The Thinkers 50 SummitThe Thinkers 50 SummitThe Thinkers 50 SummitThe Thinkers 50 Summit
Leading Your Own Life:g fA New Approach to Building L d hi d E tLeadership and Engagement
Dr. Marshall GoldsmithDr. Marshall Goldsmith
www.MarshallGoldsmith.comwww.MarshallGoldsmith.com
GoalsGoalsReview and practice a proven model• Review and practice a proven model for leadership development and coachingcoaching.
• Understand a new, different approach to increasing employee engagement.
• Provide a practical approach to building leadership and increasingbuilding leadership and increasing engagement.
Learning from a great leader – it is g gall about them – not about me
• A case study of coaching failureA t d f hi• A case study of coaching success
• Why the coaching client needs toWhy the coaching client needs to take personal responsibility for changechange
• Applying the same logic to developing yourself as a leader
C hi tiCoaching practice
• What is the one behavioral change that will make the biggest positivethat will make the biggest positive difference for you?
• Why will it make a positive difference?difference?
• Repeat the process with your partner
FeedforwardFeedforward• The feedforward exercise
Letting go of the past• Letting go of the past• Listening to suggestions without
judging• Learning as much as you canLearning as much as you can• Helping as much as you can • Learning points to help you be a
great coach
C hi tiCoaching practice• What was your behavior for
change?change?• What did you learn in the
f df d ?feedforward process?• What are you going to do about it?y g g• Solicit ideas that will help to ensure
‘back on the job’ executionback on the job execution• Repeat the process with your
tpartner
Developing yourselfg yas a leader and partner
• ASKLISTEN• LISTEN
• THINK• THANK• RESPOND• RESPOND• INVOLVE• CHANGE • FOLLOW-UP• FOLLOW-UP
“Leadership is a C t t S t”Contact Sport”
• Summary impact research • Over 86,000 participants• Eight major corporations• Eight major corporations• Recognized as one of the nineRecognized as one of the nine
most outstanding articles ever bli h d i St t +B ipublished in Strategy+Business
Change in leadership effectiveness
My co-worker did no follow-upnt
40
Perc
en
20Table 1
Company AC B
20
Company BCompany CCompany D-3 -2 -1 0 1 2 3
0
Company EAvg LeaderPerceived Change
Change in leadership effectiveness
M k did i t t/ i di f llMy co-worker did consistent/periodic follow-upnt
40
Perc
en
20Table 5
Company AC B
20
Company BCompany CCompany D-3 -2 -1 0 1 2 3
0
Company EAvg LeaderPerceived Change
K l iKey learning• The client is the major variable for success (courage,
humility and discipline)y p )• Coaching (at the high end) needs to be positive,
simple, focused and fast• Frequency of key stakeholder interaction is more
important than duration of interaction• Our major challenge is not ‘understanding the
practice of leadership’, it is ‘practicing our d t di f l d hi ’understanding of leadership’
• Without ongoing follow-up and measurement, it is unlikely that positive lasting behavioral change willunlikely that positive, lasting behavioral change will occur
Previous work on employee engagement
• NAHR presentationR iti d t i i• Recognition, reward programs, training, compensation, empowerment
• In spite of all previous efforts, US employee engagement is at an all-timeemployee engagement is at an all-time low
• Focus on what the organization can do to engage you – not what you can do to g g y yengage yourself
A ‘perfect storm’ ffor distractions
• Emails, cell phones, tablets, textingO d d TV i• On demand TV, movies, games
• Social mediaSocial media• Multi-tasking
‘The dream’ that never comes true
• The changing new worldTh t th f l hi t• The great myth of goal achievement
• It is always going to be crazy!It is always going to be crazy!
Th ‘d il i ’The ‘daily question’ process
• The Checklist Manifesto• Writing your questions
D il f ll• Daily follow-up• Ensuring that your daily behaviorEnsuring that your daily behavior
is aligned with your values• The value of active questions
Active questions vs.passive questions
• How active questions focus you on what you can do to make a positivewhat you can do to make a positive difference for yourself and the world
• Risk of passive questions:Passive questions can focus you on ass e quest o s ca ocus you owhat the world needs to do to make a positive difference for youpositive difference for you
Daily Questions Research
• 310 participants across 6 organizationsR h d i• Research design:– Preliminary measures (10 – 15 minutes)– Daily questions
• 8 questions / day (< 30 seconds to complete)8 questions / day ( 30 seconds to complete)• Monday – Friday
– Follow up measures (5 – 10 minutes)– Follow up measures (5 – 10 minutes)
Preliminary Results
• Daily questions workSi ifi t i t• Significant improvement– Happiness– Meaning– Engagement– Engagement– Positive Interactions with Others
( )– (more)
External structure for hi i i t l lachieving internal goals
• Leadership developmentC hi• Coaching
• The Checklist ManifestoThe Checklist Manifesto• The daily question process• The Ford weekly process• Engagement researchEngagement research
From Knowing to Doing: How to achieve proper implementation of
your strategy
Professor Costas Markides
London Business School
Two Questions for You:
• Did these people know what they
had to do?
• If they did, why did they not do it?
Lots of Examples like this one:
• The murder of Kitty Genovese, New
York city, 1964.
• The death of Marco Moretti in an • The death of Marco Moretti in an
Italian tunnel and the “adventures” of
his 6-year old daughter Vanessa.
• The priest experiment in the USA.
MESSAGE #1:
• Just because we know
something (and agree with it) something (and agree with it)
does not mean that we will do it!
This is a famous Disease
• Academics call this: “The Knowledge-
Doing Gap”
• It happens to both individuals and
organisations.
Examples for individuals:
• Smoking is bad for you
• You should go to the doctor for a • You should go to the doctor for a
check up every year
Does this apply to me?
• You are probably sitting there,
thinking: “Yes, yes…but this thinking: “Yes, yes…but this
won’t happen to me”
Let’s Try a Simple Exercise
You have a cake and a knife. You are allowed to cut the cake four times in straight lines. What is the maximum number of pieces that you could cut the cake into (in one minute)?you could cut the cake into (in one minute)?
Learning from the Cake Exercise:
1) You knew that the best way to solve the cake
exercise was by talking to your neighbour, yet
you tried to do it on your own.
2) You knew that you had to question your
assumptions, yet you didn’t bother.
Message #2:
• Yes, the “Knowledge-Doing Gap”
applies to you as well! applies to you as well!
• We all suffer from this “disease”
The reasons for this disease:
• There are many factors that lead
to the Knowing-Doing Gap
• Depending on the situation, a
different set of factors may be in
operation
For example:• In the case of pedestrians not stopping to
help a dying man, the main reasons for the
“Knowing-Doing” gap were probably social
loafing; fear of getting in trouble; (and maybe
conformity)
• In the case of my students not going to see a
doctor, the main reason is probably fear (and
lack of urgency)
• In the case of not questioning our business
until a crisis hits the main reason is probably
the feeling that we are too small and
insignificant to really influence our company
Other possible reasons
• Lack of clarity
• The underlying environment is not supportive
• Time pressures• Time pressures
My Focus Today:
• I’d like to focus on one of these
reasons today and explore the
implications that flow from it.implications that flow from it.
• To understand why this factor is so
important we need to appreciate that
human beings display two different
types of behaviors.
Examples of automatic behaviors:
• Offering your seat to the elderly or
pregnant women on the bus or train
(because it’s the “right” thing to do—it (because it’s the “right” thing to do—it
is part of our values)
• Driving or playing tennis (because
you’ve done it so many times);
Therefore:
• Behaviors become “automatic” either
because they are part of your values
(it’s the right thing to do) or because
you’ve done it so many times, you can you’ve done it so many times, you can
do it with “your eyes closed”.
• Think of these behaviors as part of
your DNA (or part of your comfort
zone)
And now a test for you:
• I will give you a list of behaviors.
• Your task is to tell me which are our • Your task is to tell me which are our
automatic behaviors and which
behaviors we need to think about
before doing them.
• Ready?
Which is the automatic behavior?
• Thinking outside the box versus
conforming to what everybody does.
Which is the automatic behavior?
• Cooperate versus being competitive.
• (remember my cake exercise?)• (remember my cake exercise?)
Which is the automatic behavior?
• Take the initiative versus social
loafing.
• (read about the priest experiments in
New Jersey)
Which is the automatic behavior?
• Experiment versus analysing and
searching for the one best answer.
• (check out the Ted video on the
spaghetti exercise).
Say versus Do
Automatic Behaviors What we ask you
Conformity Stick your neck out
Competitive Cooperate
Search for best solution Experiment
Social Loaf Take the initiative
Conform Think outside the box
The sad truth:
• We keep telling you: “these are the behaviors that we want from you to help us execute our strategy”
• These behaviors all sound “common sense” and “easy”.
• But the sad truth is that you spent the last 40 years of your life at home, school and work learning the exact opposite behaviors!
What does this imply #1:
• You’d think that when we ask people to “think out of the box” or “to take the initiative” or “to cooperate with their initiative” or “to cooperate with their colleagues”, that these behaviors are pretty common sense and easy for them to understand and adopt.
• You’d be dead wrong!
What does this imply #2:
• When people try to change things (even by a little bit), they are usually tinkering with their existing behaviors that have served them well for years.them well for years.
• This means that if their heart is not into it, they will soon grow tired of trying to change the habits of a lifetime!
• This is why “what often looks like resistance to change is actually exhaustion”
Message #3:
• No matter how “easy” or “common
sense” the behaviors we want our
people to display, it’s NOT enough people to display, it’s NOT enough
telling them.
• It’s tempting to prepare a powerpoint
presentation, listing the things you
want from your people—it will not
work!
What We Need to Do:
• If telling people is not enough, how then can we get the “proper” behaviors out of our employees? behaviors out of our employees?
First Thing to Do:
• Appreciate how difficult the task is
• It took a lot of work and effort to make
driving a (semi) automatic behavior.
And you even started from zero.And you even started from zero.
• With the behaviors we’ve been
discussing you need to unlearn your
automatic ones before adopting the
new ones.
Second Thing to Do:
• The best way to “teach” them the
new behaviors you want them to
adopt is to use the same method adopt is to use the same method
you used at home with your children
Third Thing to Do:
• Reinforce the “right” behaviors by
using symbols and stories.
• Stories are a very effective way of
communicating a message and
influencing people.
Power of storiesIgnoring the evidence in favour of the story – a medical
example
Negative story Positive story
Treatment A
90% effective
Source: Freymuth and Ronan, Modeling Patient Decision-Making: The Role of Base-Rate and Anecdotal Information, Journal of Clinical Psychology in Medical Settings 36
Treatment B
30% effective
‘Base rate
information’
A Few questions for you:
• Will you stop to help a dying man?
• Will you kill someone if I ask you to?• Will you kill someone if I ask you to?
A Few questions for you:
• Will you stop to help a dying man?
• Will you kill someone if I ask you to?• Will you kill someone if I ask you to?
• Will you torture someone if you had
the power to do so?
What drives our Behaviors?
• There’s been a lot of research on this issue so we know what determines how we behave:
• At most, our personality can only • At most, our personality can only explain 30% of our behaviors.
• The remaining 70% is explained by the “social context” (or “situation” or “underlying environment”) in which we find ourselves.
Implication:
• The Underlying Environment
determines how people behave.
• If you want to change how they
behave, you need to change the
Environment.
Message #4:
• To change behaviors, you must first change the underlying environment that gave rise to the environment that gave rise to the “bad” behaviors in the first place.
MESSAGE #5:
• SMALL changes in the Environment
can have a big impact on how can have a big impact on how
people behave.
• This is known as “The Butterfly
Principle”
What You Need to Do
• Tweak the Environment so as to:
• Make the “right” behaviors a little bit easier
• Make the “wrong” behaviors a little bit harder• Make the “wrong” behaviors a little bit harder
Donation of Organs
Country Consent Rate (%)Denmark 4.2%
Germany 12.0
UK 17.2
Netherlands 27.5
Sweden 86
Belgium 98
Poland 99.5
Portugal 99.6
Hungary 100
France 100
Austria 100
The Difference?
• In low-consent countries, the question
is: “Check this box if you want to
participate in the donor program.”participate in the donor program.”
• In high-consent countries, the
question is: “Check this box if you do
not want to participate in the donor
program.”
More examples:
• How do you get hotel guests to re-use
their bathroom towels?
• How do you get people to be tax
compliant?
Answers:
• Put up a sign in the room that says:
“the majority of guests at this hotel
reuse their towels at least once.”
[guests who got this sign were 26% [guests who got this sign were 26%
more likely to reuse their towels]
• Inform people that: “more than 90% of
citizens comply, in full, with their
obligations under the tax law.”
Why?
• In both cases, you take advantage of
the fact that people like to conform.
They like to do what other people do.They like to do what other people do.
• Therefore, make it easier for them to
conform around the “right” behavior—
publicize those who do it.
All this is nice, but…:
• Will you actually do anything?
• The biggest source of the knowing-• The biggest source of the knowing-
doing gap is social loafing.
My Last Message:
• Do not assume that somebody else
will do it;
• If you don’t do it, nobody else will.
STRATEGY IS INNOVATIONSTRATEGY IS INNOVATION
Vijay GovindarajanTuck School of Business at Dartmouth
Thinkers 50
November 15, 2011
Manage
the
present
Box 1
Create
the
future
Box 3
Selectively
forget
the past
Box 2
present futurethe past
Olympic Gold Medal Winners in High Jump
2.6
2.4
2.2 Straddle
Fosbury
Flop
2
1.8
1.6 1900 1920 1940 1960 1980
Scissors
Western
Roll
Straddle
Source: Pascale
Olympic Gold Medal Winners in High Jump
2.6
2.4
2.2
2
1.8
1.6 1900 1920 1940 1960 1980
Scissors
Source: Pascale
Olympic Gold Medal Winners in High Jump
2.6
2.4
2.2
2
1.8
1.6 1900 1920 1940 1960 1980
Scissors
Western
Roll
Source: Pascale
Olympic Gold Medal Winners in High Jump
2.6
2.4
2.2 Straddle
2
1.8
1.6 1900 1920 1940 1960 1980
Scissors
Western
Roll
Straddle
Source: Pascale
Olympic Gold Medal Winners in High Jump
2.6
2.4
2.2 Straddle
Fosbury
Flop
2
1.8
1.6 1900 1920 1940 1960 1980
Scissors
Western
Roll
Straddle
Source: Pascale
Box 1
Competition
for the
present
Box 2 and Box 3
Competition
for the
future
Strategic Balance
Performance Gap
Restructuring
Opportunity Gap
Renewal
Strategy Architecture
� Non-linear shifts
� Strategic intent
� Current core competencies� Current core competencies
� Growth Playbook
Strategy Architecture
� Non-linear shifts
� Strategic intent
� Current core competencies� Current core competencies
� Growth Playbook
� New core competencies
John F. KennedyJohn F. KennedyJohn F. KennedyJohn F. Kennedy
The Apollo ProgramThe Apollo ProgramThe Apollo ProgramThe Apollo Program
“We will put a man on the moon and bring him “We will put a man on the moon and bring him
back before the end of this decade.”back before the end of this decade.”
“We will put a man on the moon and bring him “We will put a man on the moon and bring him
back before the end of this decade.”back before the end of this decade.”
The Top 11 Things You Can Do
With a Dead Horse
11. Whip the horse a little harder.
10. Change the rider.
9. Harness several dead horses together for
increased speed.increased speed.
8. Emulate the best practices of companies riding
dead horses.
7. Proclaim that it’s cheaper to feed a dead horse.
6. Shorten the track.
SOURCE: Net Ready, Hartman & Sifonis with Kador
5. Affirm that “This is the way we have always
ridden this horse.”
4. Declare that “This horse is not dead.”
The Top 11 Things You Can Do
With a Dead Horse
3. Have the lawyers bring suit against the horse
manufacturer.
2. Engage a consultant to study the dead horse.
1. Promote the dead horse to a senior management
position.
SOURCE: Net Ready, Hartman & Sifonis with Kador
You are most productive and
most creative in those
THE CONCEPT
most creative in those
areas where you are
already strong.