Don't Manage, Coach! - Marshall Goldsmith
-
date post
17-Oct-2014 -
Category
Business
-
view
4.075 -
download
4
description
Transcript of Don't Manage, Coach! - Marshall Goldsmith
CONFIDENTIAL
Don’t manage. Coach!
presented by
April 26, 2010 2
Dr. Marshall Goldsmith Daniel Debow Rypple co-founder & co-CEO
rypple.com
Executive coach & bestselling author of MOJO: How to Get It, How to Keep It and
How to Get It Back if You Lose It
Visit: MojoTheBook.com
Your host Our guest
Goals • Learn a proven model that you can use to
coach yourself and others. • Be ready to use feedforward. • Understand new applications of peer
coaching. • Discuss MOJO and learn a new approach
to employee engagement.
A proven model for coaching and development
• Ask • Listen • Think • Thank • Respond • Involve • Change • Follow-up
Feedforward • The feedforward exercise • Letting go of the past • Listening to suggestions without
judging • Learning as much as you can • Helping as much as you can • Learning points to help you be a
great coach
Coaching and feedforward • What is your behavior for change? • What did you learn in the
feedforward process? • What are you going to do about it? • Solicit ideas that will help to ensure
‘back on the job’ execution • Repeat the process with your
partner
“Leadership is a Contact Sport”
• Summary impact research • Over 86,000 participants • Eight major corporations • Published in Strategy
+Business
Commonalities • Multi-rater feedback • Feedback consultant • One to three areas for
improvement • Discussion with co-workers • On-going follow up • Custom-designed mini-survey
Table 1
My co-worker did no follow-up
Company A
Company B
Company C
Company D
Company E
Avg Leader
Change in leadership effectiveness
-3 -2 -1 0 1 2 3
Perceived Change
Perc
ent
0
20
40
My co-worker did a little follow-up
Table 2 Company A
Company B
Company C
Company D
Company E
Avg Leader
Change in leadership effectiveness
-3 -2 -1 0 1 2 3
Perceived Change
Perc
ent
0
20
40
Company A
Company B
Company C
Company D
Company E
Avg Leader
My co-worker did some follow-up
Table 3
Change In Leadership Effectiveness
-3 -2 -1 0 1 2 3
Perceived Change
Perc
ent
0
20
40
My co-worker did frequent follow-up
Table 4
Change in leadership effectiveness
Company A
Company B
Company C
Company D
Company E
Avg Leader
-3 -2 -1 0 1 2 3
Perceived Change
Perc
ent
0
20
40
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
Perc
ent
0
20
40
Key learnings
• Follow-up works. • The “program of the year” doesn’t
work. • This process works around the
world. • This process works at home as well
as work.
The ‘daily question’ process
• Writing your questions • Daily follow-up • Ensuring that your daily
behavior is aligned with your values
Publication
• MOJO : How to Get It, How to Keep It and How to Get It Back if You Lose It, Hyperion February 2010 (with Mark Reiter)
• Website: www.MojoTheBook.com
MOJO That positive spirit
toward what you are doing now
that starts from the inside and radiates to the outside
Happiness and meaning
• Defined from the inside not the outside
• Changes constantly as we journey through life
The MOJO Paradox Our default reaction in life:
• …is not to experience happiness
• …is not to experience meaning
• …is to experience inertia
The MOJO Meter
• How happy was I? • How meaningful was this? • By activity or by time • Why it works
• ‘That boring meeting!’
Achieving both personal and professional success
Sacrificing
Surviving Stimulating
Succeeding
Short-Term Gratification
Long
-Ter
m B
enef
it
Sustaining
The MOJO Survey • The only positive correlation with
overall satisfaction at ‘work’ or ‘home’ – comes with increased hours in succeeding.
• Just increasing short-term happiness (stimulating) does not increase overall satisfaction at work or even at home.
The building blocks of MOJO
• Identity • Achievement • Reputation • Acceptance
The identity matrix Future
Self
Past
Other
Programmed Identity
Created Identity
Remembered Identity
Reflected Identity
Achievement
• What I contribute to the activity
• What the activity contributes to me
Professional MOJO What I contribute to the activity • Motivation: I am doing my best to do a
great job. • Understanding: I know what to do and how
to do it. • Ability: I have the skills needed to get the
job done well. • Confidence: I firmly believe that I can do a
great job. • Authenticity: I am genuine when engaging
in this activity. I am fully present.
Personal MOJO What the activity is contributing to me
• Happiness: I find joy in the process of this activity.
• Fulfillment: This activity is meaningful to me. It contributes to a larger good.
• Reward: Succeeding in this activity results in rewards that are important to me.
• Support: I get the support I need to be successful in this activity.
• Optimization: I am thankful for the opportunity to engage in this activity. It is a great use of my time.
Acceptance: two paths toward success
• Changing our world • Changing our self
Keeping what matters in our mind
• The ‘daily question’ process • Our default reaction in life… • The MOJO meter • Increasing happiness and
meaning
Why our MOJO is so important
• To the people that we respect at work
• To the people that we love at home
April 26, 2010 3
To learn how you can make coaching a part of your organization, email us for a
free 30 minute consultation.
presented by