About Music & Leadership and growing People & Organizations capability

About Music & Leadership
... and growing
People & Organizations’
capability

A Global Executive Coach, in ASEAN since 1995,
15 years in various leadership positions in an MNC
Strong coaching credentials in ASEAN
• 1 of 7 Executive Coaches in ASEAN holding the
“Professional Certified Coach’’ accreditation
from the “International Coach Federation1”
• Coached 300 executives from 24 nationalities
• Coaches MNCs Executive Teams as groups
1 www.coachfederation.org
• MD for Lafarge Group in Thailand & China (‘98-’04)
• Worked over 15 years in ASEAN, China & India
• Was VP Strategy for an MNC spread over
32 countries, with 2 billion US$ turnover
• Engineer + received senior executive education
from the Fuqua School of Business, Duke, USA
was based in (Thailand, Singapore, France)
conducted missions in…
Worked in…
International management experience
+

… honoured by enduring Clients’ loyalty
References available on request with all of above Customers

A video-story from rags to riches, in music
Leadership-lessons for People and Organization’s capability growth
What will You do with them?
Our dinner-talk agenda

Authoritative certainty & top-down leadership vs… the opposite
Riccardo Muti Herbert von Karajan
Who got fired? Who got rich? Please vote! 

THE Maestro-Superstar: Herbert von Karajan

Herbert von Karajan’s passions

Herbert von Karajan: a short video-story
Learning to “let go” from horse-jumping training
http://www.youtube.com/user/ExecutiveCoach12WIN?feature=mhee#p/u/10/PjLhOnWzP0I
Karajan’s last Concert
http://www.youtube.com/user/ExecutiveCoach12WIN?feature=mhee#p/u/6/tV9v9EGqqxo
Directive conducting style at beginning
http://www.youtube.com/user/ExecutiveCoach12WIN?feature=mhee#p/u/9/6R-rV2VWhK0
Karajan’s free-reign conducting style later-on
http://www.youtube.com/user/ExecutiveCoach12WIN?feature=mhee#p/u/7/uaGkyeL82xA
Orchestra conductors with different leading styles
http://www.youtube.com/user/ExecutiveCoach12WIN?feature=mhee#p/u/11/JIn2kvKd5j0
An article I wrote for leadership bloggers “the Care Guys” about this story:
http://www.thecareguys.com/2010/11/01/how-about-leading-like-the-maestro-super-star/

How should the Captain have grown her/his crew capability
so they sail through this storm effectively?
http://www.youtube.com/user/ExecutiveCoach12WIN?feature=mhee#p/c/C824E07A6973F045/60/Nf7FddPO5QM

What evolutions in Organizations’ and People’s capability
is the latest severe crisis (2008-2009) encouraging?
• More agility
• Speed in decision-making
• More adaptability from staff
(in continuing uncertainty and uncontrollable changes)
• More robust anticipation
• More thinking, more experiments
• Better calculated risk-taking
• More diversity
• More leadership at all levels of the Organization
• More trust & team-play amongst co-workers
• …
Source: Harvard Business Review July-August 2009

Read: “The Art of Possibility” by Rosamund Stone Zander and Benjamin Zander
Awaken Possibilities in People…
Who am I being that my team-members’ eyes are not shining?
How will you grow further
your Organization & People capability?
http://www.youtube.com/user/ExecutiveCoach12WIN?feature=mhee#p/c/C824E07A6973F045/59/ox5KWMS15Jk

• How much more can you get from your team… by doing less yourself?
• How can you know when you are not empowering enough?
• How can you motivate your team-members to take more initiatives?
(“here people get killed only for not trying”)
• How much do you encourage… failure (within calculated risks)?
• What can you do to have your team-members listen more to each other
and play as a team? (drop the “me” for the “we”)
• …
One more video (Peter Drucker) at: http://www.youtube.com/user/ExecutiveCoach12WIN?feature=mhee#p/c/C824E07A6973F045/35/1X2F2QXHAtg
Read more articles on related topics at: http://www.executive-coach-thailand.com/media-room.html
How will you grow further
your Organization & People capability?

Rolling-out a “Crisis-proof” Leadership Model: next steps
 Establish confidence that we can win
 Build trust amongst co-workers
 Grow team-players -who drop the ‘me’ for the ‘we’-
 Require people to Think / Feel… deeper and different!
 Value initiative, experiment, courage
 Favor Diversity
 Nurture productive conflicts and discuss the ‘undiscussables’
Leadership features which may help…
 Probe business cases ruthlessly
 Let go to see how far your team can go…
Source: Jean-Francois Cousin: “Unconventional Leadership for Uncertain Times;
Tools and Tips to succeed as a Leader through the... next crisis”, Singapore, 2010:
Read also his article: http://www.nationmultimedia.com/home/Gaining-agility-in-year-of-the-Rabbit-30145230.html

Download a expanded presentation at www.1-2-win.net
http://www.executive-coach-thailand.com/free-downloads/cat_view/10-our-public-workshops-a-selection.html

Watch other inspiring videos on 1-2-WIN YouTube channel
http://www.youtube.com/user/ExecutiveCoach12WIN?feature

• What has 2008-2009 crisis changed in Leadership requirements?
• Which Leadership features can help to thrive through the next crisis?
• What should you focus on, to lead even better in uncertain times?
• Crisis-proof tools and tips for your own Leadership development
Agenda
Excerpts from my presentation:
“Unconventional Leadership for Uncertain Times;
Tools and Tips to succeed as a Leader through the... next crisis”:
Singapore, 2010

• Foster adaptation
• anticipation
• calculated risk-taking
• develop next ‘best practices’
• Embrace work in constant disequilibrium / imbalance
• stretch people to keep them willing to change…
• … but not so much that they fight, flee or freeze
• Generate leadership at all levels of the Organization
• Value courage
• Give opportunity to lead experiments
• Depersonalize conflicts for effective resolution
• Favor diversity
Insights from HBR July-August 2009 “Leadership in a (permanent) crisis” , pp 62-69
Required
skills
of
‘Adaptative
Leadership’
What evolution in leadership-style
has the latest crisis commanded?

Towards a “Crisis-proof” Leadership Model
Which leadership attributes do we need, to thrive in crisis?
 Be reasonably optimistic, to establish confidence that we can win
 Build trust amongst co-workers
 Grow team-players -who drop the ‘me’ for the ‘we’-
 Require people to Think… deeper and different!
 Value initiative, experiment, courage
 Favor Diversity
 Nurture productive conflicts and discuss the ‘undiscussables’
Leadership features which may help…
 Probe business cases ruthlessly
 Let go to see how far your team can go…

• What has 2008-2009 crisis changed in Leadership requirements?
• Which Leadership features can help to thrive through the next crisis?
• What should you focus on, to lead even better in uncertain times?
• Crisis-proof tools and tips for your own Leadership development
Agenda

A musical journey from directive to free-reign Leadership
Herbert von Karajan
Let go to see how far your team can go…

http://www.thecareguys.com/2010/03/16/a-mindset-for-double-digit-sales-growth/
I am always telling my colleagues: “In every economic
situation, no matter whether the economy is booming or
whether the economy is shrinking, there are always
companies who win market share and companies who
lose market share. And we aim to be and will be among the
ones that are winning market share.”
Heinz Landau is a seasoned business
leader who has gained valuable
working and leadership experience on
three different continents.
In every situation, there are winners and losers;
employees’ mindset can make or break opportunities
Influence of very bad external factors on sales growth (A.T. Kearney)
Top performing companies Average / below average performing companies
-10 to
-15%
-45%
Be reasonably optimistic, to establish confidence that we can win

Build trust amongst co-workers

Where do You start your journey from?
How can you engage your team further?
From Patrick Lencioni’s book ‘the 5 dysfunctions of a team’
Pay
attention
to results
vs. ego / individual goals
Accountability vs. low standards
Commitment vs. ambiguity
Ability to conflict positively vs. artificial harmony
Trust amongst members vs. invulnerability
Trust

2 lower scores in the Leadership Team’s diagnosis
Pay
attention
to results
7
Accountability
6.1
Commitment
8.1
Ability to conflict positively 7.2
Trust amongst members
6.4
Problem to be
addressed
Could be a
problem
Not a
problem
We don’t know much about others’ personal lives
and aren’t so comfortable discussing them
We hesitate to tell a
team-member when
his/her performance
is not up to level
Trust

2 lower scores in the LT’s diagnosis and why
Trust Conflict Commitment Accountability Results
Trust

• My back-ground
• 3 Life-milestones for me
• One big failure and the lessons I learnt
• My little flaws that you should know!
• My strengths and weaknesses in a Group
• What ‘good’ looks like in my professional culture
Professional introduction…
We don’t know much about others’ personal lives and aren’t so
comfortable discussing them

Values describe people’s
beliefs, attitudes and the principles
that drive their actions.
Values-sharing exercise
Trust

Assessment from your “Success Insights Test”
Trust

All positions on the Insights Wheel
AW
Salil
Milind
SV
SW
AL
Drive
Enthusiasm
Positive Thinking
Listens
Loyal
Team Approach
Persuasive
Creative
People Skills
Planning
Organisation
Time
Management
Sets standards
Product knowledge
Analysis
Determination
Monitoring
performance
Discipline
Results focus
Decisive
Assertive
Flexible & Helps
Others,
Shares ideas
Kg
Air
Jaturo
n
Tip
Trust

Insights on Team: DISC main traits
http://www.discusonline.com/UDISC/highdc.html
Dominance (D) relates to control, power and assertiveness.
Influence (I) relates to an individual's approach to social
situations, and their style of communication.
Steadiness (S) is the factor of patience, persistence and
thoughtfulness.
Compliance (C) describes a person's approach to structure
and organisation.
Trust

3.5 4.5 5.5 6.5 7.5 8.5 9.5
self confidence
decisiveness
motivating
listening
consistency
paperwork
vision for future
sense of urgency
attention to details
follow-up
following policy
customer/employee interface
Insights on Leadership Team
Trust

My main
contribution
to the team
what I want
to improve as
a team-player
Sharing what “I” see as ...
Trust

(from Patrick Lencioni)
 Self-awareness: acknowledge weaknesses and mistakes…
 Focus on what matters, not politics…
 Provide unguarded feedback…
 Accepts challenges…
 Ask for help…
What does it take to build more trust?

Fosters open communication
Listens and responds with empathy
Shares thoughts, feelings and rationale
Is straightforward and up-front
Focuses on the positive
Seeks others’ ideas
Doesn’t shoot the messenger
Discusses difficult / sensitive issues
Challenges assumptions
Is reliable and consistent
Avoids making empty promises by being
honest about what one can do and can’t do
Acts with integrity
Is available when needed
Behaves according to organizational values
Follows through and keep commitment
Treats everyone with
respect & fairness
Maintains & enhances others’ self esteem
Values each individual’s uniqueness
Acts impartially and without bias
Ensures everyone receives due credit,
recognition and rewards
Shows confidence in others
Asks for help and encourages involvement
Provides support without removing
responsibility
Provides opportunities to develop new skills
Lets team-members lead
Stands behind & advocates for team members
A leader who builds trust amongst co-workers…

 Success stories of interdependency between local & foreign colleagues
 Features of a great international team-player (e.g. open-minded, great listener, builds on others’
ideas, establishes trust, is agile, maintains a positive mindset, grow his/hers influencing skills,…)
 Confront perceived obstacles and ‘risks’*; identify how to overcome them
*e.g. loss of control, lack of trust, lack of commitment, matrix organization complexity, etc…
 Make the case for change
(‘winners see and leverage the opportunities, losers stay stuck with the difficulties’)
 Tool-box of a great international team-player – excerpts:
 How to build trust with foreign / out-stationed colleagues (role-plays)
 Conflict management: how to shift from avoiding/accommodating/compromising/competitive
to ‘collaborative’? (role-plays)
 How to communicate effectively within an international team (role-plays)
 How to build a positive team-dynamic
 Individual accountability for team-work when one does not control everything
 Individual resolutions, targeted quick-wins and action plan
How to develop World-class team-players
Grow team-players -who drop the ‘me’ for the ‘we’-

Require people to Think… deeper and different!
•100 years ago, people were paid for their physical work;
dominant management model was master-apprentice”
•50 years ago, people were paid to undertake repetitive tasks;
the dominant leadership paradigm became management of
processes
•By 2005, 40% of employees were considered ‘knowledge
workers’; yet management models are still those of the
‘process era’
1st Step Facilitative listening

Require people to Think… deeper and DIFFERENT!
http://lowendmac.com/orchard/07/apple-think-different.html

Value initiative, experiment, courage
Here people get killed
Only for not trying

Favor Diversity
Source: McKinsey Quartely, October 2009

Source: McKinsey, October 2009
Companies with 3+ women executives do better
Favor Diversity

Nurture productive conflicts and discuss the ‘undiscussables’
Assertiveness
Cooperativeness
Competitive
“My way or the
highway”
_
+
+
_
Collaborative
“Two heads are
better than one”
Compromising
“Let’s make a deal”
Avoiding
“I’ll think about
it tomorrow”
Accommodating
“It would be my
pleasure”
THOMAS-KILMANN CONFLICT MODE INSTRUMENT

Example of a Leadership-Team TKI profile
8%
75%
58%
92%
8%
75%
17%
67%
8%
83%
47%
73%
45%
41% 43%

0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Example of Leadership Team-members’ TKI profile

QUIZZ: confronting a person on a negative behaviour…
Risks of confrontation? Risks of avoiding confrontation?
• Problem grows bigger
• Be rejected by the person
• Lose the relationship
• Suffer retaliation
• Trigger emotional outbursts
• Hurt other’s feelings / self-esteem
• Hurt my feelings / self-esteem
• …
• Problem grows bigger
• Be rejected by others
• Lose the relationship with others
• Lose my job
• Emotions escalate until outburst
• Hurt other’s feelings / self-esteem
• Hurt my feelings / self-esteem
• …
The consequences we fear if we confront someone’s behavior are likely to happen
if we don’t; they will happen later with worst damage

Probe business cases ruthlessly

Towards a “Crisis-proof” Leadership Model
Be reasonably optimistic, to establish confidence that we can win
Grow team-players -who drop the ‘me’ for the ‘we’-
Require people to Think… deeper and different!
Value initiative, experiment, courage
Favor Diversity
Self-assessment
(OK / must do more of)
Probe business cases ruthlessly
Let go to see how far your team can go…

Priorities for
progress
Required
Leadership Feature
Actions for progress Time-frame Indicator
1
2
3
My action plan
Defining your Personal Leadership Model

Stretch people continuously
with the simplest leadership model: « 3 C »
Challenge
Coach
Build Confidence
3 C
A LEADER...
• Creates opportunities
• Provides direction
• Aligns everyone
• Inspires
• Builds Confidence
• Challenges and
• Coaches people
Source: Paul B. Thornton, 1999

Conclusion – Invitation for You to…
Take your team on a journey from Trust to Accountability
Build Relationships How much do we know how special we are?
… individually and as a team?
How far can we leverage our Diversity?
How can we strengthen our bond & trust?
Discuss the Un-discussable How differently do we view conflict at work?
How can we productively embrace it?
How can we discuss what matters most all the way?
Ask the Earth of each other How can we create further value from meetings?
How can we take our accountability a step higher?
How will we walk the talk?

Recommendation:
Engage your Executive Team in this exercise !
Which Leadership model is safest, for us to thrive through the next crisis?
Required features of Leadership
for our Team
1.
2.
3.
4.
5.
6.
7.
8.

Agility / the 8-Step Process of Successful Change
Source:
http://www.ouricebergismelting.com/html/8step.html
from the book
“Our Iceberg is Melting”
by John Kotter
and Holger Rathgeber

Agility / the 8-Step Process of Successful Change
Source:
http://www.ouricebergismelting.com/html/8step.html
SET THE STAGE
1. Create a Sense of Urgency
Help others see the need for change and the importance of acting immediately
2. Pull Together the Guiding Team
Make sure there is a powerful group guiding the change—one with leadership skills, bias for action,
credibility, communications ability, authority, analytical skills
DECIDE WHAT TO DO
3. Develop the Change Vision and Strategy
Clarify how the future will be different from the past, and how you can make that future a reality
MAKE IT HAPPEN
4. Communicate for Understanding and Buy-in
Make sure as many others as possible understand and accept the vision and the strategy
5. Empower Others to Act
Remove as many barriers as possible so that those who want to make the vision a reality can do so
6. Produce Short-Term Wins
Create some visible, unambiguous successes as soon as possible
7. Don’t Let Up
Press harder and faster after the first successes. Be relentless with instituting change after change until
the vision becomes a reality
MAKE IT STICK
8. Create a New Culture
Hold on to the new ways of behaving, and make sure they succeed, until they become a part of the very
culture of the group

Marshall Goldsmith: « 20 bad habits to stop
to become a more effective leader (1/2) »
= signs of immaturity/lack of self-confidence
1. Winning too much: The need to win at all costs and in all situations _ when
it matters, when it doesn't, and when it's totally beside the point.
2. Adding too much value: The overwhelming desire to add our two cents to
every discussion.
3. Passing judgment: The need to rate others and impose our own standards.
4. Making destructive comments: The needless sarcasms and cutting
remarks that we think make us sound witty.
5. Starting with ''No'', ''But'', or ''However'': The overuse of these negative
qualifiers that secretly says to everyone, ''I'm right. You're wrong.''
6. Telling the world how smart we are: The need to show people we're
smarter than they think we are.
7. Speaking with anger: Using emotional volatility as a management tool.
8. Negativity, or ''Let me explain why that won't work'': Sharing negative
thoughts even when we weren't asked.
9. Withholding information in order to maintain advantage over others.
10. Failing to give proper recognition: The inability to praise and reward.

Marshall Goldsmith: « 20 bad habits to stop
to become a more effective leader (2/2) »
= signs of immaturity/lack of self-confidence
11. Claiming credit we don't deserve: The most annoying way to
overestimate our contribution to any success.
12. Making excuses: Repositioning our annoying behaviour as a permanent
fixture so people excuse us for it.
13. Clinging to the past: The need to deflect blame away from ourselves and
onto events and people from our past.
14. Playing favourites: Failing to see that we are treating someone unfairly.
15. Refusing to express regret: The inability to take responsibility for our
actions, admit we're wrong, or recognise how our actions affect others.
16. Not listening: The most passive-aggressive form of disrespect.
17. Failing to express gratitude: The most basic form of bad manners.
18. Punishing the messenger: The misguided need to attack the innocent who
are usually only trying to help.
19. Passing the buck: The need to blame everyone but ourselves.
20. An excessive need to be ''me'': Exalting our faults as virtues simply
because they're who we are.

Conclusion
“If you can inspire others to dream more, learn more, do more,
and become more, then you are a Leader”.
Quincy J. Adams, 3rd President of the USA
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