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CADE 2012 - Marshall Goldsmith
1. What Got You Here
Wonât Get You There
Developing
Yourself, and
Developing
Your People
Dr. Marshall Goldsmith
Marshall@MarshallGoldsmith.com
www.MarshallGoldsmith.com
2. Teaching leaders what to
STOP
âWe spend a lot of time
helping leaders learn
what to do,
we donât spend enough
time helping leaders learn
what to stop.â
Peter Drucker
3. Goals
⢠Learn classic challenges that come
with success in leadership and be able
to use âto stopâ in leadership
development.
⢠Practice and be ready to use
feedforward.
⢠Learn a proven model that you can
use to develop yourself as a leader
and coach others.
4. Classic challenges
of successful leaders
⢠Winning too much
⢠Adding too much value
⢠Telling the world how
wonderful we really are
⢠Passing too much judgment
5. What percent of all interpersonal
communication time is spent onâŚ
⢠People talking about how smart,
special or wonderful they are (or
listening to someone do this)
PLUS
⢠People talking about how stupid,
inept or bad someone else is (or
listening to someone do this)?
6. Using small amounts of money
to create large changes in behavior
⢠No, but, however
⢠Great, but (however)
⢠Destructive comments
7. Learning from a great leader
⢠The most important factor for
successful change is the client â not the
coach
⢠Donât make coaching about your own
ego.
⢠If they donât care â donât waste your
time.
⢠If you donât care â donât waste your
time.
8. Coaching practice
⢠What one behavior change will make
a significant positive difference for
you?
⢠Why will this change make a
difference?
⢠Repeat with your partner.
9. 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
10. 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
âback on the jobâ execution
⢠Repeat the process with your
partner
11. Developing yourself
as a leader and partner
⢠ASK
⢠LISTEN
⢠THINK
⢠THANK
⢠RESPOND
⢠INVOLVE
⢠CHANGE
⢠FOLLOW-UP
12. âLeadership is a
Contact Sportâ
⢠Summary impact research
⢠Over 86,000 participants
⢠Cross-cultural validation
⢠One of nine most-outstanding
articles ever published in
Strategy+Business
14. Commonalities
⢠Multi-rater feedback
⢠Feedback consultant
⢠One to three areas for improvement
⢠Discussion with co-workers
⢠On-going follow up
⢠Custom-designed mini-survey
15. Change in
leadership effectiveness
My co-worker did no follow-up
40
Percent
20
Table 1
Company A
Company B
0 Company C
-3 -2 -1 0 1 2 3 Company D
Company E
Perceived Change Avg Leader
16. Change in
leadership effectiveness
My co-worker did a little follow-up
40
Percent
20
Table 2
Company A
Company B
0 Company C
-3 -2 -1 0 1 2 3 Company D
Company E
Perceived Change Avg Leader
17. Change In
Leadership Effectiveness
My co-worker did some follow-up
40
Percent
20
Table 3
Company A
Company B
0 Company C
-3 -2 -1 0 1 2 3 Company D
Company E
Perceived Change Avg Leader
18. Change in
leadership effectiveness
My co-worker did frequent follow-up
40
Percent
20
Table 4
Company A
Company B
0 Company C
-3 -2 -1 0 1 2 3 Company D
Company E
Perceived Change Avg Leader
19. Change in
leadership effectiveness
My co-worker did consistent/periodic follow-up
40
Percent
20
Table 5
Company A
Company B
0 Company C
-3 -2 -1 0 1 2 3 Company D
Company E
Perceived Change Avg Leader
20. Key learning for
leadership development
⢠Follow-up works.
⢠The âprogram of the yearâ doesnât 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 â or even more
effective â than external coaches!
21. Keeping what matters
in our mind
⢠The âdaily questionâ process
⢠Why it works
⢠Why we need it
⢠The Checklist Manifesto
⢠Using âactiveâ questions