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Ford NGL

Helping Successful Leaders Get Even Better. Ford NGL. Dr. Marshall Goldsmith Marshall@MarshallGoldsmith.com www.MarshallGoldsmith.com. Goals. Learn a proven model that you can use to develop yourself as a leader and coach others. Practice and be ready to use feed forward .

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Ford NGL

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  1. Helping Successful Leaders Get Even Better Ford NGL Dr. Marshall Goldsmith Marshall@MarshallGoldsmith.com www.MarshallGoldsmith.com

  2. Goals • Learn a proven model that you can use to develop yourself as a leader and coach others. • Practice and be ready to use feedforward. • Learn about the latest findings on daily questions and how they can increase effectiveness and build engagement.

  3. Learning from a great leader • The most important factor for successful change is the client – not the coach • Don’t make coaching about your own ego. • If they don’t care – don’t waste your time. • If you don’t care – don’t waste your time.

  4. Developing yourselfas a leader and partner • ASK • LISTEN • THINK • THANK • RESPOND • INVOLVE • CHANGE • FOLLOW-UP

  5. “Leadership is a Contact Sport” • Summary impact research • Over 86,000 participants • Cross-cultural, cross-industry validation • One of nine most-outstanding articles ever published in Strategy+Business

  6. Commonalities • Multi-rater feedback • Focused areas for improvement • Discussion with co-workers • On-going follow up • Custom-designed mini-survey

  7. 40 Company A Company B Company C Percent Company D 20 Company E Avg Leader 0 -3 -2 -1 0 1 2 3 Perceived Change Change in leadership effectiveness My co-worker did no follow-up Table 1

  8. 40 Company A Company B Company C Percent Company D 20 Company E Avg Leader 0 -3 -2 -1 0 1 2 3 Perceived Change Change in leadership effectiveness My co-worker did a little follow-up Table 2

  9. 40 Company A Company B Company C Percent Company D 20 Company E Avg Leader 0 -3 -2 -1 0 1 2 3 Perceived Change Change In Leadership Effectiveness My co-worker did some follow-up Table 3

  10. 40 Company A Company B Company C Percent Company D 20 Company E Avg Leader 0 -3 -2 -1 0 1 2 3 Perceived Change Change in leadership effectiveness My co-worker did frequent follow-up Table 4

  11. 40 Company A Company B Company C Percent Company D 20 Company E Avg Leader 0 -3 -2 -1 0 1 2 3 Perceived Change Change in leadership effectiveness My co-worker did consistent/periodic follow-up Table 5

  12. Coaching practice • What one behavior change will make a significant positive difference for you? • Why will this change make a difference? • Repeat with your partner.

  13. 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

  14. Previous work on employee engagement • NAHR presentation • Recognition, reward programs, training, compensation, empowerment • In spite of all previous efforts, global employee engagement is near an all-time low • Focus on what the organization can do to engage you – not what you can do to engage yourself – JFK in reverse • The two flight attendants

  15. Daily Question Process • The Checklist Manifesto • Why the process works • How the process works • Applications on employee engagement • The Ford weekly review process

  16. Previous work on employee engagement • NAHR presentation • Recognition, reward programs, training, compensation, empowerment • In spite of all previous efforts, global employee engagement is near an all-time low • Focus on what the organization can do to engage you – not what you can do to engage yourself – JFK in reverse • The two flight attendants

  17. Six active questionsDid I do my best to: • Set clear goals? • Make progress toward goal achievement? • Build positive relationships? • Be happy? • Find meaning? • Be fully engaged?

  18. That boring meeting! Imagine that you were going to be tested on: Did I do my best to: • Be happy? • Find meaning? • Build positive relationships? • Be fully engaged? What would you do differently?

  19. The two week study • You will get an email every day for two weeks – asking six active questions • You will receive ‘before and after’ questions • The daily process takes just a couple of minutes

  20. Active question research2537 participants – 79 studies • 37% reported improvement on all six items • 65% reported improvement on at least four items • 89% reported improvement on at least one item. • 11% reported no improvement • Almost no one reported any negative change

  21. Determining what is most important in life • As a person • As a professional

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