don't manage, coach! - marshall goldsmith
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Dr. Marshall Goldsmith, CEO coach and best-selling author reveals why coaching is the must have skill for managers who want to engage their people and succeed in today's business environment.TRANSCRIPT
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.
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