Critical Success Levers: 1. Accountability - feeling responsible to deliver on commitment, no matter what 2. Engagement - involvement and enthusiasm about the work and the company 3. Collaboration - effective team-work focused on overall organization's goal

1. Transforming mindsets for effective leadership
Boost Accountability, Engagement and Collaboration
in your teams

2. Jean-Francois Cousin,
ICF Master Certified Coach,
1-2-WIN, held senior
executive positions in Asia
and in Europe for a For tune
500 company.
As a coach, he has served
over 400 executives across
Asia and The Middle-East.
His passion is unleashing
more accountability and
collaboration in the
Organizations he works with.
Dr. Gerrit Pelzer,
Certified Executive Coach,
Vivo Coaching, brings 12
years of senior
management experience in
Europe and Asia to the
table.
As Certified Executive
Coach, he specializes in
leadership development,
cross-cultural leadership
effectiveness, and work-life
balance coaching.
Martin Aldergard,
Partner, ENPEO,
has more than 15 years
experience in employee
communication, development
and corporate transformation,
from Sweden, China, Thailand
and Vietnam.
He is a founding member of
ENPEO, serving large local
organizations and multi-
nationals
in Thailand and regionally

3. GOOD NEWS FIRST! 

4. • Accountability
• Engagement
• Collaboration
Critical Success Levers

5. A Typical Situation
Accountability (feeling responsible to deliver on commitment, no matter what)
Engagement (involvement and enthusiasm about the work and the Company)
Collaboration (effective team-work focused on overall organization’s goals)
58%
56%
54%
65% 65%
57%
40%
50%
60%
70%
80%
90%
100%
Accountability Engagement Collaboration
darker colors: non-managers’ experience
lighter colors: estimate of non-managers’ scores by managers
insignificant
average
complete

6. What ‘kills’ Accountability…
•Employees don’t follow-up consistently on projects until completion
•Employees are afraid to take new initiatives necessary
to meet their goals
•Employees don’t honestly say what they can do and
what they can not do
A

7. What ‘kills’ Engagement
•Bosses don’t spend time to develop subordinates' skills
•Bosses don’t often give feedback to subordinates about what they do
well and what they don’t do so well
•Bosses don’t appreciate if subordinates challenge their ideas
E

8. What ‘kills’ Collaboration
•Managers don’t collaborate well together
•Employees play roles, gossip or play politics
•Employees don’t say it when they don't know or when they make a
mistake
C

9. Eat less & exercise more!
New Year Resolution

10. Beliefs

11. Stress Relief

12. Fuel
&
Building Blocks

13. Belief Behavior Result

14. 1) Among A and B, which is the dominating belief
in your management team?
Mindsets/Beliefs & Behaviors in Your Organization

15. 2) Choose the most enabling and the most limiting beliefs
Manager’s
Belief
Manager’s
Behavior
Results
No initiative from
employees, slow
speed of change
I will try to find others
to blame
Being seen making
mistakes will cause
me troubles
People work more by
themselves; I can
spend more time on
other important tasks
I spend significant time
coaching my people on
the job
When I develop people,
I will reach my targets
faster
Mindsets/Beliefs & Behaviors in Your Organization

16. Choose beliefs you want to guide behaviors in your organization
Change starts with me
as a leader…
… but it does not start
until I do!
Zig Ziglar
Transform leaders’ beliefs & behaviors first

17. Focus on your Biggest Business Challenge

18. 1) Select 3 employee behaviors you want
to see more of in the organization
(choose from cards or define by
yourself)
Start with 1 behavior for Engagement
Then 1 behavior for Accountability
Finally 1 behavior for Collaboration
2) Identify leader’s limiting behaviors
3) Identify leader’s limiting beliefs
Transforming Beliefs & Behaviors in your Organization

19. employees show
stronger sense of
responsibility
• micro managing
• poor delegation
• treating employee
as “a child”
“As managers,
we are like the
father/mother of
our employees”
“We can trust
employees to be
responsible (as
adults)”
• communicate clear
expectations
• delegate &coach
• hold people
accountable

20. “listen more”
1) Not specific enough
Be more specific:
I listen more by:
- not interrupting people
- wait 3 sec. before replying
- repeat to ensure I fully
understand before replying

21. “No Trust”
2) Not an observable
behavior
Formulate into behavior
(what someone is actually doing)
- micro managing
- not sharing information

22. “Biased or
favoritism”
3) Not a belief
Formulate as belief
(what someone is thinking)
- “As manager I know better”
- “People can’t be trusted”
Move Post-It to behaviors
if necessary

23. 4) Identify the leader’s enabling beliefs
which will trigger the leader’s
enabling behaviors
5) Identify the leader’s enabling
behaviors
which will trigger employee’s desired
behaviors
How? When?
With whom?
Where?...
Transforming Beliefs & Behaviors in your Organization

24. Share a few of ‘your best’ mindset/beliefs
and behavior changes…
…and how you will hold yourself accountable
to sustain them
A
E
C
“We now believe {fill in}.
Therefore we will do {fill in}.”
Mindset
shifts
Team Debriefing

25. Individual Take-Aways

26. AEC leadership
ACCOUNTABILITY
ENGAGEMENT
COLLABORATION
What’s next?

27. • Involve Your Leadership-Team
• Find Out Where to Start (on-line AEC survey)
• Set-up for Continuous Journey (discipline)

28. A typical situation (A)
Low scores for
• Employees follow-up consistently on projects until completion
• Employees are not afraid to take new initiatives necessary to meet their goals
• Employees honestly say what they can do and what they can not do
A
55%
68%
53%
64%
53%
57%
68%
74%
62%
68%
43%
71%
40%
50%
60%
70%
80%
90%
100%
Clarity of
Responsibility
Confidence in
capability
Sense of
Responsibility
Results-orientation Honesty Sense of urgency
Non Managers' experience Managers' estimate

29. A typical situation (E)
Low scores for
• My boss spends time to develop subordinates' skills
• My boss often gives me feedback about what I do well and what I don’t do so well
• My boss appreciates if I challenge his / her ideas
E
49%
57%
60%
53%
43%
55%
58%
54%
65%
71%
57%
65% 65%
71%
40%
50%
60%
70%
80%
90%
100%
Involvement Relationship with
manager
Autonomy People
Development
Care from
Company
Trust in Company Pride in Company
Non Managers' experience Managers' estimate

30. A typical situation (C)
Low scores for
• Managers collaborate well together
• Employees don't play roles, gossip or play politics
• Employees say it when they don't know or when they make a mistake
C
49%
61%
50%
56%
63%
55%
48%
54%
56%
63%
42%
55%
70%
56%
53%
59%
40%
50%
60%
70%
80%
90%
100%
Alignment Self-confidence Sincerity Trust in others Care for others Openness to
diversity
Innovation /
creativity
Cooperation
Non Managers' experience Managers' estimate