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Transcript of Leading Leaders
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Leading Leaders: The Art & Science of Boosting ROP
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2010 ThomasZweifel.com
Leading LeadersThe Art & Science
of Boosting Return on People (ROP)
Thomas D. Zweifel, Ph.D.
2010 Thomas D. ZweifelAll rights reserved, including the right of reproduction in whole or in part in any form.
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As for the best leaders, the people do not notice their existence.The next best leaders, the people admire.
The next, the people fear, and the next the people hate.But when the best leader's work is done,
the people say, "We did it ourselves".
Lao Tzu, 6th century BCE
Dedication
To Rani and the one million women in Indiaelected to panchayats (village governing councils)
in what is perhaps the greatest social experiment in history,
summoned to lead without knowing how to;marshalling more courageand leadership every day
than you and I might summon in a year.
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Table of Contents
Preface 4
Acknowledgments 7
Chapter 1 Leadership-In-Action: A Lab 10
Chapter 2 What Is Leadership (to You)? 13
Chapter 3 What Would Churchill Say? 16
Chapter 4 ROP = Return on People 24
Chapter 5 Coaching: Fad or Future? 28
Chapter 6 The Education of a Leader 34
Chapter 7 What Coaching is Not 39
Further Reading 42
The Author 44
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Preface
The important thing is this:to be able at any moment
to sacrifice what we arefor what we could become.
Charles DuBois
Leading Leaders is for three kinds of people: those who dream of a mission,
an adventure, a possibility larger than themselves, and who need a whole new
level of leadership from the people around them; those who are ready to take a
risk that only few dare; and those who are open to exploring what it means to be
a leader in the new century. If you are one of the following, this book is for you:
Board members and senior managers who need to master the art of
herding cats, i.e. managing knowledge workers
Global managers who need to lead multi-cultural teams and get results
across cultures
Team leaders who need to mobilize their colleagues for superior
performance
Young, dynamic managers who aspire to lead others
Government officials who need to mobilize for change in a bureaucratic
environment
Leaders of non-governmental organizations (NGOs) who need to deliver
program resultswith dwindling government support
Women and men in emerging countries who are ready to don the mantle
of leadership
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in short, if you are someone who wants to lead leaders for an accomplishment
larger than yourself, welcome to the club.
Leading Leaders makes the case that (a) coaching is an indispensible
competence for 21st-century managers; (b) coaching, if done right, greatly
enhances sustainable performance; (c) coaching, if done wrong, can backfire and
do great harm to the human capital pool of organizations; and (d) coaching is not
just a new fad or method to squeeze more out of people, but a mission to unleash
the human spirit and build a new human being.
After coaching hundreds of entrepreneurs and Fortune 500 executives
from Amex to Unilever, from GE to Google, I can say it without reservation: The
Leading Leaders approach works brilliantly for managing performanceor rather,
for unleashing leaders to produce performance breakthroughs. And with the
great management theorist Peter Drucker, I assert that all organizations, from
firms to governments, from churches to the military, face essentially the same
challenge: to meet organizational objectives through people. My clients in all
sectorscorporate, government, nonprofit, educational, militaryhave
invariably used this methodology to call forth leaders with top performance. So
it is time to make available the secrets I have picked up from people like Nelson
Mandela, from CEOs and business leaders, but also from people in the slums of
Mumbai or the bidonvilles of Port-au-Prince. And it is my hope that this book
contributes to a more scientific and systematicin a word, a more Swiss
understanding of how to (and how not to) go about leading leaders.
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Speaking of Swiss: As many doubtless know, my last name Zweifel is
German for doubt or skepticism. You may be wondering why someone
named Doubt, or worse, Doubting Thomas, would write a book on
leadership, since leaders are supposed to brim with confidence and not be
haunted by nagging doubt. But perhaps an integral element of leadership is to
doubt, question, be skeptical, and not accept things at face value. The physicist
and Nobel laureate Richard Feynman argued that without doubt, there is no
innovation. The Spanish philosopher George Santayana said that Skepticism is
the chastity of the intellect and it is shameful to surrender it too soon or to the
first comer; there is nobility in preserving it coolly and proudly through long
youth, until at last, in the ripeness of instinct and discretion, it can be safely
exchanged for fidelity and happiness. Maybe leadership is based on facing your
doubts and acting nevertheless, as expressed by Arnold Schnberg, who
famously said that courage is not the absence of fear, but action with or despite
fear.
Speaking of fear: Did you know that typical politicians spend up to 90
percent of their time anxiously preventing others from unseating them, and as
little as 10 percent working for the social good they have been elected to serve?
Therefore, a disclaimer: Do not use this book for harmful purposes. Ask yourself
whether your undertaking will uplift people in some way. Unless that intention
is part of your endeavor, rethink your enterprise. Much misguided leadership
has done much harm; too many times, leaders have abused their power to cause
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damage. If you have any plans to continue this tradition, I ask you to give the
book to someone else. As Gandhi said over sixty years ago, Ask yourself
whether the deed you contemplate will be of any use to someone. In other
words, will it free the millions of people from poverty The question is this: at
the end of your life, what will you say about your life? What will be written on
your tombstone? Will you look back upon a life of going through the motions, or
upon a life of meaning, service and contribution?
Whatever your aspirations, may Leading Leaders give you an appetite for
leading leaders as a life-long questthe commitment to revealing the very best
in people. May it encourage you to integrate the coaching paradigm in your
organizational culture asat least in the medium and long termthe highest-
leverage investment in the organizations bottom line.
TDZ, New York City & Zurich, November 2010
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Acknowledgments
I am grateful to so many people who directly or indirectly, knowingly or
not, contributed to who I am and what I do, and therefore to this book. Here are
only a few outstanding examples:
The people who trained me in leading leaders way back in the 1980s
before the term coaching was even in use outside of sportsand who gave me
a mission larger than myself and a global playing field: Joan Holmes, Jay
Greenspan, Lawrence Flynn and Linda Howard.
My clientsincluding 30+ Fortune 500 companies from Amex to Google
to Unilever, government agencies from the U.S. State Department to the
government of Kazakhstan, nonprofits from Haiti to the UN Development
Programme, and armed services from the U.S. Military Academy at West Point
to the U.S. Air Force Academywho demonstrate the validity of the coaching
approach in their work.
Vistage/TEC, Brooks International Speakers Bureau, International
Speakers Bureau, and European Speakers Academy, who make my keynotes and
workshops available. Our workshop participants who helped me refine the
coaching concepts, and my leadership students at Columbia University, St.
Gallen University, and other schools in the United States, Australia, Israel, and
Switzerland who use coaching to make the maximum difference in their
positions of power.
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Swiss Consulting Group coaches and advisors on the cutting edge of
unleashing the human spirit: Carlos Acevedo, Art Gutch, Mitch Harris, Joe
LeBoeuf, Richard Murray, Richard Radu, Tapas Sen, Nicholas Wolfson, Yoram
Wurmser and Jan Yager in the Americas; Tony Bchle, Mick Crews, Franois
Knuchel, Dalila Schnfeld, Peter Spang, Guido Spichty, Klaas van der Horst,
Johannes van de Ven and Poriya Vaudecrane in Europe; Sinan Arslaner, Askar
Kereyev, Nathan Levy and Tal Ronen in Asia; Glenn Hankinson and Peg
Thatcher in Australia. They show me that I dont own the truth.
Philippe Baeriswyl, my fearless and indefatigable colleague who makes
whats possible actionable. Our licensees Jean-Guy Perraud of Hexalto, Frank
Clemente and Stephen Campitelli of Total Systems Education, and their
colleagues; and all certified Swiss Consulting Group workshop leaders and
coaches, who infuse our approach with their own unique humanity and bring
our work to more people than I could imagine.
My parents Eva and Heinz Wicki-Schnberg, for believing in me; and
above all Gabrielle, Tina and Hannah, for giving me life and a future to live for.
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Chapter 1
Leadership-In-Action. A Lab
People are always blaming their circumstances for what they are.I don't believe in circumstances.
The people who get on in this world are the peoplewho get up and look for the circumstances they want,
and, if they can't find them, make them.George Bernard Shaw
If you think that this book will make something happen, you are dead
wrong. Books rarely accomplish anything. People do, and they may or may not
achieve results out of reading a book. It depends on taking action. You are going
to have to go out into the market, into the battlefield, and actually live life. This
bookany bookcan only offer a framework for thinking before and between
actions. It works best if you approach it with a specific project, relationship, or
enterprise in mind. As my doctoral advisor Adam Przeworski liked to say,
theories are not to be believed; theories are to be used. If you dont apply this
book, it might be interesting, instructive, clever; but it will remain theoreticalit
will not truly affect things.
In my leadership courses, I ask students at the start of each semester to
come up with a leadership breakthrough project that is a real stretch
unpredictable, visionary, but also measurable. Many of them create highly
original projects. One woman took on a project to build an e-commerce platform
for her Pashmina family business; another built a movie company in India; a man
set out to launch a Brazilian restaurant in Harlem; another created a
development project for children in his native Rwanda; another to build an
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Internet-based storage business in Switzerland. I am asking you to do the same.
Take a few minutes right now and think of something you really wantan
objective that you cannot achieve alone but that calls you to lead others.
Readers often skip over these types of labs. But perhaps you find it in
yourself to invest a few minutes in answering these questions. What if this small
investment of your time led you to a new future?
Lab: Leadership-In-Action.
What one-year objective is so vast that it would force you to lead not followers
but leaders? (Tip: be specific, and include many people in your objective.)
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
What is missing in your leadership to meet this objective?
________________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
What blockages (in and around you) must you transcend to meet the objective?
_______________________________________________________________________
_____________________________________________________________________
_______________________________________________________________________
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What recurring, chronic issue(s) do you face vis--vis your colleagues, customers
or suppliers worldwide?
_____________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
What opportunities (i.e. activities that already point to your desired future today)
could you take advantage of to meet the objective?
_____________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
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Chapter 2
What Is Leadership (to You)?
You see, one thing is,I can live with doubt and uncertainty and not knowing.
I think it's much more interesting to live not knowingthan to have answers which might be wrong.
Richard Feynman, Nobel Laureate for Physics
Be warned: Leadership is not neat, and its not something you can simply
tick off on a checklist. Its a messy affair, usually uncomfortable, often chaotic
and always uncertain, especially when you deal with making and managing
change. I dont recommend being a leaderunless of course you go with
Theodore Roosevelt, who said:
It is not the critic who counts: not the man who points out how thestrong man stumbles or where the doer of deeds could have done better.The credit belongs to the man who is actually in the arena, whose face ismarred by dust and sweat and blood, who strives valiantly, who errsand comes up short again and again, because there is no effort withouterror or shortcoming, but who knows the great enthusiasms, the greatdevotions, who spends himself for a worthy cause; who, at the best,
knows, in the end, the triumph of high achievement, and who, at theworst, if he fails, at least he fails while daring greatly, so that his placeshall never be with those cold and timid souls who knew neither victorynor defeat.1
It should not come as a surprise, then, that there is no universal, unified
definition of leadership (and those leadership books that claim there is usually
fail to provide access to leadership). Leadership has diverse meanings in
different cultures, and most of them are misleading myths. For example, in our
male-dominated culture that has prevailed for several thousand years, many
people associate leadership with forceful, assertive, competitive, even
overbearing behavior, or with top-down command and control.
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In German-speaking cultures, the word leadership would be literally
translated as Fhrerschaft, still not a word most German-speakers use lightly less
than seven decades after the Nazi terror. To avoid this heavy baggage, some
German-speakers translate leadership as Handlungskompetenz (action
competence), which does not even come close to the essence of leadership.
Others avoid the issue by simply using the English term, which leaves the notion
of leadership in a fog of mystery.
And Germans are not alone. Jewish scholars do not approve of lordship,
because no mortal can lord over another. Rabbi Johanan reportedly said,
Woe to leadership, for it buries those who possess it.2 Both in Sweden and
Japan, leadership is a much lower priority than building consensus. In Britain,
there is a degree of skepticism in the U.K. toward anyone who wants to lead,
and a belief in the inspired amateur which discourages people from having
leadership roles, according to the director-general of the Institute of Directors in
Britain. This reluctance is reinforced by the British view that it is unseemly to
blow your own horn. In the former Eastern Bloc countries, there is a marked
reluctance to lead and take initiative, since the omnipotent state has taken charge
of peoples lives for so many years.
In the U.S. culture, the term leadership is used just about for anything that
can be marketed and makes it sound better, from leadership leases to
leadership donors to the Democratic Leadership Council. As we could see
again in the most recent U.S. elections, Americans are often caught in the myth of
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the faultless leader. We like to believe in Camelot, the white knight who saves
us from the mundane. If our leaders are not super-human in character, we soon
discredit and discard them.
There are countless definitions of leadership, but such definitions are of
limited utility. I urge you to come up with your own criteria as you launch and
implement your own leadership challenge. Leadership is an intensely individual
endeavor that depends on your personal talents, situation, opportunities, and
cultural background. For example, most participants in my leadership
workshops come up with Hitler as an example of a bad leader who led through
intimidation and destruction; but in India, some people came up with Hitler as
an example of great leadership. Why? Because from the vantage point of pre-
independence India, he was seen as a liberator from the real enemythe British
empire.
Even if one unified definition of leadership were to exist, I would ask you
to invent your own unique expression. (Some of my clients keep a list of the
leadership characteristics they want and those they dont want.) As the 18th-
century Rabbi Zusya said, In the world to come, I shall not be asked, Why were
you not Moses? I shall be asked, Why were you not Zusya? Your job is not to
be like any other leader who came before you. That leader already did his or her
job. Your job is to reveal your own life purpose and then fulfill that purpose with
all your might.
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Chapter 3
What Would Churchill Say?
Twentieth-century politics,dominated by the rise of totalitarian movements,
[was] the most ambitious attempt in humankind's historyto establish total control over
both the internal and external conditionof the human being itself.
... The failure of the totalitarian experiments coincided withthe awakening of humankind on a truly global scale.
Zbigniew Brzezinski
A quiet and little-noticed revolution is underfoot. Extraordinary leaders
towering figures like Winston Churchill or Mahatma Gandhi, John F. Kennedy or
Martin Luther King, Jr., who seemed larger than life and single-handedly altered
the course of historyhave become a vanishing breed. The time when a few
great leaders guided affairs with a firm hand is coming to an end. Reality has
become such a complex jungle that no single leader, no matter how great, can cut
through the thicket alone.
The old leadership model is bankrupt. Why? Because a transformed
leadership landscapeglobalization and democratization, flattening
organizational hierarchies and virtual teams, outsourcing and offshoring, the
Internet and ubiquitous mediamakes leading a greater challenge than ever.
Even the twentieth centurys greatest leaders, were they alive today, might have
a hard time at the helm in the twenty-first. Since Winston Churchill, for one,
wrote most of his speeches on at least a slight buzz of champagne, he would be
all over YouTube today for his battle with the bottle.
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Three basic changes have altered the landscape of leadership. The first is
democracy. Churchill was famous for saying that the higher you rise, the more
clearly you see the big picture of vision and strategy. (He also said, presciently,
that the higher the ape climbs, the more you can see of his bottom.) But is that
still true today, when the receptionist or the front-line salesperson interface with
customers every day, and likely have at least as much insight into customers and
markets as do top managers and board members? As firms flatten, essential
intelligence is now bound to lie at the organizations bottom and periphery
where the company meets the customer. Even the U.S. military recognizes that
soldiers on the ground in Sadr City or pilots in Bagram Airbase have at least as
much access to local strategic intelligence as do commanders at headquarters and
must take part in strategic decision-making. In uncertain environments, top-
down leadership is about as reliable as playing Russian roulette.
The good news is that leadership is no longer confined to the realm of the
select few. Throughout history, leadership was scarce. Now it is a public good.
As democracy sweeps our planet, millions of people are being thrust into
leadership positions for the first time. While many countries are still
authoritarian, close to forty nations have become democracies since 1974 alone.
This wave of democratization has given rise to emerging leaders everywherein
government, business, and other organizations. Take just one example: In an
unprecedented social experiment, India recently passed a new law. For
thousands of years the roughly 200,000 villages across the subcontinent were
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ruled by local councils (panchayats), and 98 percent of the council leaders had
been elderly men. But the government in Delhi put an end to all that. The new
law says that one-third ofpanchayat leaders must be women. This has led to the
groundbreaking fact that, in the last election, one million women leaders were
elected as village representatives.
And democracy is not happening in politics alone. Google and Wikipedia
have put knowledge at peoples fingertips with the click of a mouse. Skype and
Facebook connect them across the world for free or next to nothing. In the
twentieth century, consumers chose among a few TV channels and magazines;
by 2007 there were 70 million blogs on the World Wide Web. MySpace and
YouTube, where 65,000 videos are posted daily, democratize entertainment and
give anyone a shot at being a musician or movie director.
Thanks to Macs and Web 2.0, you too can be an industrial designer in the
new design democracy. So-called lead users are often on the forefront of
innovation and product development, from software to high-performance
windsurfing equipment. Patients have stopped blindly trusting their doctors and
instead demand answers and choicesomething unthinkable a generation ago,
when doctors were thought to be omniscient demigods whose judgment no one
dared question.
In business, companies are flattening as the hierarchical model of
organization is called into question. In the new knowledge-based organization,
change cannot be planned or implemented by small numbers of top executives or
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change agents. All employees must have leadership skills; no one is exempt from
leading. So our inability to find extraordinary leaders like Churchill today is not
because leadership is vanishing. Quite the contrary: Leadership is flourishing
like never before.
The second basic change is, of course, globalization. For much of history,
only a tiny elite ever traveled more than walking distance from where they were
born. In 1900, a trip from New York City to London took six days and cost a
fortune; today, the same trip by airplane takes seven hours and a few hundred
dollars or euro. Lower transportation costs enhance international mobility and
migration. According to one estimate, there were 214 million migrants in the
world in 20103roughly one out of every thirty humans. One result of these
trends is the rise of the virtual team whose members rarely, if ever, see each
other. Mobile computing allows people to work at home, in airplanes or at the
beach, and make the virtual team more dominant in the global economy. An
American telecom is taking advantage of low rates by using Indian customer
service reps in Bangalore who pose as Americans with American names and are
trained to speak with American customers in American accents. Hi, my name is
Susan Sanders, and Im from Chicago, a 22-year-old introduces herself with a
broad smile and even broader vowels. In fact, Susan Sanders is C.R. Suman, a
native of Bangalore who fields calls from customers in the United States. Just in
case her callers ask personal questions, Ms. Suman has created a fictional
biography, complete with her parents Bob and Ann, brother Mark and a made-
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up business degree from the University of Illinois. Her training by Customer
Assets, the calling center, included listening to sit-coms like Ally McBeal or
Friends without the picture and then reconstructing the dialogue; and being
quizzed by the trainer, who would pose as a caller, on American movies, sports
and television programs.4
Churchill would have been flabbergasted with this onslaught of cultures.
An undying supporter of Queen Victoria, he came from a time when the British
empire commanded one-quarter of the worlds landmass. To him the colonies
were the white mans burden; he could still call his adversary in the Indian Raj,
Mahatma Gandhi, that little naked man. Under todays globalization, where
certain British writers or Danish cartoonists survivefatwas only under police
protection, Churchill would be all too easily misunderstood by other cultures,
and would not get away with his disdainful idioms that were such delightful
sport with members of his own class and culture.
Under the heavy-duty globalization of recent years, coaching has become
an even more important skill. You cant tell people in other countries what to do;
you cant give orders to your distributor in Italy or to the Indian software
designer on your virtual team. You simply dont have the authority; and even if
you did, a co-leader approach would still fare better, since the Italian distributor
or the Indian software engineer likely knows more than you do about his or her
area of expertise. If the command-and-control model is obsolete in a domestic
context, it is surely bankrupt across borders.
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The third basic change is how leaders must communicate. Churchill was a
gifted orator whose words could thunder and rouse his weary compatriots to
give their blood, sweat, and tears for the cause of vanquishing the Nazi
juggernaut. He was a great tragedian, who understood the appeal of
martyrdom and could tell his followers the worst, hurling it to them like great
hunks of bleeding meat5but who was not known for that other skill crucial
today: being a great listener.
In fact when one of his peers in the House of Commons reminded
Churchill that leaders should put their ear to the ground to hear what the people
need, he bent over sideways and quipped: All I can say is that the British nation
will find it very hard to look up to the leaders who are detected in that somewhat
ungainly posture.6
But that ungainly posture might be exactly what is needed today. Imagine
a hypothetical firm with seven reporting levels. If the people at every level report
fifty percent of what they know up to the next higher level, the leader at the top
will know less than two percent of what is actually going on in the organization.
If control resides solely at the top, the consequences of being so out of touch can
be disastrous for decision-making. Imagine what happens if the leader bases his
or her decisions not on the right two percent but on the irrelevant ninety-eight
percent.
In response to these fundamental trends, a new generation of leaders,
unlike the ones weve known in the past, is emerging. Just as the industrial age
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has given way to the information age, we are seeing the end of one era of
leadership and the birth of another. This transformation is happening because
the way we live and do businessthe landscape in which leaders must leadis
changing. In the new era coming into being, each of us has the opportunity to
express leadershipto shape our own destinies and those of our organizations
and societiesto an extent never before thought possible. Perhaps more than
ever before in history, ordinary people are being summoned to lead. Whether we
are managers or workers, women or men, students or teachers, soldiers or
generals, whether we live in industrialized or developing countries, we can no
longer wait for an extraordinary, charismatic leader to tell us what to do or who
to be.
How do you manage leaders? The answer is: you dont, lest they stop
leading. You empower them. You coach them. In the old industrial paradigm,
managers could get by without coaching. Command-and-control was good
enough. But knowledge workers are far more independent than traditional ones,
and employees can no longer be treated as mere subordinates. When a
companys true assetsits human and intellectual capitalleave the office every
night, traditional command-and-control is largely irrelevant. One cannot look for
leadership only at the top, and bosses cannot simply tell knowledge workers and
free agents what to do. The legendary Stanford University head coach Bill Walsh
recognized this: Today, in sports as elsewhere, individualism is the general rule.
Some of the most talented people are the ones who are the most independent.
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That has required from management a fundamental change in the art and skill of
communication and in organizational development.7 You may need to overhaul
your management and leadership style. You may need to learn how to manage
specialists who know far more than you do in a particular field. Ordering people
around is simply not good enough anymorenot even in traditional hierarchies
like the military. But doesnt such an overhaul take a huge investment? And will
the payoff be worth it?
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Chapter 4
ROP = Return on People
Leadership is the lifting of a human being's visionto higher sights, the raising of a person's performance
to a higher standard, the building of a person'spersonality beyond its normal limitations.
Peter Drucker
During the Civil Rights era in the United States, the Reverend Wyatt
Walker, Martin Luther Kings right hand man, preached during a major crisis in
the movement that above all, everyone needed to unite behind one leader, and
that leader was Martin Luther King. Walker (who called King simply Leader in
private) had to be reminded by a frail, bespectacled, soft-spoken student activist,
Bob Moses, that one leader, no matter how great, is not enough to make real
change. Rev. Walker, Moses said with the quiet conviction of a young man
who had been trained in philosophy at Harvard, why do you keep saying one
leader? Dont you think we need a lot of leaders? Walker gave him only a
quizzical look and walked on without responding.8
A lot of leaders. That is what coaching is all about. If you have an enterprise
committed to building a future that doesnt yet exist, if you want to build
something bigger than what you can manage alone, you better have a lot of
leaders around you. Having mere followers is simply not good enough anymore,
if it ever was. Leaders who do not empower others are not leaders but dictators.
Unfortunately, our current model of management is rather deeply
ingrained. It began in the nineteenth century: the German army invented the
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modern general staffinstead of a king or emperor personally leading the army
into combatto organize large numbers of troops for war. Most modern
organizational skills were forged in the fire of battle: planning and control,
operations and logistics, orders and rules, discipline and training all came from
the field of war.9 So did the concept of a chain of command.
And the model was vastly successful, until recently. The twentieth century
was dominated by war and by the threat of war: World War I, World War II, the
Cold War, and liberation struggles around the world. It was a century whose
agenda was dominated by ideological and geopolitical issues. It was also a
century that achieved for many peoples freedom from tyranny, freedom of self-
determination, freedom for individuals to shape their own lives. At the
beginning of the twenty-first century, after long neglecting the human factor, we
may be finally coming around to learning human skills like communication and
empathy, empowerment and coaching.
Trouble is, we havent learned much yet. Empowerment remains one of
the great secrets of all times. We have achieved extraordinary scientific and
technological breakthroughs, we know what type of matter exists on Mars, we
know the secrets of life in the core of atoms, and yet we have learned precious
little about coaching another person to lead. Despite complex systems theories to
model the unpredictable behaviors of human organizations, and despite path-
breaking theories by researchers like Frederick Herzberg in the 1970s on
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workers fulfillment and teamwork, we still know little about what empowers a
human being to exceptional performance.
But these human or soft skills, or the lack thereof, have very hard
consequences. Your vision may be compelling and your strategy clear, but unless
you empower the right people to own and implement them, it will come to
naught, or worse, to a fiasco: quality problems, lost shareholder value, lawsuits,
or strategic blunders.
History has seen a fascinating broadening of leadership and a trend
toward its democratization and self-determination, with humans making a
remarkable transformation within a few hundred years from being commodities
and subjects of rulers to being individuals with a mind of their own, and then
from organization men in the 1950s who asked what was wanted of them, to
self-managing people who asked themselves what they wanted.10
Now, through successive waves of democracy, an information-based
economy and the Internet, we have arrived once again at a new paradigm of
leadership. Coaching and co-leadership might be the cusp of the next evolution
of what it means to be human. In this new paradigm, the best managers will no
longer be the ones who treat their people like objects to move around and
manage; the best managers will be the ones who are committed to their
organizations leadership pipeline, and who use coaching as a methodology to
widen their funnel of leadership. And leadership is that elusive quality that you
can never have enough of. How many real leaders (not just managers) does your
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company have right now? Imagine the organization had double the number of
real leaderswhat would be achievable, and achieved, that is now but a
frivolous dream? That type of leadership explosion is what coaching can bring
about. Coaching has become the essential competence. How did that happen?
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Chapter 5
Coaching: Fad or Future?
I can't understand why people are frightened of new ideas.I'm frightened of old ones.
John Cage
Most peoples understanding of coaching comes from the world of sports,
where pros and teams have used coaches for a long time. Already in the 1980s,
Boris Becker worked with coach Ron Tiriac to win Wimbledon and become the
worlds #1 tennis player. In 2010, Roger Federer, one of the greatest players of all
time, was not above signing Paul Annacone as his coach. Tiger Woods uses a
coach (though admittedly that did not help him stay out of trouble in his
personal life). Not to speak of basketball or football teams who have used the
likes of Red Auerbach, Pat Riley or Phil Jackson for a long time. But now
coaching seems to reach beyond sports into virtually every walk of life. Its a
virtual epidemic: Professionals use career or life coaches. Actors and opera
singers use acting and voice and accent coaches. Singles use dating coaches. In
2003 the New York City Board of Education began employing coaches, offering
weekly 55-minute sessions to incoming teachers. The Swiss federal government
has hired a pool of coaches to empower technology entrepreneurs and their
startups. Even the staid German Federal Agency for Employment has introduced
coaching in its work processes. Though they hate to admit it, politicians use
coaches too: After then-presidential candidate Howard Deans bad performance
in a presidential debate, his supporters called on him to hire an image/debate
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coach.11 Last but not least, each morning on my familys breakfast table, I get to
look at the Kelloggs cereal box on which a Special K FigurCoach is your
holistic, daily, and above all individual support on the path to your desired
figure.
Finally, managers use executive coaches. Just a few years ago, news that a
CEO or senior executive had a coach would have raised eyebrows in the
boardroom, and several of my clients were at pains to keep our coaching
relationship secret. But now coachingor leading leaders, the two terms are
interchangeable in this bookis all the rage. David S. Pottruck, CEO of the
Charles Schwab Corporation; eBay CEO Meg Whitman; and Paul ONeill, the
former Alcoa CEO and U.S. treasury secretary, to mention just some examples,
all have used executive coaches. While coaches are most prevalent in the United
States, the use of coaching is spreading globally. A survey of human resources
professionals by the Hay Group, an HR consultancy, found that more than half
the 150 organizations in Europe, Asia, Australia, and North America had
increased their use of coaching in the previous year; 16 percent were using
coaches for the first time.12 According to one author, 40 percent of Fortune 500
companies use professional coaching services;13 and one study reported that 93
percent of managers said that coaching should be available to all employees,
regardless of seniority.14
Why? Because coaching appears to boost performance. For example, the
International Personnel Management Association claims that ordinary training
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typically improved performance by 22 percent, while training accompanied by
coaching increased performance by 88 percent. And Fortune magazine cited a
poll by the coaching provider Manchester of its own customers, executives
mostly from Fortune 1,000 companies that had engaged in executive coaching.
(Now, asking a coaching firm whether coaching works has the distinct miff of a
fox-in-the-chicken-coop deal; conducting and publishing the survey was clearly
in Manchesters interest, and if the results had not been in the companys favor, it
probably would not have published them. Still, the answers came from the
customers.) Asked for a conservative estimate of the monetary payoff they got
from the coaching, these managers reported an average return of more than
$100,000, or about six times what the coaching had cost their companies, and 28
percent of them claimed they had learned enough to boost quantifiable job
performancewhether in sales, productivity, or profitsby $500,000 to $1
million since they took the coaching.15
It is becoming clear that coaching is a key success factor in exceptional
performance. But the coaching process is often badly understood and largely
absent from management; and there are a lot of quacks out there. According to
the American Society for Training and Development, companies spend about $55
billion per year on formal training of all kinds. Often they use elaborate and
eccentric methods to get their point across: competitions where groups of
employees have to pass oranges from neck to neck; paintball wars; fighter-pilot
simulations; or a course at the BMW Performance Center in Spartanburg, South
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Carolina that features driving a car while blind-folded. The only trouble is that
such programs, while offering fun and a respite from the drudgery of day-to-day
management, have little relevance to Monday morning back at the office, and
they add zero durable value.16 They are cost-centers.
Worse, the term coaching is often used to mask old-style methods like
advice or criticism, or more sinister applications like manipulation or coercion.
And unless manager-coaches understand the deep-seated and often
subconscious experiences and psychodynamic structures of their team members,
they will likely do more damage than help, even with the best intentions. All too
often senior managers, especially those who get their coaching ideas from
sports, sell themselves as suppliers of simple answers and quick results, or
worse, they focus merely on behavioral changes17 and ignore the hidden
mindsets that give rise to peoples behaviors. No wonder: I have seen many
executives who were promoted to senior management positions because they
had excelled in a specialized technical skill-setfor example finance or
engineering or marketingbut never had the chance to develop their people
skills, let alone their ability to look for the hidden drivers in their colleagues. It is
my conviction that unless leaders address these underlying ways of being,
thinking and attitudes, they will not produce lasting change.
Managers need a deeper, fuller and more systematicin one word, a
more Swissunderstanding of the leading-leaders process. One client of mine,
a senior executive at a multinational energy company, told me that my coaching
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methodology differs from conventional approaches. You provide a backbone of
principles, not just the fad of the moment, he said. This is not just theory, but
applied. Normally there is no reflection, we just file the notes; but with you there
is reflection, and we incorporate the concepts in our everyday business.
Normally we end up with a slew of new problems; you on the other hand solve
problems. Your coaching does not waste time; on the contrary, it speeds up our
work. I could not have asked for a better summary of my approach. A
combination of features makes the leading-leaders approach uniqueindeed, it
is my conviction that coaching will not produce sustainable breakthrough results
unless it sports these features:
A dedication to revealing the clients leadership and brilliance (rather
than remedial coaching designed to fix the client);
A focus on action (rather than merely on theory in costly seminars,
where ideas sound good and never have to be proved);
An undying commitment to leaders success and measurable, bottom-line,
breakthrough results (rather than relying on a pre-existing program);
An emphasis on communicationspeaking and listeningas the
medium in which all coaching happens (rather than on mysterious
psychological concepts);
A cross-cultural approach that allows clients to decode their own and
other peoples cultures (rather than assuming a one-fits-all
methodology that is blind to other value-systems);
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And last but not least, an understanding of the coach as a
transformative leader, a catalyst that interrupts business-as-usual (rather
than a mere expert or a mentor).
I know of few greater pleasures than seeing another human being reach
beyond his or her limits and realize a vision. But how did I get to build this
unique methodology?
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Chapter 6
The Education of a Leader
The theorist operates in a pristine placefree of noise, of vibration, of dirt.
The experimenter develops an intimacy with matteras a sculptor does with clay, battling it, shaping it and engaging it.
The theorist invents his companions,as a nave Romeo imagined his ideal Juliet.
The experimenter's lovers sweat, complain, and fart.James Gleick
I learned leading leaders the hard way. Three decades ago, The Hunger
Project quietly pioneered a new style of leadershipleadership from below. So
in 1986, at the tender age of twenty-four, I was thrust into a global leadership
position for The Hunger Project, an international organization on the roster of
the United Nations. The promise of the organizationto bring about the end of
world hungerwas so outlandish that its managers had to unleash leaders at all
levels, from heads of state like Bill Clinton, Nelson Mandela, or Jerry Rawlings of
Ghana, to tens of thousands of volunteers in countries from Australia to Zambia.
I was in charge of performance management in twenty-seven global
affiliates; eventually, all affiliates worldwide reported to me as director of global
operations; but de facto they were not required to listen to me at all. In a legal
sense they were not accountable to me but to their respective national boards of
directors, who were their legal and fiduciary bosses. The only legal authority I
wielded was to revoke their right to use the name of the organization if they
embezzled money or worked counter to the organizations mandate. So I could
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never tell any global affiliate what to do. I couldnt hire or fire people in Japan, or
determine the expense budget in Sweden.
As if that were not enough, our objectives outstripped my resourcesthey
were far bigger than what I could accomplish with the existing people capacity,
so I was continuously forced to generate new leaders who would carry out the
organizations mandate. This was true for all managers at the organization, since
our job was to create a global movement to meet the goal of ending world
hunger. Our motto unleashing the human spirit was much more than a slogan:
the ratio of staff to activists was extraordinarysome 150 staff worldwide in
charge of coaching and mobilizing up to some 65,000 activists. Our relationships
were not transactional. Local leaders were not on my payroll, so I couldnt even
offer them incentives for top performance. Volunteers had no contractsif they
didnt like their jobs anymore, they would simply walk out on us.
The bottom line: Old techniques based on command-and-control were
useless. I was forced to lead through inspiration, persuasion, empowerment,
listening, and yes, sometimes manipulation. And my ability to lead leaders
produced the results: from 1992 to 1996 we produced an annually compounded
45 percent increase in revenue while holding expenses stable, and empowered
millions of people to get out of the conditions of hunger.
Years later, after I had left the organization and had coached private-
sector clients, the genius of this structure dawned on me: it had forced me to
work in true partnership with people around the world. My lack of formal
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authoritythe very thing that had given me so many sleepless nightshad
made me build potent relationships, foster peoples internal commitment to the
organizations mission and methodology, become a transformational leader who
inspired rather than merely a transactional one wielding carrots or sticks. In
short, I had become an effective manager-coach.
My job had forced me to become a new kind of leader: one who
supports the people rather than ruling over them; one who focuses not on
feeding his own ego, but on coaching others to fulfill theiraspirations; one who is
not merely about pushing his own agenda but about unleashing the human spirit
to make a difference. I learned the art of coaching on the job, in the action. It was
not neat but often messy. I made lots of mistakes. In hindsight, some of them
seem stupid. Looking back, I often wonder: How could I have been so blind? Yet
I am grateful for my blunders. They taught me what works and what does not.
Perhaps my mistakes and successes mean that others wont have to reinvent the
wheel, but see what works and what doesnt in their own endeavors as leaders
leading leaders.
Quite frankly, it was a pain in the neck at the time, but in hindsight it was
the best education in performance coaching that I could have asked for. And in
the decades since then, it has come to be exactly the leadership style we need in a
time when command-and-control is bankrupt. Even in the U.S. Army, the soldier
in Sadr City has access to local intelligence that planners in the Pentagon simply
lack and needs to be empowered to make good decisions based on that
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intelligence; in other words, to lead from wherever they sit. That is why the
Army has introduced a Teams of Leaders (ToL) approach in its command
structure and published a Teams of Leaders Coaching Guide in June 2009 that
defined ToL as an approach for rapidly building and effectively employing
cross-boundary teams that are highly competent both in making and executing
decisions and in learning and adapting together.18 That is precisely what
leading leaders is all about. But is it an art that only the talented can practice, or a
science that can be learned and mastered by everyone?
Coaching is an art, but I believe it is also a science: Far from being a
mystery, it consists of laws that can be taught and learned. True, there is scant
scientific evidence or statistical research on the efficacy of the coaching approach,
compared to traditional top-down control. Most books and articles on coaching
involve only one successful case or a few anecdotes, which doesnt prove
anything. How can we know conclusively that the coaching approach, as an
independent factor, makes a positive difference in an enterprises productivity?
But my experience in over twenty-six years of coaching shows the superiority of
the coaching methodology. My coaching has reliably produced hundreds of
leaders who think for themselves, transform obstacles into opportunities, and get
results virtually impossible prior to coaching. In one company, the retail team
produced an 11 percent increase in sales while the industry average declined by
1 percent in a difficult year. Another client exceeded his annual revenue goal of 5
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million euro with new products that had not even been on the market when the
coaching process began.
So coaching is about performance, yet not merely about results. Nor is it a
euphemism for ordering people to do stuff. And that brings us to the final
chapter: To do coaching justice, perhaps the most important task is to distinguish
coaching from what it is not.
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Chapter 7
What Coaching Is Not
I have no theory. I only show something. I show reality...I take those who listen to me by the hand and lead them to the window.
I push open the window and point outside. I have no theory, but I lead a conversation.
Martin Buber
The role of coach is an unusual one for most managers. After all, our
responsibility is to produce operational and financial results, not to dabble in
peoples internal processes. And usually senior managers got promoted to where
they are today less for their competence at empowering others than for their
technical or financial or strategic skills. But a thorough understanding of
coaching is essential for leading teams and can cause a quantum leap in
organizational productivity.
Let us say what a coach is not. First is the difference between coaching and
management, which are not entirely separate domains (coaches must manage
and managers must coach), and of course neither is better than the otherthat
would be like saying that air is better than water. The management hat and the
coaching hat are both required if you want to lead effectively, and you better
know which hat you are wearing at any given time (remember, breathing under
water is not good for you).
The coach-client relationship is distinct from a whole range of other
relationships. The coach need not be an expert, although he or she may possess
expertise in a certain area. Experts are paid to give advice, but their very
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expertise can lock them in a box of outdated thinking; it was one of the great
experts of our time, Albert Einstein, who said that The world we have made as a
result of the level of thinking we have done thus far creates problems we cannot
solve at the same level at which we created them. When I coached the president
of a multinational energy company, I told the top manager that I could not hope
to ever match his expertise in his field (he was an imposing fellow who had been
around the block several times during his thirty years as an industry insider); but
that I might nevertheless be useful in interrupting business-as-usual precisely
because I was an outsider. In fact the coach need not be a great player. Tennis
coach Tiriacs expertise lay not in playing better than Becker, but in the quality of
his observation and his conversations with him. The same is true for the
relationship between Federer and his coach Annacone today. Federers technique
is flawless; it is the mental part of the game that he needs his coach for.
Neither is a coach a trainer or teacher, who usually wield authority over
their trainees or students. In coaching, the player is and remains the boss. Becker,
not Tiriac, was ultimately accountable for winning and able to fire Tiriac any
time (and eventually did). And it is Federers job to win again; it was his failure
when he lost in the 2010 U.S. Open semifinal to Serbias Novak Djokovic in five
grueling sets.
A coach is not even a mentor. Mentoring is a modeling behavior, usually
by a more experienced colleague: Do what I do to be successful. But I have
coached leaders many years my elders. They had more experience in life as well
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as in their particular business. But they invariably told me that the coaching
made a big difference in their work and their lives. One senior executive, age 62
when I was barely 40, told me: I wish I had had your tools 35 years ago when I
was starting out.
At least four key characteristics distinguish a coach from everybody else.
First, a coach talks straight and is not concerned with being nice. Second, a coach
generates a demand for coaching. In other words, a coach does not coach without
a request for coaching. Third, a coach has an unconditional commitment to the
clients success. When Andy Roddick hired Brad Gilbert as his coach in 2003,
Gilbert agreed immediately, saying here was somebody I felt like had a chance
to be No. 1 in the world.19 Fourth, a coach provides new ways of seeing. Rather
than talking about circumstances, a coach provides new ways of looking at those
circumstances that have the world show up in a new way for the player.
In leading leaders, there is no time to lean back or rest on the laurels of the
past. Comedian Jerry Seinfeld once said that the challenge of being funny never
lets up: No matter how funny you were five minutes ago, the audience is
unforgiving. Five minutes of bad jokes, and you have lost them.20 Since coachees
are constantly watching whether the interactions with you are worth their while,
being a coach is very similar to being a comedian: You dont have the luxury of
one bad move. (But dont let that discourage you.)
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Further Reading
Self-KnowledgeCovey, Stephen R. 1991. Principle-Centered Leadership. New York: Summit Books.Freud, Sigmund. 1938. The Basic Writings of Sigmund Freud. A.A. Brill, ed. New York: Modern
Library.Gandhi, Mohandas K. [1927] 1992.An Autobiography, Or The Story of my experiments with truth.
Ahmedabad: The Navajivan Trust.Gardner, Howard. 1995. Leading Minds: An Anatomy of Leadership. New York: Basic Books.Goleman, Daniel. 1995. Emotional Intelligence. New York: Bantam Books.Jung, Carl Gustav. 1923. Psychological Types. New York: Harcourt and Brace.Lukes, Steven. 1974. Power: A Radical View. London: Macmillan.Machiavelli, Niccol. [1505] 1961. The Prince. London: Penguin Classics.
http://www.bibliomania.com/2/1/64/111/frameset.htmlMessick, David M. and Max H. Bazerman, Ethical Leadership and the Psychology of Decision
Making, Sloan Management Review, Winter 1996, 9-22.Northouse, Peter G. 1997. Leadership: Theory and Practice. Thousand Oaks CA: Sage Publications.Weick, Karl E. 1996. Drop Your Tools: An Allegory for Organizational Studies,Administrative
Science Quarterly, 301-313.Zweifel, Thomas D. 2003. Culture Clash: Managing the Global High-Performance Teams. New York:
SelectBooks.Zweifel, Thomas D. and Aaron Raskin. 2008. The Rabbi & the CEO: The Ten Commandments for 21st-
Century Managers. New York: SelectBooks.
RelationshipBuber, Martin. 1970. I and Thou. New York: Charles Scribners Sons.Drucker, Peter F. 1988. The Coming of the New Organization. Harvard Business Review
(January-February), 45-53..Evered, Roger D. and James C. Selman. 1989. Coaching and the Art of Management,
Organizational Dynamics (Autumn), 16-32.
Flaherty, James. 1999. Coaching: Evoking Excellence in Others. Boston: Butterworth-Heinemann.Goleman, Daniel. 1997. Emotional Intelligence. New York: Bantam Books.Handy, Charles. 1995. Trust and the Virtual Organization, Harvard Business Review, May-June.
40-50.Katzenbach, J.R. and Smith, D.K. 1993. The Wisdom of Teams. Cambridge: Harvard Business
School Press.Meyer, Christopher and Julia Kirby. 2010. Leadership in the Age of Transparency, Harvard
Business Review. April. 38-46.Zweifel, Thomas D. 2003. Communicate or Die: Getting Results Through Speaking and Listening. New
York: SelectBooks.
Vision
Goss, Tracy, Richard Pascale, and Anthony Athos. 1993. The Reinvention Roller Coaster: Risking
the Present for a Powerful Future, HBR Reprint #93603.Hamel, Gary and C.K. Prahalad. 1989. Strategic Intent, HBR Reprint #89308 (May-Jun), 63-76.Zaleznik, Abraham. 1992. Managers and Leaders, Are They Different? Harvard Business Review
3-92, Reprint # 92211, 126-138.
StrategyHinterhuber and Popp. 1992. Are You a Strategist or Just a Manager? HBR Reprint # 92104,
105-113.Hamel, Gary. 1996. Strategy as Revolution, HBR (Jul-Aug), 69-82.
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Senge, Peter. 1990. The Leaders New Work: Building Learning Organizations, SloanManagement Review (Fall), Reprint #3211.
The Hunger Project. 1991. Planning-in-Action: an innovative approach to human development.New York: The Hunger Project. http://www.thp.org/programs/index.html
Action
Manchester, William. 1988. The Last Lion: Winston Spencer Churchill. Vol. 1: Visions of Glory; Vol. 2:Alone 1932-1940. Boston: Little Brown.
Mandela, Nelson R. 1994. Long Walk to Freedom. Boston: Little, Brown and Company.Scherr, Allan L. 1989. Managing for Breakthroughs in Productivity, Human Resource
Management 28:3 (Fall), 403-424.Zweifel, Thomas D. 2009. Leadership in 100 Days: A Systematic Self-Coaching Workbook. New York:
iHorizon.
Global LeadershipHofstede, Geert. 2001. Cultures Consequences: Comparing Values, Behaviors, Institutions and
Organizations Across Nations. (2nd ed.) Thousand Oaks, CA: Sage Publications.Prahalad, C.K. and Lieberthal. 1997. The End of Corporate Imperialism, HBR.Schell, Michael and Charlene M. Solomon. 1997. Capitalizing on the Global Workforce. New York:
McGraw-Hill.Zweifel, Thomas D. 2005. International Organizations and Democracy: Accountability, Politics, and
Power. Boulder CO: Lynne Rienner Publishers.
Political and Public Sector LeadershipAllison, Graham. 1971. Essence of Decision: Explaining The Cuban Missile Crisis.Weber, Max. "Bureaucracy" in From Max Weber: Essays in Sociology, H. H. Gerth and C. Wright
Mills, eds. Oxford: Oxford University Press, 1946. Paper ed., 1958, pp. 196-244.Wilson, Woodrow. "The Study of Administration," Political Science Quarterly 2 (June 1887): 197-
222.
Business LeadershipBrands. 1999.Masters of Enterprise. New York: Free Press.Slater, Robert. 1999.Jack Welch and the GE Way: Management Insights and Leadership Secrets of the
Legendary CEO. New York: McGraw-Hill.
Nonprofit LeadershipDrucker, Peter F.,Managing the Nonprofit Sector: Principles and Practices. New York, NY:
HarperCollins Publishers, 1990.The Hunger Project. 1995. Ending Hunger and the New Human Agenda. New York:
www.thp.org/reports/nha.htmThe Hunger Project. 1996. Unleashing the Human Spirit: Principles and Methodology of
The Hunger Project. New York: www.thp.org/reports/prin496.htm
Women and Minorities Leadership
Branch, Taylor. 1989. Parting the Waters: America in the King Years, 1954-63.Holmes, Joan. 1995. Womens Leadership and the New Human Agenda, Statement to theFourth Conference on Women, Beijing. www.thp.org/reports/jhbeij95.htm
Sargent, A. 1981. The Androgynous Manager. New York: American Management AssociationCommunications.
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The Author
I was born not knowingand have only had a little timeto change that here and there.
Richard Feynman
Thomas D. Zweifel is a specialist in performance management and
human-centered strategies, especially leadership coaching, effective
communication, and cross-cultural management. The co-founder and CEO of
Swiss Consulting Group has coached hundreds of leaders in Fortune 500
companies, SME's, governments, and non-governmental organizations since
1984. Living in Europe, India, Japan and the United States, he has enabled large-
scale change processes, built virtual high-performance teams, and realized
breakthrough results with clients, often working as a manager-coach.
Beginning in 2000, Dr. Zweifel has taught leadership at Columbia
University, St. Gallen University, and other business schools in Australia, Israel,
Switzerland and the United States. He publishes frequently on leadership and is
the author of Culture Clash: Managing the Global High-Performance Team
(SelectBooks, 2003); Communicate or Die: Getting Results Through Speaking and
Listening (SelectBooks, 2003); The Rabbi and the CEO: The Ten Commandments for
21st Century Leaders (SelectBooks, 2008, a Jewish Book Award and Foreword Book
Award finalist); and Leadership in 100 Days: A Systematic Self-Coaching Workbook
(iHorizon, 2010). In addition to his writing, he speaks often in corporations and
the media, most recently on ABC News, Bloomberg TV, CBS and CNN.
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Born in Paris, Thomas was educated in Switzerland, Germany and the
United States, and is fluent in English, German, French, and Italian. He holds a
masters degree in international affairs from Columbia University and a Ph.D. in
International Relations from New York University. In 1996 he realized his dream
of breaking three hours in the New York City Marathon, and in 1997 was
recognized as the fastest CEO in the New York City Marathon by Wall Street
Journal. He is based in New York City and Zurich, where he lives with his wife
and family.
1 Theodore Roosevelt, Citizenship in a Republic, Speech at the Sorbonne, Paris, April 23, 1910.2 Goldin, Hyman. 1962. Ethics of the Fathers. New York: Hebrew Publishing Company. 10.According to an ancient rule, slavery was forbidden among Jews, except when one could notrepay his debt, in which case the creditor became the debtors lord. But after a maximum of sevenyears, the slave had to go free, unless he asked the lord to keep him. In that case, the lord had toput the debtors ear against a wall and drive a nail through his ear, so that the debtor could nothear Gods commandment that you shall have no lord beside me.3 International Organization for Migration. See http://www.iom.int/jahia/jsp/index.jsp4New York Times 21 March 2001.
5 William Manchester, The Last Lion: Winston Spencer Churchill. Vol. I: Visions of Glory 1874-1932. 4.6 Speech to the House of Commons, September 30, 1941.7 Richard Rapaport. 1993. To Build a Winning Team: An Interview with Head Coach BillWalsh, Harvard Business Review, January-February.8 Taylor Branch, Parting the Waters, 300-301.9 I owe this idea to Richard Kilburg, Executive Coaching, 54.10 Peter Drucker. 1999. Managing Oneself, Harvard Business Review, March-April 1999. 65-74.11 New York Times, 6 September 2003, A1.12 Des Dearlove and Stuart Crainer. 2003. My Coach and I, Strategy and Business, Issue31. 1-6.13 Debbie Campbell Wade, Coaching Firm Rallies Businesses, Austin Business Journal, 2003.14 Coaching at Work survey, Chartered Management Institute, 2002.15 Anne Fisher, Executive CoachingWith Returns a CFO Could Love, Fortune, February 19,2001.16 Training Programs Often Miss the Point on the Job, New York Times, 29 March 2000. C12.17 Steven Berglas. 2003. Wenn der Trainer falsche Tipps gibt, Harvard Business Manager. 1/2003.98-105.18 United States Army Combined Arms Center, 2009. Teams of Leaders: Building Adaptive, High-Performing Interagency Teams, Vol. 2 Coaching Guide. Fort Leavenworth TX: Combined Arms
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