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Best Practices Institute Executive Coaching

Join Dr. Marshall Goldsmith and learn practical strategies to develop as a leader, measure positive change, use coaching tools effectively, and explore new applications of HR and peer coaching.

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Best Practices Institute Executive Coaching

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  1. Best Practices InstituteExecutive Coaching Helping Successful Leaders Get Even Better Dr. Marshall Goldsmith Marshall@MarshallGoldsmith.com www.MarshallGoldsmithLibrary.com

  2. Goals for today • Know how to use ‘to stop’ as a coaching tool. • Be ready to use feedforward. • Learn a proven model that leaders can use to develop themselves – as both managers and partners – and measure positive change. • Learn the basics of a proven model for coaching – that helps leaders achieve positive lasting change in behavior. • Discuss new applications of HR and peer coaching.

  3. “We spend a lot of time helping leaders learn what to do, we don’t spend enough time helping leaders learn what to stop.” Peter Drucker Teaching leaders what toSTOP

  4. Annoying habits that can hold us back • Winning too much • Adding too much value • Telling the world how smart we really are • “I already knew that” • Passing judgment

  5. What percent of all interpersonal communication time is spent on… • People talking about how smart, special or wonderful they are (or listening to someone do this) - or • People talking about how stupid, inept or bad someone else is (or listening to someone do this)?

  6. Using small amounts of moneyto create large changes in behavior • No, but, however • Great, but (however) • Destructive comments

  7. 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

  8. Peer 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

  9. Helping leaders achieve positive, lasting change • ASK • LISTEN • THINK • THANK • RESPOND • INVOLVE • CHANGE • FOLLOW-UP

  10. “Leadership is a Contact Sport” • Summary impact research • Over 86,000 participants • Eight major corporations • Published in Strategy+Business

  11. The eight corporations • Aerospace / defense • Financial services • Electronic manufacturing • Diversified services • Media • Telecommunications • Pharmaceutical / healthcare • High-tech manufacturing

  12. Commonalities • Multi-rater feedback • Feedback consultant • One to three areas for improvement • Discussion with co-workers • On-going follow up • Custom-designed mini-survey

  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 no follow-up Table 1

  14. 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

  15. 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

  16. 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

  17. 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

  18. Key learnings • Follow-up works. • The “program of the year” doesn’t work. • This process works around the world. • Many leadership development programs measure the wrong things! • This process works at home as well as work. • There is no reason that internal coaches cannot be as effective – or even more effective – than external coaches!

  19. Key beliefs of successful people • I have succeeded • I choose to succeed • I can succeed • I will succeed

  20. I have succeeded • We have a great belief in our previous success. • This belief gives us the confidence we will need to achieve even more success in the future. • Successful people are delusional! The more successful we become the more delusional we get. • We all want to hear feedback that is consistent with the way we see ourselves. We all tend to reject feedback that is inconsistent with the way we see ourselves. • The more successful we become, the harder it can be to hear negative feedback.

  21. I choose to succeed • We do what we do because we choose to, not because we have to. • Choose to – leads to commitment, have to – leads to compliance. • The more committed we are to a path, the harder it is for us to admit it is the wrong path. • Attempting to change the behavior of successful adults who have no interest in changing is a waste of time.

  22. I can succeed • We believe that we have the capability to make a positive difference in the world. • Not only are successful people delusional, successful people are superstitious. • Superstition is the confusion of correlation and causality. • The more successful we become, the more we are in danger of falling into the “superstition trap.”

  23. I will succeed • Successful people are optimists. • Optimists tend to over-commit. • Successful people face the danger of chronic over-commitment. • Why we don’t do – what we know we should do!

  24. When behavioral coachingwill not work • The person doesn’t want to change • “Written-off” by the company • Lacks business or technical knowledge • Wrong strategy or direction • Integrity or ethics violations • Person in wrong job - company

  25. Coachingfor behavioral change • Involve the person in determining desired behaviorfor this position. • Involve the person in determining key stakeholders. • Recruit key stakeholders to be part of the change process.

  26. Coaching for behavioral change • Collect feedback. • Analyze results. • Have the person respond to key stakeholders. • Provide ongoing suggestions. • Follow-up. • Conduct a mini-survey to measure change.

  27. Team building withouttime wasting • Assessing ‘where we are’ vs. ‘where we need to be’ • Selecting team-wide behavior for change • Selecting individual behavior for change • Practicing feedforward – and follow-up • Measuring positive change

  28. The ‘daily question’ process • Writing your questions • Daily follow-up • Ensuring that your daily behavior is aligned with your values

  29. Determining what is really important for you to change • As a person • As a professional

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