NASSCOM Dr. Marshall Goldsmith [email_address] www.MarshallGoldsmith.com Helping Successful Leaders  Get Even Better!
Teaching leaders what to   STOP <ul><li>“ We spend a lot of time helping leaders learn  what to do,  we don’t spend enough...
Goals <ul><li>Be ready to use ‘what to stop’ as a leadership development and coaching tool. </li></ul><ul><li>Practice and...
Classic challenges of successful leaders <ul><li>Winning too much </li></ul><ul><li>Adding too much value </li></ul>
What percent of all interpersonal communication time is spent on: <ul><li>A. Someone talking about how smart, special or w...
Using  small  amounts of money to create  large  changes in behavior <ul><li>No, but, however </li></ul><ul><li>Destructiv...
Learning from a great leader – it is all about them <ul><li>A case study of coaching failure </li></ul><ul><li>A case stud...
Coaching practice <ul><li>What is the  one  behavioral change that will make the biggest positive difference for you? </li...
Feed forward <ul><li>The  feed forward  exercise </li></ul><ul><li>Letting go  of the past </li></ul><ul><li>Listening  to...
Developing yourself as a leader and partner <ul><li>ASK </li></ul><ul><li>LISTEN </li></ul><ul><li>THINK </li></ul><ul><li...
“ Leadership is a  Contact Sport” <ul><li>Summary impact research  </li></ul><ul><li>Over 86,000 participants </li></ul><u...
The eight corporations <ul><li>Aerospace / defense </li></ul><ul><li>Financial services </li></ul><ul><li>Electronic manuf...
Commonalities <ul><li>Multi-rater feedback </li></ul><ul><li>Feedback consultant </li></ul><ul><li>One to three areas for ...
Change in  leadership effectiveness Table 1 My co-worker did  no  follow-up Company A Company B Company C Company D Compan...
Change in  leadership effectiveness My co-worker did  a little  follow-up Table 2 Company A Company B Company C Company D ...
Change In  Leadership Effectiveness My co-worker did  some  follow-up Table 3 Company A Company B Company C Company D Comp...
Change in  leadership effectiveness My co-worker did  frequent  follow-up Table 4 Company A Company B Company C Company D ...
Change in  leadership effectiveness My co-worker did  consistent/periodic  follow-up Table 5 Company A Company B Company C...
Key learnings <ul><li>Follow-up works. </li></ul><ul><li>The “program of the year” doesn’t work. </li></ul><ul><li>This pr...
Determining what is really important for  you  to change <ul><li>As a person </li></ul><ul><li>As a professional </li></ul>
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NILF2012_Session1_Marshall Goldsmith, Executive Coach & Author

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NILF2012_Session1_Marshall Goldsmith, Executive Coach & Author

  1. 1. NASSCOM Dr. Marshall Goldsmith [email_address] www.MarshallGoldsmith.com Helping Successful Leaders Get Even Better!
  2. 2. Teaching leaders what to STOP <ul><li>“ We spend a lot of time helping leaders learn what to do, we don’t spend enough time helping leaders learn what to stop .” </li></ul><ul><li>Peter Drucker </li></ul>
  3. 3. Goals <ul><li>Be ready to use ‘what to stop’ as a leadership development and coaching tool. </li></ul><ul><li>Practice and be ready to use feed forward . </li></ul><ul><li>Learn a proven model that you can use to develop yourself – as both a leader and partner – and coach others. </li></ul>
  4. 4. Classic challenges of successful leaders <ul><li>Winning too much </li></ul><ul><li>Adding too much value </li></ul>
  5. 5. What percent of all interpersonal communication time is spent on: <ul><li>A. Someone talking about how smart, special or wonderful they are (or listening to this)? </li></ul><ul><li>PLUS </li></ul><ul><li>B. Someone talking about how stupid, inept or bad someone else is (or listening to this)? </li></ul>
  6. 6. Using small amounts of money to create large changes in behavior <ul><li>No, but, however </li></ul><ul><li>Destructive comments </li></ul>
  7. 7. Learning from a great leader – it is all about them <ul><li>A case study of coaching failure </li></ul><ul><li>A case study of coaching success </li></ul><ul><li>Why the coaching client needs to take personal responsibility for change </li></ul><ul><li>Applying the same logic to developing yourself as a leader </li></ul>
  8. 8. Coaching practice <ul><li>What is the one behavioral change that will make the biggest positive difference for you? </li></ul><ul><li>Why will it make a positive difference? </li></ul><ul><li>Repeat the process with your partner </li></ul>
  9. 9. Feed forward <ul><li>The feed forward exercise </li></ul><ul><li>Letting go of the past </li></ul><ul><li>Listening to suggestions without judging </li></ul><ul><li>Learning as much as you can </li></ul><ul><li>Helping as much as you can </li></ul><ul><li>Learning points to help you be a great coach </li></ul>
  10. 10. Developing yourself as a leader and partner <ul><li>ASK </li></ul><ul><li>LISTEN </li></ul><ul><li>THINK </li></ul><ul><li>THANK </li></ul><ul><li>RESPOND </li></ul><ul><li>INVOLVE </li></ul><ul><li>CHANGE </li></ul><ul><li>FOLLOW-UP </li></ul>
  11. 11. “ Leadership is a Contact Sport” <ul><li>Summary impact research </li></ul><ul><li>Over 86,000 participants </li></ul><ul><li>Eight major corporations </li></ul><ul><li>Recognized as one of the nine most outstanding articles ever published in Strategy+Business </li></ul>
  12. 12. The eight corporations <ul><li>Aerospace / defense </li></ul><ul><li>Financial services </li></ul><ul><li>Electronic manufacturing </li></ul><ul><li>Diversified services </li></ul><ul><li>Media </li></ul><ul><li>Telecommunications </li></ul><ul><li>Pharmaceutical / healthcare </li></ul><ul><li>High-tech manufacturing </li></ul>
  13. 13. Commonalities <ul><li>Multi-rater feedback </li></ul><ul><li>Feedback consultant </li></ul><ul><li>One to three areas for improvement </li></ul><ul><li>Discussion with co-workers </li></ul><ul><li>On-going follow up </li></ul><ul><li>Custom-designed mini-survey </li></ul>
  14. 14. Change in leadership effectiveness Table 1 My co-worker did no follow-up Company A Company B Company C Company D Company E Avg Leader -3 -2 -1 0 1 2 3 Perceived Change Percent 0 20 40
  15. 15. Change in leadership effectiveness My co-worker did a little follow-up Table 2 Company A Company B Company C Company D Company E Avg Leader -3 -2 -1 0 1 2 3 Perceived Change Percent 0 20 40
  16. 16. Change In Leadership Effectiveness My co-worker did some follow-up Table 3 Company A Company B Company C Company D Company E Avg Leader -3 -2 -1 0 1 2 3 Perceived Change Percent 0 20 40
  17. 17. Change in leadership effectiveness My co-worker did frequent follow-up Table 4 Company A Company B Company C Company D Company E Avg Leader -3 -2 -1 0 1 2 3 Perceived Change Percent 0 20 40
  18. 18. Change in leadership effectiveness My co-worker did consistent/periodic follow-up Table 5 Company A Company B Company C Company D Company E Avg Leader -3 -2 -1 0 1 2 3 Perceived Change Percent 0 20 40
  19. 19. Key learnings <ul><li>Follow-up works. </li></ul><ul><li>The “program of the year” doesn’t work. </li></ul><ul><li>This process works around the world. </li></ul><ul><li>Many leadership development programs measure the wrong things! </li></ul><ul><li>This process works at home as well as work. </li></ul><ul><li>There is no reason that internal coaches cannot be as effective – or even more effective – than external coaches! </li></ul>
  20. 20. Determining what is really important for you to change <ul><li>As a person </li></ul><ul><li>As a professional </li></ul>

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