About Music & Leadership

... and growing

People & Organizations’

capability

A Global Executive Coach, in ASEAN since 1995, 15 years in various leadership positions in an MNC

Strong coaching credentials in ASEAN

• 1 of 7 Executive Coaches in ASEAN holding the

“Professional Certified Coach’’ accreditation

from the “International Coach Federation1”

• Coached 300 executives from 24 nationalities

• Coaches MNCs Executive Teams as groups

1 www.coachfederation.org

• MD for Lafarge Group in Thailand & China (‘98-’04)

• Worked over 15 years in ASEAN, China & India

• Was VP Strategy for an MNC spread over 32 countries, with 2 billion US$ turnover

• Engineer + received senior executive education from the Fuqua School of Business, Duke, USA

was based in (Thailand, Singapore, France)

conducted missions in…

Worked in…

International management experience +

… honoured by enduring Clients’ loyalty

References available on request with all of above Customers

A video-story from rags to riches, in music

Leadership-lessons for People and Organization’s capability growth

What will You do with them?

Our dinner-talk agenda

Authoritative certainty & top-down leadership vs… the opposite

Riccardo Muti Herbert von Karajan

Who got fired? Who got rich? Please vote!

THE Maestro-Superstar: Herbert von Karajan

Herbert von Karajan’s passions

Herbert von Karajan’s passions

Herbert von Karajan: a short video-story

Learning to “let go” from horse-jumping training

http://www.youtube.com/user/ExecutiveCoach12WIN?feature=mhee#p/u/10/PjLhOnWzP0I

Karajan’s last Concert

http://www.youtube.com/user/ExecutiveCoach12WIN?feature=mhee#p/u/6/tV9v9EGqqxo

Directive conducting style at beginning

http://www.youtube.com/user/ExecutiveCoach12WIN?feature=mhee#p/u/9/6R-rV2VWhK0

Karajan’s free-reign conducting style later-on

http://www.youtube.com/user/ExecutiveCoach12WIN?feature=mhee#p/u/7/uaGkyeL82xA

Orchestra conductors with different leading styles

http://www.youtube.com/user/ExecutiveCoach12WIN?feature=mhee#p/u/11/JIn2kvKd5j0

An article I wrote for leadership bloggers “the Care Guys” about this story:

http://www.thecareguys.com/2010/11/01/how-about-leading-like-the-maestro-super-star/

How should the Captain have grown her/his crew capability so they sail through this storm effectively?

http://www.youtube.com/user/ExecutiveCoach12WIN?feature=mhee#p/c/C824E07A6973F045/60/Nf7FddPO5QM

What evolutions in Organizations’ and People’s capability is the latest severe crisis (2008-2009) encouraging?

• More agility

• Speed in decision-making

• More adaptability from staff (in continuing uncertainty and uncontrollable changes)

• More robust anticipation

• More thinking, more experiments

• Better calculated risk-taking

• More diversity

• More leadership at all levels of the Organization

• More trust & team-play amongst co-workers

• …

Source: Harvard Business Review July-August 2009

Read: “The Art of Possibility” by Rosamund Stone Zander and Benjamin Zander

Awaken Possibilities in People…

Who am I being that my team-members’ eyes are not shining?

How will you grow further your Organization & People capability?

http://www.youtube.com/user/ExecutiveCoach12WIN?feature=mhee#p/c/C824E07A6973F045/59/ox5KWMS15Jk

• How much more can you get from your team… by doing less yourself?

• How can you know when you are not empowering enough?

• How can you motivate your team-members to take more initiatives?

(“here people get killed only for not trying”)

• How much do you encourage… failure (within calculated risks)?

• What can you do to have your team-members listen more to each other

and play as a team? (drop the “me” for the “we”)

• …

One more video (Peter Drucker) at: http://www.youtube.com/user/ExecutiveCoach12WIN?feature=mhee#p/c/C824E07A6973F045/35/1X2F2QXHAtg

Read more articles on related topics at: http://www.executive-coach-thailand.com/media-room.html

How will you grow further your Organization & People capability?

Rolling-out a “Crisis-proof” Leadership Model: next steps

Establish confidence that we can win

Build trust amongst co-workers

Grow team-players -who drop the ‘me’ for the ‘we’-

Require people to Think / Feel… deeper and different!

Value initiative, experiment, courage

Favor Diversity

Nurture productive conflicts and discuss the ‘undiscussables’

Leadership features which may help…

Probe business cases ruthlessly

Let go to see how far your team can go…

Source: Jean-Francois Cousin: “Unconventional Leadership for Uncertain Times;

Tools and Tips to succeed as a Leader through the... next crisis”, Singapore, 2010:

Read also his article: http://www.nationmultimedia.com/home/Gaining-agility-in-year-of-the-Rabbit-30145230.html

Download a expanded presentation at www.1-2-win.net

http://www.executive-coach-thailand.com/free-downloads/cat_view/10-our-public-workshops-a-selection.html

Watch other inspiring videos on 1-2-WIN YouTube channel

http://www.youtube.com/user/ExecutiveCoach12WIN?feature

About Music & Leadership

... and growing

People & Organizations’

capability

• What has 2008-2009 crisis changed in Leadership requirements?

• Which Leadership features can help to thrive through the next crisis?

• What should you focus on, to lead even better in uncertain times?

• Crisis-proof tools and tips for your own Leadership development

Agenda Excerpts from my presentation:

“Unconventional Leadership for Uncertain Times;

Tools and Tips to succeed as a Leader through the... next crisis”:

Singapore, 2010

• Foster adaptation

• anticipation

• calculated risk-taking

• develop next ‘best practices’

• Embrace work in constant disequilibrium / imbalance

• stretch people to keep them willing to change…

• … but not so much that they fight, flee or freeze

• Generate leadership at all levels of the Organization

• Value courage

• Give opportunity to lead experiments

• Depersonalize conflicts for effective resolution

• Favor diversity

Insights from HBR July-August 2009 “Leadership in a (permanent) crisis” , pp 62-69

Required

skills

of

‘Adaptative

Leadership’

What evolution in leadership-style has the latest crisis commanded?

Towards a “Crisis-proof” Leadership Model Which leadership attributes do we need, to thrive in crisis?

Be reasonably optimistic, to establish confidence that we can win

Build trust amongst co-workers

Grow team-players -who drop the ‘me’ for the ‘we’-

Require people to Think… deeper and different!

Value initiative, experiment, courage

Favor Diversity

Nurture productive conflicts and discuss the ‘undiscussables’

Leadership features which may help…

Probe business cases ruthlessly

Let go to see how far your team can go…

How to…

Interactive

solution-search!

• What has 2008-2009 crisis changed in Leadership requirements?

• Which Leadership features can help to thrive through the next crisis?

• What should you focus on, to lead even better in uncertain times?

• Crisis-proof tools and tips for your own Leadership development

Agenda

A musical journey from directive to free-reign Leadership

Herbert von Karajan

Let go to see how far your team can go…

http://www.thecareguys.com/2010/03/16/a-mindset-for-double-digit-sales-growth/

I am always telling my colleagues: “In every economic

situation, no matter whether the economy is booming or

whether the economy is shrinking, there are always

companies who win market share and companies who

lose market share. And we aim to be and will be among the

ones that are winning market share.”

Heinz Landau is a seasoned business leader who has gained valuable working and leadership experience on three different continents.

In every situation, there are winners and losers; employees’ mindset can make or break opportunities

Influence of very bad external factors on sales growth (A.T. Kearney)

Top performing companies Average / below average performing companies

-10 to

-15%

-45%

Be reasonably optimistic, to establish confidence that we can win

Build trust amongst co-workers

Where do You start your journey from? How can you engage your team further?

From Patrick Lencioni’s book ‘the 5 dysfunctions of a team’

Pay attention to results

vs. ego / individual goals

Accountability vs. low standards

Commitment vs. ambiguity

Ability to conflict positively vs. artificial harmony

Trust amongst members vs. invulnerability

Trust

2 lower scores in the Leadership Team’s diagnosis

Pay attention to results

7

Accountability 6.1

Commitment 8.1

Ability to conflict positively 7.2

Trust amongst members 6.4

Problem to be addressed

Could be a problem

Not a problem

We don’t know much about others’ personal lives and aren’t so comfortable discussing them

We hesitate to tell a team-member when his/her performance

is not up to level

Trust

2 lower scores in the LT’s diagnosis and why

Trust Conflict Commitment Accountability Results

Trust

Appreciation Sharing Trust

• My back-ground

• 3 Life-milestones for me

• One big failure and the lessons I learnt

• My little flaws that you should know!

• My strengths and weaknesses in a Group

• What ‘good’ looks like in my professional culture

Professional introduction…

We don’t know much about others’ personal lives and aren’t so comfortable discussing them

Values-sharing exercise Trust

Values describe people’s beliefs, attitudes and the principles that drive their actions.

Values-sharing exercise Trust

Assessment from your “Success Insights Test” Trust

All positions on the Insights Wheel

AW

Salil

Milind

SV

SW

AL

Drive Enthusiasm

Positive Thinking

Listens Loyal

Team Approach

Persuasive Creative

People Skills

Planning Organisation

Time Management

Sets standards Product knowledge

Analysis

Determination Monitoring

performance Discipline

Results focus Decisive Assertive

Flexible & Helps Others,

Shares ideas

Kg

Air

Jaturo

n Tip

Trust

Insights on Team: DISC main traits

http://www.discusonline.com/UDISC/highdc.html

Dominance (D) relates to control, power and assertiveness.

Influence (I) relates to an individual's approach to social

situations, and their style of communication.

Steadiness (S) is the factor of patience, persistence and

thoughtfulness.

Compliance (C) describes a person's approach to structure

and organisation.

Trust

3.5 4.5 5.5 6.5 7.5 8.5 9.5

self confidence

decisiveness

motivating

listening

consistency

paperwork

vision for future

sense of urgency

attention to details

follow-up

following policy

customer/employee interface

Insights on Leadership Team Trust

My main contribution to the team

what I want to improve as a team-player

Sharing what “I” see as ... Trust

Build trust amongst co-workers

(from Patrick Lencioni)

Self-awareness: acknowledge weaknesses and mistakes…

Focus on what matters, not politics…

Provide unguarded feedback…

Accepts challenges…

Ask for help…

What does it take to build more trust?

Fosters open communication Listens and responds with empathy Shares thoughts, feelings and rationale Is straightforward and up-front Focuses on the positive Seeks others’ ideas Doesn’t shoot the messenger Discusses difficult / sensitive issues Challenges assumptions

Is reliable and consistent Avoids making empty promises by being honest about what one can do and can’t do Acts with integrity Is available when needed Behaves according to organizational values Follows through and keep commitment

Treats everyone with respect & fairness

Maintains & enhances others’ self esteem Values each individual’s uniqueness Acts impartially and without bias Ensures everyone receives due credit, recognition and rewards

Shows confidence in others

Asks for help and encourages involvement Provides support without removing responsibility Provides opportunities to develop new skills Lets team-members lead Stands behind & advocates for team members

A leader who builds trust amongst co-workers…

Success stories of interdependency between local & foreign colleagues

Features of a great international team-player (e.g. open-minded, great listener, builds on others’

ideas, establishes trust, is agile, maintains a positive mindset, grow his/hers influencing skills,…)

Confront perceived obstacles and ‘risks’*; identify how to overcome them

*e.g. loss of control, lack of trust, lack of commitment, matrix organization complexity, etc…

Make the case for change

(‘winners see and leverage the opportunities, losers stay stuck with the difficulties’)

Tool-box of a great international team-player – excerpts:

How to build trust with foreign / out-stationed colleagues (role-plays)

Conflict management: how to shift from avoiding/accommodating/compromising/competitive

to ‘collaborative’? (role-plays)

How to communicate effectively within an international team (role-plays)

How to build a positive team-dynamic

Individual accountability for team-work when one does not control everything

Individual resolutions, targeted quick-wins and action plan

How to develop World-class team-players

Grow team-players -who drop the ‘me’ for the ‘we’-

Require people to Think… deeper and different!

•100 years ago, people were paid for their physical work;

dominant management model was master-apprentice”

•50 years ago, people were paid to undertake repetitive tasks;

the dominant leadership paradigm became management of

processes

•By 2005, 40% of employees were considered ‘knowledge

workers’; yet management models are still those of the

‘process era’

1st Step Facilitative listening

Require people to Think… deeper and DIFFERENT!

http://lowendmac.com/orchard/07/apple-think-different.html

Value initiative, experiment, courage

Here people get killed

Only for not trying

Favor Diversity

Source: McKinsey Quartely, October 2009

Source: McKinsey, October 2009

Companies with 3+ women executives do better

Favor Diversity

Nurture productive conflicts and discuss the ‘undiscussables’

Ass

erti

ven

ess

Cooperativeness

Competitive “My way or the

highway”

_ +

+ _

Collaborative “Two heads are better than one”

Compromising “Let’s make a deal”

Avoiding “I’ll think about

it tomorrow”

Accommodating

“It would be my pleasure”

THOMAS-KILMANN CONFLICT MODE INSTRUMENT

Example of a Leadership-Team TKI profile

8%

75%

58%

92%

8%

75%

17%

67%

8%

83%

47%

73%

45% 41% 43%

Nurture productive conflicts and discuss the ‘undiscussables’

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Example of Leadership Team-members’ TKI profile

Nurture productive conflicts and discuss the ‘undiscussables’

QUIZZ: confronting a person on a negative behaviour…

Risks of confrontation? Risks of avoiding confrontation?

• Problem grows bigger

• Be rejected by the person

• Lose the relationship

• Suffer retaliation

• Trigger emotional outbursts

• Hurt other’s feelings / self-esteem

• Hurt my feelings / self-esteem

• …

• Problem grows bigger

• Be rejected by others

• Lose the relationship with others

• Lose my job

• Emotions escalate until outburst

• Hurt other’s feelings / self-esteem

• Hurt my feelings / self-esteem

• …

The consequences we fear if we confront someone’s behavior are likely to happen if we don’t; they will happen later with worst damage

Nurture productive conflicts and discuss the ‘undiscussables’

Probe business cases ruthlessly

Towards a “Crisis-proof” Leadership Model

Which leadership attributes do we need, to thrive in crisis?

Be reasonably optimistic, to establish confidence that we can win

Build trust amongst co-workers

Grow team-players -who drop the ‘me’ for the ‘we’-

Require people to Think… deeper and different!

Value initiative, experiment, courage

Favor Diversity

Self-assessment (OK / must do more of)

Nurture productive conflicts and discuss the ‘undiscussables’

Probe business cases ruthlessly

Let go to see how far your team can go…

Action

Priorities for progress

Required Leadership Feature

Actions for progress Time-frame Indicator

1

2

3

My action plan

Defining your Personal Leadership Model

Which leadership attributes do we need, to thrive in crisis?

• What has 2008-2009 crisis changed in Leadership requirements?

• Which Leadership features can help to thrive through the next crisis?

• What should you focus on, to lead even better in uncertain times?

• Crisis-proof tools and tips for your own Leadership development

Agenda

Stretch people continuously

with the simplest leadership model: « 3 C »

Challenge

Coach Build Confidence

3 C

A LEADER...

• Creates opportunities

• Provides direction

• Aligns everyone

• Inspires

• Builds Confidence

• Challenges and

• Coaches people

Source: Paul B. Thornton, 1999

Conclusion – Invitation for You to… Take your team on a journey from Trust to Accountability

Build Relationships How much do we know how special we are? … individually and as a team? How far can we leverage our Diversity? How can we strengthen our bond & trust?

Discuss the Un-discussable How differently do we view conflict at work? How can we productively embrace it? How can we discuss what matters most all the way?

Ask the Earth of each other How can we create further value from meetings? How can we take our accountability a step higher? How will we walk the talk?

Recommendation:

Engage your Executive Team in this exercise !

Which Leadership model is safest, for us to thrive through the next crisis?

Required features of Leadership

for our Team

1.

2.

3.

4.

5.

6.

7.

8.

Agility / the 8-Step Process of Successful Change

Sourc

e: htt

p:/

/ww

w.o

uriceberg

ism

eltin

g.c

om

/htm

l/8ste

p.h

tml

from the book

“Our Iceberg is Melting”

by John Kotter

and Holger Rathgeber

Agility / the 8-Step Process of Successful Change

Sourc

e: htt

p:/

/ww

w.o

uriceberg

ism

eltin

g.c

om

/htm

l/8ste

p.h

tml

SET THE STAGE 1. Create a Sense of Urgency Help others see the need for change and the importance of acting immediately 2. Pull Together the Guiding Team Make sure there is a powerful group guiding the change—one with leadership skills, bias for action, credibility, communications ability, authority, analytical skills

DECIDE WHAT TO DO 3. Develop the Change Vision and Strategy Clarify how the future will be different from the past, and how you can make that future a reality

MAKE IT HAPPEN 4. Communicate for Understanding and Buy-in Make sure as many others as possible understand and accept the vision and the strategy 5. Empower Others to Act Remove as many barriers as possible so that those who want to make the vision a reality can do so 6. Produce Short-Term Wins Create some visible, unambiguous successes as soon as possible 7. Don’t Let Up Press harder and faster after the first successes. Be relentless with instituting change after change until the vision becomes a reality

MAKE IT STICK 8. Create a New Culture Hold on to the new ways of behaving, and make sure they succeed, until they become a part of the very culture of the group

Marshall Goldsmith: « 20 bad habits to stop to 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.

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

= signs of immaturity/lack of self-confidence

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.

Conclusion

“If you can inspire others to dream more, learn more, do more,

and become more, then you are a Leader”.

Quincy J. Adams, 3rd President of the USA

adapt more