HRPS – North Carolina

1. HRPS – North Carolina Helping Successful Leaders Get Even Better Dr. Marshall Goldsmith Marshall@MarshallGoldsmith.com www.MarshallGoldsmith.com

2. “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

3. Goals for this session • Be ready to use ‘what to stop’ as a leadership development and coaching tool. • Know how to practice feedforward. • Learn a proven model that you can use to develop yourself and coach others. • Discuss how this leadership model can be used by internal line and HR staff coaches.

4. The ‘rate yourself’ exercise • Top 2% • 5% • 10% • 20% • 30% • 50% • Other

5. Annoying habits that can hold us back • Winning too much • Adding too much value • Telling the world how special we really are • Passing too much judgment

6. What percent of all interpersonal communication time is spent on: • A. Someone talking about how smart, special or wonderful they are (or listening to this)? PLUS • B. Someone talking about how stupid, inept or bad someone else is (or listening to this)?

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

8. Playing favorites • One behavior that is never ‘supposed to’ happen – but often does • “Effectively sucks-up to higher management” • Why it happens • How to avoid it

9. Avoiding favoritism • Rank order your direct reports: • How much do they like me? • How much are they like me? • What is their contribution to our organization and our customers? • How much positive, personal recognition do I give them?

10. Learning from a great leader – it is all about them • A case study of coaching failure • A case study of coaching success • Why the coaching client needs to take personal responsibility for change • Applying the same logic to developing yourself as a leader

11. Coaching practice • What is the one behavioral change that will make the biggest positive difference for you? • Why will it make a positive difference? • Repeat the process with your partner

12. 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

13. Peer cCoaching practice • What was 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

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

15. “Leadership is a Contact Sport” • Summary impact research • Over 86,000 participants • Eight major corporations • Recognized as one of the nine most outstanding articles ever published in Strategy+Business

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

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

18. 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

19. 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

20. 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

21. 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

22. 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

23. 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!

24. The ‘Is it worth it?’ exercise • Pick one area for change – that you think might make a difference • Describe on benefit that will occur ‘when you get better at…’ • Switch to your partner • Repeat the process 6-7 times • What did you learn?

25. 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

26. Coachingfor behavioral change • Involve the person in determining key stakeholders. • Recruit key stakeholders to be part of the change process: • Focus on the future • Be positive and supportive • Be honest • Practice ‘two-way’ coaching

27. 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.

28. 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

29. Applications of HR coaching, peer coaching and large-scale development • GE high-potential leaders • American Express, J&J, Northrop Grumman and other large-scale projects.