nilf2012_session1_marshall goldsmith, executive coach & author
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NASSCOMNASSCOM
Dr. Marshall GoldsmithDr. Marshall Goldsmith
[email protected]@MarshallGoldsmith.com
www.MarshallGoldsmith.comwww.MarshallGoldsmith.com
Helping Successful Leaders
Get Even Better!
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Teaching leaders what to STOP
“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
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Goals• Be ready to use ‘what to stop’ as a
leadership development and coaching tool.
• Practice and be ready to use feedforward.
• Learn a proven model that you can use to develop yourself – as both a leader and partner – and coach others.
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Classic challenges of successful leaders
• Winning too much
• Adding too much value
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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)?
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Using small amounts of moneyto create large changes in behavior
• No, but, however
• Destructive comments
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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
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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
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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
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Developing yourselfas a leader and partner
• ASK• LISTEN• THINK• THANK• RESPOND• INVOLVE• CHANGE • FOLLOW-UP
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“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
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The eight corporations
• Aerospace / defense• Financial services• Electronic manufacturing• Diversified services• Media• Telecommunications• Pharmaceutical / healthcare• High-tech manufacturing
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Commonalities
• Multi-rater feedback• Feedback consultant• One to three areas for improvement• Discussion with co-workers• On-going follow up• Custom-designed mini-survey
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Table 1
My co-worker did no follow-up
Company A
Company B
Company C
Company D
Company E
Avg Leader
Change in leadership effectiveness
-3 -2 -1 0 1 2 3
Perceived Change
Per
cen
t
0
20
40
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My co-worker did a little follow-up
Table 2
Company A
Company B
Company C
Company D
Company E
Avg Leader
Change in leadership effectiveness
-3 -2 -1 0 1 2 3
Perceived Change
Per
cen
t
0
20
40
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Company A
Company B
Company C
Company D
Company E
Avg Leader
My co-worker did some follow-up
Table 3
Change In Leadership Effectiveness
-3 -2 -1 0 1 2 3
Perceived Change
Per
cen
t
0
20
40
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My co-worker did frequent follow-up
Table 4
Change in leadership effectiveness
Company A
Company B
Company C
Company D
Company E
Avg Leader
-3 -2 -1 0 1 2 3
Perceived Change
Per
cen
t
0
20
40
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Change in leadership effectiveness
My co-worker did consistent/periodic follow-up
Table 5Company A
Company B
Company C
Company D
Company E
Avg Leader
-3 -2 -1 0 1 2 3
Perceived Change
Per
cen
t
0
20
40
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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!
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Determining what is really important for you to change
• As a person
• As a professional