Bring out the best in your people and organization and discover what world-class leaders do differently The 'game' of business has changed, leaders must become game-changers - the easy part of the growth is over - leaders now work in a 'VUCA' environment - collaboration and agility are critical to organizations' success

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www.greatness.coach
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Jean-François Cousin, Speaker, Executive Coach,
serving Clients globally;
former Senior Executive in Asia and Europe
Speaking, coaching and corporate experience Successful Clients
Contact: info@1-2-win.net
• Spoke to hundreds of audiences around the
world on leadership, coaching and
organizational transformation
• Delivered over 10,000 hours of coaching and
team facilitation since Oct ’06
• Author of ‘Game Changers at the Circus:
how leaders can unleash Greatness
in their organization’
• Former Managing Director of a Fortune-500
Company in Thailand (1998-2004)

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Bring out the Best in Your People
and Organization
and discover what world-class
leaders do differently!
by Jean-Francois Cousin,
Tehran, 8th July 2017
www.greatness.coach
Ready for a breath of fresh air?

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How should the Captain have grown the crew’s capability
so that they sail through this storm effectively?

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www.greatness.coach
The big picture and its hard truths
• The easy part of the growth is over
• Leaders now work in a ‘VUCA’
environment
• Collaboration and agility are critical to
organizations’ success
Leaders should role-model and enable collaboration and agility
in their organization.
How can we help?
the ‘game’ of business has changed,
leaders must become game-changers
www.greatness.coach
Our journey today
• Energize
The 10 most simple & effective actions to motivate at 0-cost
• Enable
Improve people capabilities with a few easy coaching skills
• Empower
Accelerate progress & decision-making in your organization

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What is motivating people?
(consistently)
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When the belly is empty,
the body becomes spirit;
and when it is full,
the spirit becomes body.
Saadi Shirazi

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What really motivates people…
Your Company will offer 1,000 $ to employees who meet an additional
performance target… Imagine I am your manager, and I want to motivate you to
put-in the extra effort (and I know you are super busy already).
What should I tell you, to best motivate you?
1.‘Think of how you will spend these 1,000 $: you can buy something you want
right-away, no need to wait any more…’
2.‘Think of the increased security of having 1,000 $ in your bank account for
safety in case of problems…’
3.‘Think of what this 1,000 $ means: the Company recognizes how important
you are to its overall performance, it is its way to acknowledge your
contribution and thank you for it’
Source: “Made to Stick”, Dan and Chip Heath
www.greatness.coach
Which message would appeal most
to YOU personally?
Which message would appeal most to
OTHERS in your opinion?
1
2
3 (self-esteem)
(money)
(security)
1 (money)
2 (security)
3 (self-esteem)
Source: “Made to Stick”, Dan and Chip Heath
Motivate with SELF-ESTEEM
1.‘Think of how you will spend these 1,000 $: you can buy something you
want right-away, no need to wait any more…’
2.‘Think of the increased security of having 1,000 $ in your bank account for
safety in case of problems…’
3.‘Think of what this 1,000 $ means: the Company recognizes how important
you are to its overall performance, it is its way to acknowledge your
contribution and thank you for it’
What really motivates people…

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Your Company wants you to accept a new job that is crucial to its success…
Imagine I am your manager, and I want to motivate you to put-in the extra effort
(because that important job will require even more work from you!).
What should I tell you, to best motivate you?
1.‘Think about how much security this job provides; it is so important that the
Company will always need someone in this position’
2.‘Think about the visibility provided by this job; because the job is so
important, a lot of people will be looking up to you and your performance’
3.‘Think about how rewarding it will be to work in such a central job. It offers a
unique opportunity to learn how the Company really works’
Source: “Made to Stick”, Dan and Chip Heath
What really motivates people…
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Motivate with STRETCHED LEARNING
Source: “Made to Stick”, Dan and Chip Heath
1.‘Think about how much security this job provides; it is so important that the
Company will always need someone in this position’
2.‘Think about the visibility provided by this job; because the job is so
important, a lot of people will be looking up to you and your performance’
3.‘Think about how rewarding it will be to work in such a central job. It offers a
unique opportunity to learn how the Company really works’
Which message would appeal most
to YOU personally?
Which message would appeal most to
OTHERS in your opinion?
1
2
3 (learning)
(security)
(self-esteem)
1 (security)
2 (self-esteem)
3 (learning)
What really motivates people…

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Maslow’s hierarchy of needs
& Herzberg’s motivation-hygiene theory
7 needs which account for most of our behaviors
Help Others
Learning Realize our own potential
Beauty / Harmony
(Self) Esteem Achieve, be competent, gain approval, status
Relationships / Belonging Love, family, friends, affection
Safety / security (=job-security @ work) Protection, stability
Physiological needs (= money @ work)
“Hygiene”
factors
(‘must-have’)
Motivation
drivers
www.greatness.coach
What impacts most on people’s emotions (+/-)
(De) Motivating factors (neuro-science)
Source: “Quiet Leadership” from David Rock
Status (self-esteem)
Certainty (security)
Autonomy / Freedom
Relationships
Fairness / Justice

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Remember one-time in your Life where you felt happiest,
most energized / passionate = motivated …
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Helping others
What was your main Motivation-Driver
at that “time in your Life where you felt happiest
& most energized / passionate = motivated”…?
Status / Self-esteem
Certainty / Security
Autonomy / Freedom
Relationships / Belonging Fairness / Justice
Learning
Beauty / Harmony
Purpose

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Who can ask your help for (almost) anything?
(and you will –try to- provide it for them)
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“People don’t care how much you know…
until they know how much you care.”
Peter Drucker

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Care (and show it!)
Relationships / Belonging Certainty / Security Fairness
Helping
others
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Riccardo Muti Herbert von Karajan
Who got FIRED? Who got RICH & FAMOUS?
1 2

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Riccardo Muti Herbert von Karajan
Who got FIRED? Who got RICH & FAMOUS?
Please vote! 
1 2

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THE Maestro-Superstar: Herbert von Karajan
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Successful leadership in tough times
is a lot about making others shine,
individually and collectively

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Just let go (at calculated risks!)
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Let go (empower)
2
Status / Self-esteem
Autonomy / Freedom Fairness
Learning

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Imagine you are 100 year-old…
A much younger friend asks you advice about
how to lead a great Life…
What would your advice be?
Survey quoted in the book “What got you here won’t get you there” by Marshall Goldsmith
… by the way… are those pieces of advice good for you too, NOW?

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3 pieces of advice from very wise people
The question was asked to 100-year old people…
Their answers were very similar… and could be summed up as:
Survey quoted in the book “What got you here won’t get you there” by Marshall Goldsmith
• «Be HAPPY NOW»
• «Enjoy your time with
FAMILY & FRIENDS»
• «TRY your DREAM»
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Help achieve
something Bold!
3
Helping others
Status / Self-esteem
Autonomy/Freedom
Beauty / Harmony
Relationships/Belonging
Learning

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Who really listens to you? How?
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1. Focus totally (on eyes, tone, words, body-language, emotions) & match/mirror
2. Keep silent -3 seconds minimum- after the speaker finishes his/her sentence,
and never interrupt!
3. Stay neutral (do not express your views)
4. Paraphrase (= repeat what was said with your own words, to prove you listen)
5. Ask clarifying, open-ended questions (e.g. “tell me more”)
6. Summarize (to ensure your understanding)
Then you can give your opinion, and it will be listened to
Basics of ‘facilitative’ listening
Watch: video of a coaching session with facilitative listening
http://www.youtube.com/watch?v=g8QaakmZK2M&feature=related

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1. Focus totally (on eyes, tone, words, body-language, emotions) & match/mirror
2. Keep silent -3 seconds minimum- after the speaker finishes his/her sentence, and
never interrupt!
3. Stay neutral (do not express your views)
4. Paraphrase (= repeat what was said with your own words, to prove you listen)
5. Ask clarifying, open-ended questions (e.g. “tell me more”)
6. Summarize (to insure your understanding)
Exercise with your neighbor / ‘facilitative’ listening
Ask your neighbor:
“how do you feel when someone really listens to you?”
… and practice facilitative listening 
www.greatness.coach
Facilitative listening:
• improves your working relationships, especially with your team
• brings more insight to conversations
• helps people build-up clarity in their thinking
• role-models respect
• generates ownership for ideas, therefore motivation
DO
listen for emotions
DON’T
judge
Benefits of ‘facilitative’ listening

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Listen really
4
Status / Self-esteem
Autonomy
Fairness
Relationships / Belonging
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Think of the best boss you ever had…
What made him/her so great?

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How much of his time was
Jack Welsh coaching his people?
10% 100%
80%
50%
“Success is all about growing others”
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The retaining-power of asking regularly:
« What have you learnt here? »

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Create a Learning
environment
5
Helping
others
Certainty / Security
Fairness
Relationships / Belonging Learning
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An experiment with primary school children…

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A
B
C
D
E
F
G
I believe you can do more, you can do (even) better
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The simplest leadership model: « 3 C »
Challenge
Coach
Build Confidence
3 C
A LEADER...
• Makes key-choices
• Provides vision
• Aligns everyone
• Creates opportunities
• Inspires and motivates
• Builds Confidence
• Challenges and
• Coaches people
Source: Paul B. Thornton, 1999

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Support & Stretch
6
Status / Self-esteem
Autonomy / Freedom Learning

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Your decision…
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Any given Sunday

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Give a choice
Watch : http://keeptheball.wordpress.com/2011/02/10/great-players-understand-time-and-space-%E2%80%93%E2%80%9Cthe-inches-are-all-around-us%E2%80%9D/

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Give a choice
7
Status / Self-esteem Autonomy / Freedom Fairness
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Towards the end of your Life,
what would you like to say about it?

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The power of positive, specific feedback…
• Number One reason why people leave their job?
• Positive feedback only motivates if it is…
• individualized (YOU really did something great)
• with a good reason (and it was great because…)
… because they feel unappreciated
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Tell people
they matter
8
Status / Self-esteem Certainty / Security Fairness / Justice

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3 core human-fears
• Not belong (= be alone)
• Not be loved
• Not be ‘good enough’
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Bring people
Together
9
Helping others
Certainty / Security
Relationships / Belonging

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Build
Pride in the
Organization
10
Status / Self-esteem Autonomy / Freedom Fairness / Justice
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10 most simple & effective daily-management actions
with highest pull on employees’ motivation
• Care (and show it!)
• Listen really
• Let go (empower)
• Help achieve something Bold
• Create a Learning environment
• Support & Stretch
• Give a choice
• Tell people they matter
• Bring people together
• Build Pride in the Organization

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Impact of manager’s appreciation by subordinates
on their engagement at work
60%
40%
80%
Company
average
Department
A
Department
B
Appreciation
of Dept A
Manager
Appreciation
of Dept B
Manager
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Imagine that at work…
You have a caring boss,
You are learning a lot,
You and your colleagues are like a second family,
You can take some initiatives…
Your salary is just at market average;
How much more salary should a company where you don’t know
anybody propose you, to consider quitting your current job?
+35%
1-2-WIN Survey

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www.greatness.coach
Hafiz Shirazi
Bring out the Best in Your People
and Organization
and discover what world-class
leaders do differently!
by Jean-Francois Cousin,
Tehran, 8th July 2017
www.greatness.coach

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www.greatness.coach
Our journey today
• Energize
The 10 most simple & effective actions to motivate at 0-cost
• Enable
Improve people capabilities with a few easy coaching skills
• Empower
Accelerate progress & decision-making in your organization
www.greatness.coach
Jack Welsh was coaching his people 80% of his time
10% 100%
80%
50%
“Success is all about growing others”

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What is Coaching?
A real story
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Coaching increases
self-awareness, growth & confidence
Telling
Coaching
leads to
leads to
Dependence
Confidence & Autonomy

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What is Coaching? … and what it is not
Coaching
=
helping people increase their (self)awareness, set their goals,
think-through the obstacles and find their own solutions,
take action, perform better …
and then… shift towards continuous progress
Focus on: behaviour, performance & satisfaction
Coaching is not transfer of knowledge / on-the-job training
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To make people think better, listen…

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To help people find solutions,
change their level of thinking
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Do you want to have fun?

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Can we experiment together?
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?
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What is your mindset now?

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How can you adjust your mindset
to grow even more today?
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How much thinking did it take?
1. Do you want to have fun?
2. Can we experiment together?
3. What’s your name?
4. How are you feeling today?
5. Why are you here?
6. Who are you?
7. What is your mindset now?
8. How can you adjust your
mindset to grow
even more today?

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A B
What is the best* question
someone ever asked you?
1
Answers 
2
Prepare to share the
question with all
What impact did it
have on your life?
How did it transform
you, as a person?
4
3
6
5
* = question that
lead to new thinking
and new insight
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Change ‘levels of thinking’
Explore the problem from different levels of thinking
Examples of up-lifting questions:
• What is this an example of?
• For what purpose…?
• What is your intention?
• Why?
Examples of specific questions:
• What are examples of this?
• What specifically…?
• How exactly…?

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… and
make questions
more powerful!
• What is it about our working
relationship that you find most
satisfying?
• Why might it be that our
working relationship has had its
ups and downs?
• Are you satisfied with our working
relationship?
• When have you been most
satisfied with our working
relationship?
• Who are we being in our working
relationship that might limit its
effectiveness?
• How can we evolve our way of
being in our working relationship so
it unleashes greater outcomes?
EXAMPLE
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Examples of (more or less) powerful questions
(list to be adjusted / expanded)
• What’s important to you about (your specific situation) and why do you care?
• What draws you/us to this question?
• What is your intention here?
• What’s the deeper purpose (the big “why”) that is really worthy of your best effort?
• What opportunities can you see in (your specific situation)?
• What do you know so far/still need to learn about (your specific situation)?
• What are the dilemmas/opportunities in (your specific situation)?
• What assumptions do we need to test or challenge here in thinking about (your
specific situation)?
• What would someone who had a very different set of beliefs than we do say about
(your specific situation)?
• …

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Examples of (more or less) powerful questions
(list to be adjusted / expanded)
• What is the purpose? What is at stake? What is the bigger picture?
• What are the specific expectations you have from me / my team?
• What resources are available? What help will you provide?
• Which risks / threats / constraints can impact the project?
• What help can you bring to others? What support are you committing to deliver?
• What can you change in your behavior, so others adjust theirs?
• Who are you being that others react to what you do the way they do?
• What are the most important deliverables, in order of priority?
• What realistic dead-lines can we fix for each deliverables?
• How will we hold each other accountable for delivery?
• …
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1. Ask a subordinateto list important tasks/objectives he/she has to work on
2. Ask him/her to rate his/her ability to deliver (on a scale from = very poor, to =excellent)
3. Ask him/her to rate his/her motivation to deliver (on a scale from =very low, to =very strong)
4. Discuss what tasks/objectives it makes best sense to focus coaching on
(for example: high ability + low motivation)
A simple tool to develop your people in 1-on-1 meetings
1
2
3
4
5
Tasks / Objectives
Task / objective 1
Task / objective 2
Task / objective 3
Task / objective 4
Task / objective 5
Ability Motivation

 
  
  
  
  
 

 
  
Ability
Motivation
     






1
2
3
3
5
NB: a possible refinement of this tool: dimension the diameter of tasks/objectives on the chart in proportion to their importance

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Ask coaching-style questions
in 1-on-1 business-review meetings
• Can you please summarize what’s going on?
• What are your priorities at the moment?
• What is going well?
• What do you want to improve?
• How can I help you?
• What feedback do you have for me?
Executive summary
Priorities
Lessons from successes
Problem solving
Support needed
Other opportunities
EXAMPLE
Source: Marshall Goldsmith in ‘What got you here won’t get you there’
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Vision /
Purpose Mindset &
Attitude
Strengths
(skills &
knowledge)
Discipline &
Courage
Development
needs
Work
environment
Supporting
resources
A practical & simple tool: the ‘Career-Success Tree’

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Our journey today
• Energize
The 10 most simple & effective actions to motivate at 0-cost
• Enable
Improve people capabilities with a few easy coaching skills
• Empower
Accelerate progress & decision-making in your organization
www.greatness.coach

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Raising Agility and Collaboration
• Unhealthy levels of self-esteem
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Signs of unhealthy levels of self-esteem
Arrogance / fake superiority
Self-limiting beliefs
Black-and-white judgments or/and
‘playing the smartest guy in the room’
Fear of mistakes / perfectionism / micro-management
Change resistance
Sticking to the comfort-zone of managing silos

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Raising Agility and Collaboration
• Unhealthy levels of self-esteem
• Risk and mistake avoidance,
discomfort with uncertainty
• Directive management lowering
accountability and engagement
levels
• Lack of collaboration between
departments
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Rescuer
Victim Aggressor
Responsible
Adult

Move out of the “Victim – Aggressor – Rescuer” triangle
Act as the ‘Responsible Adult’

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Child
Parent
Adult
Choose “adult to adult” behaviors
Child
Parent
Adult
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Keys to accelerate progress & decision-making
• Develop leaders at all levels
• Remove fear of mistake

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Fear is the cheapest room
in the house.
I would like to see you
living in better conditions.
Hafiz Shirazi
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Keys to accelerate progress & decision-making
• Develop leaders at all levels
• Remove fear of mistake
• Cascade down decisions at lowest level
possible

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SELF LEADERSHIP
You and your People… Rarely Usually Always
Are sincere, humble, and trustworthy
Share ideas and propose initiatives
Dare to experiment, within reason, and
learn from mistake
Jump in to solve problems
Embrace change out of their comfort zone
Develop new skills
Deliver on promises, without excuse
Sub-totals (A) (B)
Overall Total = (A) + 2 x (B) / 14
Talking points with Leaders:
employees’ self-leadership in the organization
http://www.greatness.coach/wp-content/uploads/2015/06/ASSESSMENT-book-GAME-CHANGERS-at-the-Circus.pdf
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RELATIONAL LEADERSHIP
You and your People… Rarely Usually Always
Communicate with authenticity
Reach out to others
Seek others’ ideas and feedback
Listen for value in what others say
Care for and support others
Help others grow and play at their best
Trust and empower others, within reason
Sub-totals (A) (B)
Overall Total = (A) + 2 x (B) / 14
http://www.greatness.coach/wp-content/uploads/2015/06/ASSESSMENT-book-GAME-CHANGERS-at-the-Circus.pdf
Talking points with Leaders:
relationships productivity in the organization

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From productive relationships to
collaborative engagement
Productive
relationships
Team aligned on
the Vision and
‘way of working’
Team-members
help each other
play at the best
Collaborative
engagement
Authenticity,
humility and
vulnerability
TEAM LEADERSHIP
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TEAM LEADERSHIP
Team members across your Organization… Rarely Usually Always
Maintain clarity on roles and
responsibilities
Define and play by the team’s rules
Agree on the organization’s Vision
Prioritize team goals vs. personal goals
Speak frankly with each other
Trust each other
Discuss the real problems together,
even when it is uncomfortable
Sub-totals (A) (B)
Overall Total = (A) + 2 x (B) / 14
http://www.greatness.coach/wp-content/uploads/2015/06/ASSESSMENT-book-GAME-CHANGERS-at-the-Circus.pdf
Talking points with Leaders:
collaborative engagement within teams

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From collaborative engagement
to high performance, agile culture
Productive
relationships
Spread supportive
beliefs & behaviors
Enhance
organizational agility
Authenticity,
humility and
vulnerability
Collaborative
engagement
High performance
Culture
ORGANIZATIONAL LEADERSHIP
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ORGANIZATIONAL LEADERSHIP
Your People… Rarely Usually Always
Are aligned with, motivated by, and proud
about the Vision
Share supportive beliefs and behaviors
Grow their self-esteem and authenticity
Have a bias for diversity of ideas
Continuously raise the bar for performance
Nurture healthy work practices
Maintain productive collaboration across
departments
Sub-totals (A) (B)
Overall Total = (A) + 2 x (B) / 14
http://www.greatness.coach/wp-content/uploads/2015/06/ASSESSMENT-book-GAME-CHANGERS-at-the-Circus.pdf
Talking points with Leaders:
collaboration and agility in the organization

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Stepsto master LeadershipLevels Outcome Rewards
1. Self Leadership
 Self awareness
 Self acceptance
 Personal growth
 Self confidence
Leaders ‘drop the mask’ and
become authentic and vulnerable;
they bring out the best in
themselves
Employees follow such leaders with
sincerity and energy
2. Relational Leadership
 Openness
 Helping others grow
Leaders ‘lift others up’ and bring
out the best in others
Relationships become more productive;
leaders groom leaders at all levels
3. Team Leadership
 Choose as a team a ‘Great Way
forward’ towards high performance
 Decide how the team will ‘play
together’ to change the game and
get there
Teams ‘get their acts together’ and
bring out their best collective
performance
Collaborative engagement soars
4. Organizational Leadership
 Inspire employees to adopt beliefs
and behaviours that support
progress towards high performance
 Enhance organizational agility
ruthlessly
A Culture of Greatness and high
performance is established within
the organization
Employees are highly engaged, and
accountable;
bolder and more profitable growth
strategies;
greater contribution to society.
The 4 levels of leadership necessary to create
high performing teams and corporate culture
www.greatness.coach
Self-Leadership
Relational
Leadership
Team
Leadership
Organizational
Leadership
4 steps towards High Performance
through Collaboration
and Agility
Team
Leadership
Organizational
Leadership

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TODAY?
Greatness Leadership Coaching
www.greatness.coach
Look at your neighbor… and say
what strength or quality you see in her/him

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www.greatness.coach
Look at your neighbor… and say
what strength or quality you see in her/him
www.greatness.coach
Available on www.amazon.com (paperback and kindle / ebook versions)

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www.greatness.coach
Think of the ripple-effects
of your learning today…
Copyright © 2017, www.greatness.coach all rights reserved
www.greatness.coach
A man is insensible to the
relish of prosperity till he
has tasted adversity.
Have patience.
All things are difficult
before they become easy.
Saadi Shirazi

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Thank You for your energy
and contribution!
info@1-2-win.net

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Greatness Leadership Coaching
Jean-Francois Cousin
@JF_Cousin
Website: www.greatness.coach
email: info@1-2-win.net
www.greatness.coach http://www.greatness.coach/book

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www.greatness.coach
http://www.greatness.coach/book
www.greatness.coach
http://www.greatness.coach/book
Resource
(click on picture for access)
On Amazon: https://www.amazon.com/Game-Changers-Circus-Greatness-
Organizations/dp/981095655X/ref=tmm_pap_swatch_0?_encoding=UTF8&qid=1446086545&sr=1-1

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www.greatness.coach
Resource
(click on picture for a preview)
Available on Amazon (paperback and ebook)
www.greatness.coach
Praise for the Book
“Game Changers at the Circus is a unique and charming story with important lessons for every leader. Jean-François Cousin’s creative energy
springs from every page. Read this book and make a positive difference in your organization!”
– Ken Blanchard, co-author of The New One Minute Manager® and Leading at a Higher Level
“Enjoyableand compelling, this timely fable and its lessons read like a novel but serves as an
important business manual. With wisdom and context from a long and successful business career, Jean-François Cousin has painted a vivid picture
of how to enact change effectively,with page after page of insight!”
– Marshall Goldsmith, a Thinkers50 Top Ten Global Business Thinker and top ranked executive coach, author of the NYT bestseller, What Got
You Here Won’t Get You There
“Many organizations struggle to build a high-performance culture. Sometimes leaders can’t get aligned. Sometimes they disagree about what is
most important. Let’s face it—sometimes it seems like a circus! Jean-François Cousin’s new book, Game Changers at the Circus, offers a powerful
approach to change all that. Packed with easy-to-apply principles and practical action steps, this book will help you and your team achieve new
levelsof passion, productivity,and performance.”
– Ron Kaufman, New York Times bestselling author of UPLIFTING SERVICE: The Proven Path to Delighting Your Customers, Colleagues, and
Everyone Else You Meet

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Greatness
Leadership
Coaching