearance doesn’t conversation. The worst mistake youmatter, but it does, especially when can make is talking about yourselfyou’re meeting someone for the firsttime. Dress appropriately and take timeto perfect your appearance. When you Gerty Phili is Partner with SARGIA Partners SA, Master Coach certified by the Center for Advancedlook good, you’ll feel good. And when Coaching (CAC) of the USA, and Interpersonal Impact Consultant certified by Tonic Ltd, feel good about yourself, you’ll Gerty has pioneered the concept of, and proved the value of, Personal Brand consultingbe confident and self-assured. in the Greek business world, offering experiential workshops and one-to-one coaching to executives so they master the skill of interpersonal impact as it relates to their professionalBe Aware of Your Body Language presence and influence style. She is engaged by her clients to work with their executivesand Facial Expressions in order to enhance their professional brand in alignment with their personal and corporateYour body language speaks louder brand. Working with individuals or teams, she provides her unique expertise on the funda-than words. Use your body language to mental keys to interpersonal impact, including professional presence, verbal and non-verbalproject appropriate confidence. Stand communication skills, influence skills and business etiquette—all with a holistic approach.tall, have an open posture, Smile, makeeye contact and greet people with afirm Handshake. Be a Good Listener Be Prepared Being a good listener is not as complicat- Lastly, remember that first impressionsSpeak Clearly ed as most people think it is. When having can happen anywhere, even when youBe sure to communicate clearly with a discussion with someone, make sure don’t expect it.the people you are meeting. Focus on to let him or her know in a subtle manner Since you never get a second chancespeaking at a moderate pace with a that you are paying attention to what is to make a first impression, keep thesewell-modulated voice. Furthermore, be being said. Remember; do not interrupt tips in mind in order to get the oppor-polite and courteous at all times. when someone else is speaking. tunities you deserve. SARGIA PARTNERS • 18 • YOUR LEADERSHIP COACH
  19. 19. P E A K PERFORMANCE A SARGIA PARTNERSTEAM COACHING PROGRAM FOR BUILDING YOUR LEADERSHIP TEAM’S EMOTIONAL AND SOCIAL EFFECTIVENESS Designed to: • Build a clear sense of shared vision and values as a context for transfor- mation and for reframing behaviors • Build Emotional and Social Effectiveness to improve the trust, account- ability and engagement of your leadership team • Strengthen your leadership bench strength so each member of your team becomes a role model • Infuse into your organization a team learning culture and dissipate silos Our Approach: • We start with the premise that the team is a living system, a learning team— more than the sum of the individual parts. This system has behavior affected by the individuals’ personal visions, mental models and behaviors. • herefore, understanding how the system and the individual work and de- T veloping a shared vision and commitments for the future, on personal and teamwork mastery, are fundamental. phase 1 phase 2 phase 3 Building Building Practice Building Sustainable Awareness and Commitment Behavioral Change Including INDIVIDUAL 2-Day Workshop Post Evaluation Coaching Sessions SARGIA PARTNERS • 19 • YOUR LEADERSHIP COACH
  20. 20. SARGIA Partners L E A D E R SHI P T E A M A LIG N M E N T P R O G R A MAn aligned team has commonality of purpose, The Benefitsa shared vision and understanding of how tocomplement one another’s efforts. • Builds a true shared vision, align- ing individuals to a collective inspiring purpose Team Emotional Social Intelligence (TESI®) • Aligns behaviors with business goals Effectiveness Survey • Supports organizational trans- formation initiativesTESI® is the Collaborative Growth Team Emotional and Social Intelligence • Builds personal and team aware-Survey® developed by Marcia Hughes and James Terell. ness and accountabilityIt creates the opportunity for a team 360 – that is each member of the team • Strengthens the communication,rates the team’s skills from his or her perspective. trust, empathy decision making and loyalty of the team In our Clients’ words: “I would definitely recommend this program for developing and enhancing team shared visioning and building team alignment and commitment” “...During these 2 days, we deepened our personal awareness and commitments forThis allows team members and leaders to measure the levels of identification self development, broadened our leadershipwith the team, as well as engagement, and skills in areas such as communi- skills, enhanced our collaboration and align-cations and conflict resolution. ment as Team”The report and its breakout graphs offer unique insights, interpret the mean- “I would like to thank you for giving us aning of current strengths and weaknesses as a team, and guide the team to excellent and unique workshop on ‘Expand-strategically choose where to enhance its skills. ing Your Capacity for Creating Our Future’. It has been time and money well invested…” “SARGIA Partners managed in a very short“In today’s business world IQ and period to unify the team, set team values, EQ are necessary but no longer and enable the adoption of new behaviors” “One of the key benefits of the program sufficient. It’s time to raise our was the resulted commitment from the collaborative intelligence in team members to the collective goals andbusiness – our ability to harness especially to the behavioral standards we have identified” the energy and intelligence of “It worked as a catalyst in embracing the groups or teams.” new members to the team” Marshall Goldsmith “Truly an one of a kind experience!” SARGIA PARTNERS • 20 • YOUR LEADERSHIP COACH
  21. 21. P E A K PERFORMANCE When Sh ft Happens — AN INTER V IE W W ITH E V AN G ELIA PATERA K I G ENERAL M ANA G ER O F A M G EN HELLA SHow is your business affected by today’s certain economic environment createseconomic environment? financial risks related to credit policyHealth care systems worldwide, and of the existing customers, wealth ofin our country especially, are facing the suppliers, debts, and paymentthe challenge of managing health care timelines of the public sector.budgets while maintaining patient ac- In our pursuit of life-saving treatmentscess to effective health care. In the we take into account the value im-Greek health care system, managing pact of the therapies we offer and webudgets is associated with achiev- strongly believe that this is the waying a sustainable decreased level of that an effective public health carehealth care expenditure in the coming system should reward evidence-basedyears, while at the same time serv- health care and rational use of healthing the increasing public health care The leadership care resources.needs of an ageing and less wealthypopulation. Team What are the current challenges that yourIn Amgen, the largest independent alignment leadership team faces?biotechnology company of the world,we focus on serving patients, through program has In this rapidly changing environment our main challenge is to ensure pa-pioneering in new scientific pathways helped our tients timely access to new innovativeand treatments that treat serious dis- team to create therapies , measuring the value of oureases for which no or not-effective treatments and thus contributing to atreatment approaches exist. our vision more effective, responsive and sus-Today’s economic environment in tainable health care system.Greece has resulted in austeritymeasures, significantly affecting the How did you manage to align your lead-health care system, which currently ership team with your transformation ini-uses purely administrative measures tiatives?for managing the decreased budget, We are a team with strong values, whichwith special emphasis on price controls we live every day, aiming to supportand rebates, generating mainly from our mission to serve patients. Whilethe pharmaceutical industry. our basis is our solid value system, weAlthough many of the announced mea- have worked towards the creation ofsures are in the correct direction, the a strong vision, aiming to reflect howsystem is yet not ready to recognize we want our organization to be in theand award innovation, which is the next five years, adding value to ourprimary focus of our research and de- people and society.velopment programs and the main The Leadership Team Alignment pro-priority for patient access to new in- gram has helped our team to createnovative therapies. In addition, the un- our vision and dynamically enrich our SARGIA PARTNERS • 21 • YOUR LEADERSHIP COACH
  22. 22. P E A K PERFORMANCEvalues so as to ensure that we attainit. We have also identified specific be-havioral attributes common for all teammembers that we have committedto. Through this, we empowered thebonds of the leadership team behind acommon objective, ready to face chal-lenges and make the further step.How do you ensure that the leadership teamshares the vision with the organization andthat people are engaged on that vision? Evangelia Pateraki has started her professional career at Sandoz Hellas in 1990, then movedIn Amgen our primary goal is to main- to Novartis Hellas in 1997, where she has followed a career of 17 years, through varioustain an environment that ensures open- commercial roles, in sales and marketing. In 2001 Evangelia was assigned to Head of Busi-ness and transparency. We strongly ness Unit Transplantation-Immunology, while in 2005 she became Regional Head Businessbelieve that our people are the ambas- Unit Transplantation-Immunology, with responsibility for a cluster of five countries, Greecesadors of our values and are the ones – Romania – Bulgaria – Cyprus – Malta. Evangelia moved to Amgen Hellas in 2007, as Busi-who will make our vision a reality. We ness Unit Director Oncology/Hematology.have various approaches for ensuring She has established the new Business Unit in Greece as well as the company’s commercialaccess to information, understanding footprint in the Greek market. As of June 2009, Evangelia is leading Amgen Hellas. She holdsand clarity, as well as commitment. a BSc degree in Chemistry and a Masters degree in Bioactive Peptides. Evangelia is aThese approaches include: Member of the Greek Society of Chemists, of the European Hematology Association, of the• All-staff meetings Hellenic Society of Pharmaceutical Marketing (EEFAM), and Pharmaceutical and Women• Cross-functional working groups in Business (WIB) Committees, both of the American-Hellenic Chamber of Commerce.• Active participation in corporate citi- Since, May 2011, she holds the position of Secretary for the Local American Working Group zenship activities (LAWG) in Greece.• Ability to contribute in problem solv- ing discussions and decision mak- ing processes • Brainstorming process • Intranet communication How did you cascade the message (vision) throughout your organization? This is a continuously ongoing pro- cess, very dynamic and participative. Thus with different ways, like the ones described above, we work on ensur- ing that we all have the same under- standing of the changes that occur in the environment and in the mar- ket, on the priorities of our organiza- tion, while in parallel we focus on our people, the quality of our actions and on the value we add to the society, patients and to the health care sys- tem as a whole. SARGIA PARTNERS • 22 • YOUR LEADERSHIP COACH
  23. 23. SARGIA Partners PA R T N E R SHI P S The Center for Advanced Coaching (CAC) CAC is a US based international organization which provides Master Level Learn- ing on coaching, bringing the most advanced research, industry tools/ techniques and coaching methodologies to today’s people-shapers around the globe. It is the primary access point for advanced training and customized programs for individu- als and corporations looking to build greater capacity and achieve leading results. The Center for Advanced Coaching’s professional services, through its global network of Service Associates, provides leadership coaching for senior execu- tives and coaching infrastructure for organizations. Changewise ChangeWise has partnered with Cambria Consulting, a premier human resource consulting firm, to design and host several online assessment instruments based on the research underlying our award-winning book, Leadership Agility. These instruments provide managers with a specific, actionable road-map for their next steps in developing the mind-sets and skill-sets needed to become more agile and effective leaders in today’s world of unprecedented change and complexity. The NeuroBusiness Group NeuroBusiness GroupTM is a group of global executive coaches with extensive experience in working with Fortune 500 companies. Each of the coaches has re- ceived a certification in neurocoaching which is coaching that relies on integrating information about the brain in the coaching methodology. Each of NBG coaches possesses extensive experience working with individuals and companies of all sizes and knowledge of how to apply brain science to the executive coaching. Worth Ethic Corporation Worth Ethic ( is an executive coaching firm founded by Kate Ludeman, PhD and Eddie Erlandson, MD. Kate and Eddie are widely recognized executive coaches, speakers and authors who have assessed and coached over 1,400 senior executives in a wide angle of industries located in the US, in all ma- jor European and Asian countries, and in many South American countries. They are the developers of the Alpha Assessment and Alpha Coaching Methodology, which SARGIA uses in its coaching practice. SARGIA PARTNERS • 23 • YOUR LEADERSHIP COACH
  24. 24. We unlock leaders’ internal powers for taking a quantum leap towards unprecedented heights of successFor more information about SARGIA Partners Leadership Services please go to discuss bringing SARGIA Partners leadership services, programs, or executive coaching to yourorganization please write