the impact of the boss posture on employees behaviors · marshall goldsmith: « 20 bad habits to...

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Copyright © 2018, www.greatness.coach all rights reserved

The impact of the boss’ postureon employees’ behaviors

And how to adjust it to triggercollaborative and agile behaviors

Jean-Francois Cousin, Bangkok, 14th June 2018Global Executive Coach, Speaker and Author

www.greatness.coach

Bangkok Business Angels

http://www.greatness.coach/

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Jean-François Cousin, Global Executive Coach, former Senior Executive in Asia

Coaching and corporate experience Successful Clients

• Coached over 800 senior executives and teams since 2006

• One of his main interests is helping leaders and organizations enhance collaboration and agility

• Former Managing Director in Thailand for a Fortune-500 company (1998-2004)

• Director, Treasurer and Secretary, Global Board of the International Coach Federation 2017-2018

Contact: [email protected]


mailto:[email protected]

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Riccardo Muti Herbert von Karajan

Who got FIRED? Who got RICH & FAMOUS?

1 2


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THE Maestro-Superstar: Herbert von Karajan


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Les employés s’adaptent aux comportements du dirigeant

Comment les ajuster pour générer descomportements favorables à l’agilité et la collaboration?


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Agile worker

learns from mistakes

keen to experiment

comfortable not knowing

versatile thinker

courageous decision-

maker

eager learner

Traits of an agile worker


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Rescuer

Victim Aggressor

ResponsibleAdult

Move out of the “Victim – Aggressor – Rescuer” triangle

Non-responsible attitudes

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Child

Parent

Adult

Relate as “responsible Adults”

Child

Parent

Adult

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Employees’ responsibility to innovate at Google

Source: Ben Wood, March 2016; “Innovation @ Google”

“Focus on the user + Freedom + [Innovate] 10X”


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Copyright © 2018, www.greatness.coach all rights reservedSources: https://rework.withgoogle.com/guides/managers-identify-what-makes-a-great-manager/steps/learn-about-googles-manager-research/

https://www.weforum.org/agenda/2015/11/8-skills-google-looks-for-in-its-managers/

Is a good coach

Creates an inclusive team environment, showing concern for success and well-being

Is a good communicator, listens and shares information

Has a clear vision / strategy for the team

Collaborates across Google

Empowers team and does not micromanage

Is productive and results-oriented

Supports career development and discusses performance

Has key technical skills to help advise the team

Is a strong decision-maker


https://rework.withgoogle.com/guides/managers-identify-what-makes-a-great-manager/steps/learn-about-googles-manager-research/

https://www.weforum.org/agenda/2015/11/8-skills-google-looks-for-in-its-managers/

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To develop a subordinate’s thinking, ask her/him toteach you the solution of the problem s/he brings up

Subordinate

Manager

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8 traits of a manager enabling in a subordinatehigher confidence, agility in thinking and collaboration

• Authentic and humble

• Holistic listener

• Learner of subordinate’s resourcefulness

• Non-judgmental thinking-partner

• Comfortable with not knowing, with failure

• Empathetic, yet detached

• Courageous feedback-provider

• Supportive challenger

Subordinate

Manager


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Regular 1-on-1 meetings

focused on their development

are NECESSARY with

Subordinates

Continued people development on the job: the absolute MUST


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1. Ask the subordinate to list important tasks/objectives he/she has to work on

2. Ask him/her to rate his/her ability to deliver (on a scale from = poor to = very good)

3. Ask him/her to rate his/her motivation to deliver (on a scale from = low to = very strong)

4. Discuss what tasks/objectives it makes best sense to focus mentoring on

(for example: low ability + high motivation)

A simple tool for the first 1-on-1 meeting…

1

2

3

4

5

Tasks / Objectives

Task / objective 1

Task / objective 2

Task / objective 3

Task / objective 4

Task / objective 5

Ability Motivation

Ability

Mo

tiva

tio

n

12

3

4

5

NB: a possible refinement of this tool: dimension the diameter of tasks/objectives on the chart in proportion to their importance

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Ask empowering questions in 1-on-1 meetings

• Can you please summarize what’s going on?

• What are your priorities at the moment?

• What is going well?

• What do you want to improve?

• How can I help you?

• What feedback do you have for me?

Executive summary

Priorities

Lessons from successes

Problem solving

Support needed

Other opportunities

EXAMPLE

Source: Marshall Goldsmith’s book, ‘What got you here won’t get you there’


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Marshall Goldsmith: « 20 bad habits to stopto become a more effective leader (1/2) »

= signs of immaturity/lack of self-confidence

1. Winning too much: The need to win at all costs and in all situations _ when

it matters, when it doesn't, and when it's totally beside the point.

2. Adding too much value: The overwhelming desire to add our two cents to

every discussion.

3. Passing judgment: The need to rate others and impose our own standards.

4. Making destructive comments: The needless sarcasms and cutting

remarks that we think make us sound witty.

5. Starting with ''No'', ''But'', or ''However'': The overuse of these negative

qualifiers that secretly says to everyone, ''I'm right. You're wrong.''

6. Telling the world how smart we are: The need to show people we're

smarter than they think we are.

7. Speaking with anger: Using emotional volatility as a management tool.

8. Negativity, or ''Let me explain why that won't work'': Sharing negative

thoughts even when we weren't asked.

9. Withholding information in order to maintain advantage over others.

10. Failing to give proper recognition: The inability to praise and reward.


http://www.amazon.com/gp/reader/1401301304/ref=sib_dp_pt/002-2685409-8322468#reader-link

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11. Claiming credit we don't deserve: The most annoying way to

overestimate our contribution to any success.

12. Making excuses: Repositioning our annoying behaviour as a permanent

fixture so people excuse us for it.

13. Clinging to the past: The need to deflect blame away from ourselves and

onto events and people from our past.

14. Playing favourites: Failing to see that we are treating someone unfairly.

15. Refusing to express regret: The inability to take responsibility for our

actions, admit we're wrong, or recognise how our actions affect others.

16. Not listening: The most passive-aggressive form of disrespect.

17. Failing to express gratitude: The most basic form of bad manners.

18. Punishing the messenger: The misguided need to attack the innocent who

are usually only trying to help.

19. Passing the buck: The need to blame everyone but ourselves.

20. An excessive need to be ''me'': Exalting our faults as virtues simply

because they're who we are.

Marshall Goldsmith: « 20 bad habits to stopto become a more effective leader (2/2) »

= signs of immaturity/lack of self-confidence


http://www.amazon.com/gp/reader/1401301304/ref=sib_dp_pt/002-2685409-8322468#reader-link

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Traits of a collaborative employee

Brings out her/his best


+Others’ best


+Others’ best

+ Teams’ best


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Think of your ‘posture’, your way of being as a leader,

c

and how it can inspire and nurture collaboration


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Leadership lessons we can learn from Tim Cook

1. Take risks

2. Focus and listen attentively to those you speak with

3. Trust others around you

4. Diversity is important

5. Be humble

6. Admit when you’re wrong

[…]

Source: https://www.lifehack.org/articles/productivity/11-leadership-lessons-can-learn-from-tim-cook.html


https://www.lifehack.org/articles/productivity/11-leadership-lessons-can-learn-from-tim-cook.html

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The simplest leadership model: « 3 C »

Challenge

CoachBuild Confidence

3 C

A LEADER...

• Makes key-choices

• Provides vision

• Aligns everyone

• Creates opportunities

• Inspires and motivates

• Builds Confidence

• Challenges and

• Coaches people

Source: Paul B. Thornton, 1999


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Make the unacceptable behaviorsbecome uncomfortable


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The power of a ‘repeat question’

• What have you done this past month to increase the performance of your team-members?

• What did you learn this month?

• How have you supported your the production team to improve their productivity?

• …


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Think of the ripple-effects of your learning today,on your life and on the people you lead.

How will you make them the best possible?




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Thank You for your collaboration and agility tonight! ☺

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Bangkok Business Angels

The impact of the boss’ postureon employees’ behaviors

And how to adjust it to triggercollaborative and agile behaviors

Jean-Francois Cousin, Bangkok, 14th June 2018Global Executive Coach, Speaker and Author


Greatness Leadership Coaching

@JF_Cousin

email: [email protected]

Website: www.greatness.coach

Jean-Francois Cousin

https://www.facebook.com/greatness.coach/

https://www.linkedin.com/in/greatnesscoach/

https://twitter.com/JF_Cousin

mailto:[email protected]


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Gre

atn

ess

Le

ade

rsh

ip C

oac

hin

g


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Free resource athttp://www.greatness.coach/book


http://www.greatness.coach/book

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Free resources(click on picture for access)



http://www.greatness.coach/book/


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Resource(click on picture for a preview)

Available on Amazon (paperback and ebook) On Amazon: https://www.amazon.com/Game-Changers-Circus-Greatness-

Organizations/dp/981095655X/ref=tmm_pap_swatch_0?_encoding=UTF8&qid=1446086545&sr=1-1


https://www.amazon.com/Game-Changers-Circus-Greatness-Organizations/dp/981095655X/ref=tmm_pap_swatch_0?_encoding=UTF8&qid=&sr=

https://www.amazon.com/Game-Changers-Circus-Greatness-Organizations/dp/981095655X/ref=tmm_pap_swatch_0?_encoding=UTF8&qid=1446086545&sr=1-1

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Praise for the Book“Game Changers at the Circus is a unique and charming story with important lessons for every leader. Jean-François Cousin’s creative energy springs from every page. Read this book and make a positive difference in your organization!”– Ken Blanchard, co-author of The New One Minute Manager® and Leading at a Higher Level

“Enjoyable and compelling, this timely fable and its lessons read like a novel but serves as animportant business manual. With wisdom and context from a long and successful business career, Jean-François Cousin has painted a vivid picture of how to enact change effectively, with page after page of insight!”– Marshall Goldsmith, a Thinkers50 Top Ten Global Business Thinker and top ranked executive coach, author of the NYT bestseller, What Got You Here Won’t Get You There

“Many organizations struggle to build a high-performance culture. Sometimes leaders can’t get aligned. Sometimes they disagree about what is most important. Let’s face it—sometimes it seems like a circus! Jean-François Cousin’s new book, Game Changers at the Circus, offers a powerful approach to change all that. Packed with easy-to-apply principles and practical action steps, this book will help you and your team achieve new levels of passion, productivity, and performance.”– Ron Kaufman, New York Times bestselling author of UPLIFTING SERVICE: The Proven Path to Delighting Your Customers, Colleagues, and Everyone Else You Meet

“Game Changers at the Circus is a great story of the roles leaders can play in either limiting or accelerating greatness in an organization. The four leadership levels provide a framework for the future, as well as clarity around the essential behaviours contributing to the success of the organization.”– Roland B. Smith, Vice President and Managing Director, Center for Creative Leadership


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Self-Leadership

RelationalLeadership

TeamLeadership

OrganizationalLeadership

4 steps towards High Performancethrough Collaboration

and Agility

TeamLeadership

OrganizationalLeadership


http://www.greatness.coach/book/

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Self-awareness

Self-acceptance

Self-esteem & self-trust

+-

Authenticity, Humility &

vulnerability

Trust in othersEmpowerment

Openness to others

Productive relationship

Mindful Growth

The path from self-awareness to productive relationships


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SELF LEADERSHIP

You and your People… Rarely Usually Always

Are sincere, humble, and trustworthy

Share ideas and propose initiatives

Dare to experiment, within reason, and

learn from mistake

Jump in to solve problems

Embrace change out of their comfort zone

Develop new skills

Deliver on promises, without excuse

Sub-totals (A) (B)

Overall Total = (A) + 2 x (B) / 14

Talking points with Leaders:employees’ self-leadership in the organization

http://www.greatness.coach/wp-content/uploads/2015/06/ASSESSMENT-book-GAME-CHANGERS-at-the-Circus.pdf



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RELATIONAL LEADERSHIP

You and your People… Rarely Usually Always

Communicate with authenticity

Reach out to others

Seek others’ ideas and feedback

Listen for value in what others say

Care for and support others

Help others grow and play at their best

Trust and empower others, within reason

Sub-totals (A) (B)

Overall Total = (A) + 2 x (B) / 14http://www.greatness.coach/wp-content/uploads/2015/06/ASSESSMENT-book-GAME-CHANGERS-at-the-Circus.pdf

Talking points with Leaders:relationships productivity in the organization



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From productive relationships to collaborative engagement

Productive relationships

Aligned & focused on company-centric goals

Team-members help others play at their best

Collaborative engagement

Authenticity, humility and vulnerability


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TEAM LEADERSHIP

Team members across your Organization… Rarely Usually Always

Maintain clarity on roles and

responsibilities

Play by the team’s rules

Agree on the organization’s Vision

Prioritize team goals vs. personal goals

Speak frankly with each other

Trust each other

Discuss the real problems together,

even when it is uncomfortableSub-totals (A) (B)



Talking points with Leaders:collaborative engagement within teams



Example:

An exercise a leader can go for with her/his LT:define with your team the behaviors they will

role-model for the team to engage collaboratively

‘Rules of the Team Game’ Supportive Behaviors

• Team’s goals override individual goals • We act for the greater good of the

organization

• We are equally engaged

• We clarify our responsibilities

• We say what we think and what we don’t

know

• No blaming

• No excuses

• We listen for value in different opinions

• We talk about the elephants in the

room

• We build on each other’s ideas

• We help each other play at our best

• We follow-up on our decisions until

success

• We ask for help when we need it

• We apologize when appropriate

• We hold each other accountable to

play by our rules

• We hold each other accountable to

model after our chosen behaviors

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From collaborative engagement to collaborative and agile organizational culture

Productive relationships

Spread leaders’ beliefs & behaviors

Enhance organizational agility

Authenticity, humility and vulnerability

Collaborative engagement

Collaborative and agile culture


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ORGANIZATIONAL LEADERSHIP

Your People… Rarely Usually Always

Are aligned with, motivated by, and proud

about the Way Forward

Share supportive beliefs and behaviors

Grow their self-esteem and authenticity

Have a bias for diversity of ideas

Continuously raise the bar for performance

Nurture healthy work practices

Maintain productive collaboration across

departments

Sub-totals (A) (B)



Talking points with Leaders:collaboration and agility in the organization



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Copyright © 2018, www.greatness.coach all rights reservedSource: Kai Clarke https://www.linkedin.com/pulse/old-thinking-vs-new-thinkingwhich-you-kai-clarke-mba-coo-


https://www.linkedin.com/pulse/old-thinking-vs-new-thinkingwhich-you-kai-clarke-mba-coo-

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Source: https://hbr.org/2017/03/bursting-the-ceo-bubbleWatch: https://www.youtube.com/watch?v=9kGdL2GeSCw


https://hbr.org/2017/03/bursting-the-ceo-bubble

https://www.youtube.com/watch?v=9kGdL2GeSCw

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Coach’s postureCoachee’s posturewith coach

Coachee’s posture with others

Ripple-effects on others (linked to agility & collaboration)

Holistic listener

Makes sense of her/histhinking, personal ‘experience’ and emergent learning

Listens to make others’ thinking visible

Think and contribute at best, listen and help to make others’ thinking visible

Empathetic, yet detached from outcome

Accountable for outcome, makes sense of conversation

Holds others accountable, in adult-to-adult relationships

More accountable, in adult-to-adult relationships with others

Non-judgmentalthinking-partner

Crosses boundaries,attains self-acceptance

Less judgmental thinking-partner

Think more freely,less judgmental of others

Learner of Coachee’sGreatness

Learns and gains self-awareness as s/he ‘teaches’ the coach

Open to be taught by others

Gain self awareness of one’s thinking, growconfidence; open to be taught by others

Shifts in coachee’s posture, enabling greater collaboration & agility in the organization


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Coach’s postureCoachee’s posturewith coach

Coachee’s posture with others

Ripple-effects on others (linked to agility & collaboration)

Learner of Coachee’sGreatness

Learns and gains self-awareness as s/he ‘teaches’ the coach

Open to be taught by othersGain self awareness of one’s thinking, grow confidence; open to be taught by others

Authentic and humble Authentic and humble Authentic and humble Authentic and humble

Holistic listenerMakes sense of her/his thinking, personal ‘experience’ and emergent learning

Listens to make others’ thinking visible

Think and contribute at best, listen and help to make others’ thinking visible

Non-judgmentalthinking-partner

Crosses boundaries,attains self-acceptance

Less judgmental thinking-partner

Think more freely,less judgmental of others

Comfortable with not knowing, with failure, trusting process

Comfortable with not knowing and with failure

Comfortable with not knowing and with failure

Comfort with uncertainty and with failure

Empathetic, yet detached from outcome

Accountable for outcome, makes sense of conversation

Holds others accountable, in adult-to-adult relationships

More accountable, in adult-to-adult relationships with others

Courageousfeedback-provider

Grows self as a ‘work in process’

Asks for and offers courageous feedback

Grow self-awareness and genuine self-esteem

Supportive challenger Experiments outside of comfort zone

Supportive challenger Experiment outside of comfort zone

Shifts in coachee’s posture, enabling greater collaboration & agility in the organization


the impact of the boss posture on employees behaviors · marshall goldsmith: « 20 bad habits to...

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