Tag & Label Manufacturers

1. Leadership Development for Ourselves and Our Successors Tag & Label Manufacturers Dr. Marshall Goldsmith Marshall@MarshallGoldsmith.com www.MarshallGoldsmithLibrary.com

2. Goals • Practice and be ready to use feedforward. • Learn a proven model that you can use to develop yourself as a leader. • Learn how this model can be used in developing your successor.

3. Coaching practice • What one behavior change will make a significant positive difference for you? • For example - ‘winning too much’, ‘adding too much value’, ‘impatience’, ‘not listening’ • Why will this change make a difference? • Repeat with your partner.

4. 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

5. Coaching practice • 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

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

7. “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

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

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 no follow-up Table 1

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 a little follow-up Table 2

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 some follow-up Table 3

12. 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

13. 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

14. Key learning for leadership development • Follow-up works. • This process works around the world. • This process works at home as well as work. • This process can help you develop as a leader and help your successor

15. When behavioral coachingwill not work for your successor • The person doesn’t want to change • “Written-off” by key decision makers • Lacks business or technical knowledge • Wrong strategy or direction • Integrity or ethics violations

16. Coachingfor behavioral change • Involve the person (and boss) in determining key stakeholders. • Recruit key stakeholders to be part of the change process: • Let go of the past • Be positive and supportive • Tell the truth • Two-way improvement

17. Coaching for behavioral change • Collect feedback. • Analyze results. • Have the person respond to key stakeholders: • Board members • Peers • Direct reports • Other stakeholders • Provide ongoing suggestions. • Follow-up. • Conduct a mini-survey to measure change.

18. The challenge of ‘letting go’ • The importance of planning for a ‘great rest of your life’ • Learnings from CEOs who are departing • Three jobs during succession: • Leading the business • Developing your successor • Creating a ‘great rest of your life’

19. The best coaching advice • As a person • As a professional