Coaching Leadership
Creating High EQ Organizations
Manfred Kets de VriesINSEAD
Presentation HR Estonia
Sustainable, competitive advantage is not re
lated to:
economies of scale
being in a high technology industry
strategic position
IT HAS TO DO WITH PEOPLE!
Styles of Thinking: Managing Dilemmas
analytical intuitive, impressionistic
COGNITIVE EMOTIONAL
logical affective pleasure pain axis(what is sensible) (what feels good)
© Manfred Kets de Vries INSEAD. All rights reserved.
use of abstract symbols, words use of metaphors, images, narratives and numbers
slower processing of more rapid processing of information information
more specific statements sweeping statements
The leader as coach/ story teller!
© Manfred Kets de Vries INSEAD. All rights reserved.
Cosmetic listening
Conversational listening
Active listening
Deep listening
The “Teddy Bear” Effect
has therapeutic impact!
Listening
Knowing one’s emotionsself-awareness about feelings
Managing emotionsself-regulating feelings
Recognizing emotions in otherspossessing empathy
Handling relationshipsmanaging emotions in others
Adapted from P. Salovey and J. Mayer, “Emotional Intelligence,” Imagination, Cognition, and Personality, 9 (1990), pp. 185-211.
© Manfred Kets de Vries INSEAD. All rights reserved.
Emotional Intelligence
IQ versus EQ: The “Teddy Bear” EffectPEOPLE WITH HIGH EMOTIONAL INTELLIGENCE
create stronger interpersonal relationships
are better in motivating themselves and others
are more proactive, innovative, and creative
are more superior leaders
function better under pressure
cope better with change
© Manfred Kets de Vries INSEAD, France & Singapore. All rights reserved.
are more realistic in assessing their strengths and weaknesses
take ownership of their own problems
will have better results
Why this explosion of leadership coaching services?
A fast changing business environment
The complexity of more network oriented organizations
Individual responsibility for career development: life long learning
The high cost of performing below capacity
© Manfred Kets de Vries, INSEAD. All rights reserved.
Orientations to Coaching
Leadership/behavioral coachingemotional intelligence, more effective leadership style
Career transitions/ life coachingfocus on personal growth/career development
Organizational change/strategy coachingsupport in change initiatives/strategy
© Manfred Kets de Vries, INSEAD. All rights reserved.
Competencies/ performance coachinghow-to techniques/ skill developmentattaining stretch goals
One-to-one coaching
Group coaching
Systemic coaching
Therapy versus Coaching
© Manfred Kets de Vries, INSEAD. All rights reserved.
Therapy Coaching
Past, present and future focus Present and future focus
More passive/ reflectiveMore active/ goal and action oriented
Information from clientInformation from client andkey others
Symptom/character analysis Growth and skill development
Who the client is, is clear Who the client is, is more fuzzy
Confidentiality is absolute Confidentiality not as clear
45/50 minutes sessions/more rigid boundaries:therapist’s office
Sessions of variable length/more flexible boundariesVarious settings
Help to client stands central Client/organization help standscentral
Understanding the Emotional life of Organizations: The Clinical Paradigm
Psychic Determinismall behavior has a motivational source and can be explainedirrational behavior has a rationale
© Manfred Kets de Vries, INSEAD. All rights reserved.
Unconscious Motivationmany wishes and fantasies are not conscious
Defense Mechanismspeople minimize, distort or avoid certain experiences in order
to alleviate fears and repress threatening impulses
Intra-psychic and Interpersonal Processes/ Conflicttension and anxiety arise from conflicted unconscious forces containing unacceptable wishes and fears
a continuity between childhood and adulthood
FORMAL ORGANIZATION:rational forces
INFORMAL ORGANIZATION:irrational forces
group dynamics fantasyinterpersonal relations organizational cultureemotions character CCRT creativitystress reactions subjectivity intuition dreams
FORMAL ORGANIZATION:rational forces
INFORMAL ORGANIZATION:irrational forces
group dynamics fantasyinterpersonal relations organizational cultureemotions character CCRT creativitystress reactions subjectivity intuition dreams
mission vision strategies operational policies job descriptions structures
ORGANIZATIONAL DIAGNOSIS
FORMAL ORGANIZATION:rational forces
INFORMAL ORGANIZATION:irrational forces
Hidden:
group dynamics fantasy interpersonal relations organizational culture emotions character creativity
stress reactions intuition dreams CCRT
Visible:
© Manfred Kets de Vries, INSEAD. All rights reserved.
REASONS:1. Unwillingness to exercise authority
conflict avoidancepervasive need to be liked
2. Tyrannizing subordinatesabrasive behavior
3. Micromanagementpreoccupation with detail
4. Lack of succession planning
Problems in selection and development
©Manfred Kets de Vries INSEAD. All rights reserved.
Pressures on LeadershipBase rate for leadership incompetence: 40-50%
arrogant and haughty behavior
© Manfred Kets de Vries, INSEAD. All rights reserved.
The Narcissistic Personality/ The Transference Trap:The Insidious Combination of Disposition & Position
a sense of superiority
a sense of uniqueness
exaggeration of talents
boastful and pretentious behavior
grandiose fantasies
self-centered and self-referential
need for attention and admiration
The Leadership Cycle
Competencies• personal• cognitive
• social
PersonalLeadership Style
• the rolesInner theatre• motivational
needs• character traits• temperament• birth order
© Manfred Kets de Vries, INSEAD. All rights reserved.
LeadershipArchetypes
Leadership: Creating Great Organizations
© Manfred Kets de Vries, INSEAD. All rights reserved.
Charismatic role:envisioningempowering
energizing
Architectural role:designing behaviorcontrolling behaviorrewarding behavior
Q. 1: A
re yo
u cle
ar o
n ho
w to su
ccee
d in
this
busin
ess?
Q. 2: I
s the
re al
ignm
ent b
etwee
n vis
ion,
stra
tegy
and
beha
vior!
Leadership Development:General Observations
Action Learningstrong involvement by senior executivesthe leader as “coach”
Self-Assessment
Shadowing/ Role Modelingthe apprenticeship model
© Manfred Kets de Vries, INSEAD. All rights reserved.
Most leaders
hip programs are
band aids!
In great co
mpanies lea
dership programs
are a co
re compete
nce!
Assessing/ Changing Leadership Behavior:INSEAD’s Global Leadership Center “Tool” Kit
2. The Global Executive Leadership Inventory
3. The Personality Audit
© Manfred Kets de Vries, INSEAD. All rights reserved.
5. Personal Development Profile
6. Personal Feedback Page
4. Leadership Archetype Questionnaire
1. The Personal Story: the Narrative
Group Leadership Coaching:
Building high performance teams/organizations
Creating real knowledge management
Boundaryless organizations: break the silos
Effective virtual teams
© Manfred Kets de Vries, INSEAD. All rights reserved.
Global Leadership Life Inventory:The Twelve Dimensions
Visioning:
Empowering:
Energizing
Designing & Aligning
Rewarding & Feedback
Team Building
Outside Orientation
Global Mindset
Tenacity
Emotional Intelligence
Life BalanceResilience to Stress
The Personality Audit
Positive Self-esteem
Trust
Conscientiousness
Assertiveness
Extroversion
High Spirited
Adventurous
Negative Self-esteem
Vigilant
Laissez Faire
Self-effacement
Introversion
Low Spirited
Prudent
© Manfred Kets de Vries, INSEAD. All rights reserved.
Negative
Self-Esteem
Vigilant
Laissez-faire
Self-Effacement
Introversion
Low Spirited
Traditional
Positive Self-Esteem
Trust
Conscientiousness
Assertiveness
Extraversion
High Spirited
Adventurous
The Personality Audit
-20 -15 -10 -5 0 5 10 15 20
Leadership ArchetypesThe Strategist
the leader as chess player
The Change-Catalystthe leader as implementation/ turnaround specialist
The Builderthe leader as entrepreneur
The Coachthe leader as people developer
The Communicatorthe leader as the great stage manager
© Manfred Kets de Vries, INSEAD, France & Singapore.
The Processorthe leader as efficiency expert
The Transactorthe leader as deal maker/ negotiator
The Innovatorthe leader as creative idea generator
The skill of b
uilding an effective team!
Builder
Innovator
Strategist
Change Catalyst
Transactor
Processor
Coach
Communicator
5
4
3
2
1
5
4
3
2
15
43
21
5 4 3 2 1
54321
54
32
1
5
4
3
2
1
5
4
3
2
1
A Leadership Archetype Profile
© Manfred Kets de Vries, INSEAD. All rights reserved.
All othersSelf
Core team 1Core team 2
Building TrustIntegrity
TRUST
ACCOUNTABILITY
RESULTS
OpennessHonesty
Active listeningConsistencyCompetence
FairnessIntegrity
Mutual respect
CONSTRUCTIVE CONFLICT RESOLUTION
COMMITMENT
Techniques of Individual Change: The Role of the Leadership Coach
♥ Expressing deep empathyreflective/ respectful listening
♥ Discussing the ambivalence“I want to, and I don’t want to change!”
♥ Doing resistance judo
♥ Supporting self-efficacyencourage the client’s belief in the possibility of change
♥ Tipping the status quothe client (not the coach) argues for change
O pen questions
A ffirming
R eflecting
S ummarizing
HIGH PERFORMANCE TEAMSWhat are the norms/ values executives have to “live?”
Passion for results!
Passion for people!
Passion for customers!
Passion for innovation!
© Manfred Kets de Vries, INSEAD, France & Singapore. All rights reserved.
Passion for the world around us!
Winning Attitudes: The 4E’s
Energy: a can-do attitude/passion
© Manfred Kets de Vries, INSEAD. All rights reserved.
Edge: if something cannot be accomplished, try a creative alternative
Execution
Energize: energize people around a common goal
Looking for S mart
W ork hard
A mbitious
N ice
Group Leadership Coaching
Coachee
Members of the group
Transitional space:Trust/ Confidentiality
The NarrativeSelf-assessment tools
Self-portrait
Vicarious experiencing/
sense of communityActive listening
Journey ofself-discovery/validation of
personal experience
Problem solvingLeadership action plan
Team buildingBoundaryless organizationKnowledge management
Leadership coaching skills
© Manfred Kets de Vries, INSEAD. All rights reserved.
Characteristics of Self-Renewing Organizations :Creating Authentizotic Companies
© Manfred Kets de Vries INSEAD. All rights reserved.
Direction/ Focus
Entrepreneurship/ Innovation
Voice/ Empowerment
Accountability
Fairness/ Upbeat morale
Customercentric
High Performance (Coaching) CultureMEANING
TRUST
Careful selection/ placement
THE BEST ORGANIZATIONS TO WORK FOR:Pointers from the Leader as Coach
Advice 4: Create “stretch” for your people/ be supportiveabout their personal growth and development
© Manfred Kets de Vries, INSEAD. All rights reserved.
Advice 5: Be encouraging/ give recognition and praise
Advice 6: Don’t use the “mushroom treatment”: keep your people informed/ create meaning
Advice 7: Give constructive feedback up front: don’t manage by guilt/ make clearwhat you expect from your people
Advice 8: Get rid of the narcissists: from “me” to “we”
Advice 1: Take time to listen to your employees/ maketheir opinions count
Advice 2: Care about your employees and help them when they have personal problems
Advice 3: Walk the talk: set a good example
© Manfred Kets de Vries INSEAD. All rights reserved.
A leader is bestWhen people barely know he exists,
Not so good when people obey and acclaim him,Worst when they despise him.Fail to honor people,They will fail to honor you.But of a good leader, who talks little,When his work is done, his aim fulfilled,They will all say, “we did this ourselves.”
Lao-Tsu The Way of Life 604 BC
The Wheel of Happiness: Identifying Life Anchors
healthorientation
careeating
sensuality
spirituality
aesthetics
acceptance
family
fame
exploration
independence
social contact
honor
power
money
vindication
achievement
status
order
meaning
© Manfred Kets de Vries, INSEAD. All rights reserved
© Manfred Kets de Vries, INSEAD. All rights reserved.
Own your own life!
Feeling Good about Yourself and your Life
Engage in self-reflection
Remain intellectually curious: strive for personal growth
Maintain meaningful goals and objectives: follow your convictions
Remain physically active
Balance work with leisure
Have caring and trusting ties with others: seek social support
Create systematic change: surprise yourself and others