Download - Tag & Label Manufacturers
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Tag & Label ManufacturersTag & Label Manufacturers
Dr. Marshall GoldsmithDr. Marshall Goldsmith
[email protected]@MarshallGoldsmith.com
www.MarshallGoldsmith.comwww.MarshallGoldsmith.com
Planning Life andBuilding Engagement
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Goals• Understand why the key variable in
building engagement is the person – not the program
• Be ready to use a new model for planning life – at work and at home
• Be able to use the daily question process to build engagement and increase effectiveness
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Previous work on employee engagement
• NAHR presentation• Recognition, reward programs, training,
compensation, empowerment• In spite of all previous efforts, global
employee engagement is near an all-time low• Focus on what the organization can do to
engage you – not what you can do to engage yourself
• The two flight attendants
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Learning from a great leader
• The key variable for successful coaching is the person being coached – not the coach
• Work with people who care
• Get them to take responsibility for their own lives
• If they don’t care – don’t waste your time
• If you don’t care – don’t waste your time
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The key variable is the personnot the program
Four major studies:
•Leadership development – ‘Leadership Is a Contact Sport’
•Research on happiness and meaning – and the impact on satisfaction at work and home
•Active vs. passive question research
•Active question study
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What happened?
• We generally know the person that we want to become
• Why don’t we become this person?
• Millions of Americans:– Disengaged– Depressed– Not achieving personal goals
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Why is change so difficult?
• New Year’s resolutions that are never achieved?
• Coaching clients that don’t change?
• Our daily failures to do – even the small things – that we plan?
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A ‘perfect storm’ for distractions
• Emails, cell phones, tablets, texting
• On demand TV, movies, games
• Social media
• Multi-tasking
• ‘The dream’
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Classic delusions
• The planner bias
• The ‘understanding – doing’ gap
• It won’t take that long
• It won’t be that difficult
• The high probability of low probability distractions
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The great Western disease
I will be happy
when…
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The great engagement myth
Employees will be engaged
when…
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Determinism vs. Free Will
• Determinism (our choices are determined by our environment)
• Free will (we make our own choices)
• The age old philosophical debate
• Almost all work in engagement is deterministic
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A tale of two Goddesses
Fortuna
vs.
Disciplina
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Fortuna
• Luck
• Random chance
• Uncontrollable variables
• Fate
• Half a trillion dollar investment
• What we cannot control
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Disciplina
• Hard work
• Discipline
• Education
• Frugality
• Motivation
• What we can control
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Success and failure
• When we succeed – we tend to credit our own efforts – what we can control
• When we fail – we tend to blame the environment – what we cannot control
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Reciprocal determinism
I create it
and
at the same time
it creates me
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Two simple definitions
• Determinism – the hand of cards that we have been dealt.
• Free will – how we play the hand of cards that we have been dealt.
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What is deterministic(we cannot change)
• Genetics
• Age
• Most macro issues
• Other people (short term)
• The past
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What is choice(we can change)
• Ourselves– Attitude– Behavior– Learning– Influence
• Our team
• Our function
• Our company (long term)
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MOJOThat positive spirit
toward what you are doing
now
that starts from the inside
and radiates to the outside
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MOJO is a function of:
• Person
• Activity
• Time
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Happiness and meaning
• Defined from the inside not the outside
• Changes constantly as we journey through life
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The MOJO ParadoxOur default reaction in life:
• …is not to experience happiness
• …is not to experience meaning
• …is not to be engaged
• …is to experience
inertia
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Why the ‘old world’ of work is disappearing
• The changing nature of professional work
• The ‘old IBM’ vs. the ‘new IBM’
• The increased pace of change, connectedness and expectations
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Achieving both personal and professional success
Sacrificing
Surviving Stimulating
Succeeding
Short-Term Gratification
Lo
ng
-Ter
m B
enef
it
Sustaining
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MOJO Test
• Think of a typical day at work• What percent of your time is spent on
each in each of the five categories?• What changes can you make to
increase short-term gratification?• What changes can you make to
increase long-term benefit?
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The MOJO SurveyPercent of time spent:
Work – Home
Surviving 14.4 --- 11.4
Stimulating 15.2 --- 21.2
Sacrificing 17.8 --- 15.4
Sustaining 22.7 --- 21.9
Succeeding 29.9 --- 30.1
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The MOJO Survey
• There is an incredibly high correlation between scores at ‘work’ and at ‘home’.
• Our experience of happiness and meaning says as much about ‘us’ as it does about ‘it’.
• Spending time with people we love, is highly correlated with over-all satisfaction at home and at work.
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The MOJO Survey
• The only positive correlation with overall satisfaction at ‘work’ or ‘home’ – comes with increased hours in succeeding.
• Just increasing short-term happiness (stimulating) does not increase overall satisfaction at work or even at home.
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A new model for planning the future
• Creating ourselves
• Creating our team
• Creating our function
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Becoming the personwe choose to become
Accepting
Pre
serv
ing
CHANGEKEEP
+
-
Creating
Elim
inatin
g
Inventin
g
Eradica
ting
ReducingDelaying
Maintaining
Making P
eace
AddingImproving
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Creating• Creating the person that we want to
become• Blocks to creating• Fears that inhibit creating• The role of identity (self-stereotyping)• Hope for the future
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The identity matrix
Future
Self
Past
Other
Programmed
Identity
Created
Identity
Remembered
Identity
Reflected
Identity
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Preserving• What do we want to preserve?
• Gratitude for the past
• Why too much focus on preserving can be a problem– Kodak– The new IBM
• ‘Tradition with a future’
• Who should you thank?
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Eliminating• Knowing what to eliminate
• Knowing when to eliminate
• The danger of over-commitment
• The challenge of new technology
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Accepting• ‘Letting go’ of the past
• Am I willing at this time?
• Forgiving
• Prioritizing
• Accepting environmental limitations
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Effectively influencing decision makers
• Learning from Peter Drucker
• Decision making and power
• Knowing the customer
• Being an effective salesperson
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Becoming the personwe choose to become
Accepting
Pre
serv
ing
CHANGEKEEP
+
-
Creating
Elim
inatin
g
Inventin
g
Eradica
ting
ReducingDelaying
Maintaining
Making P
eace
AddingImproving
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Applying this model
• To ourselves
• To our team
• To our function
• To our company
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Daily Question Process
• The Checklist Manifesto
• Why the process works
• How the process works
• Applications on employee engagement
• The Ford weekly review process
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Making engagement a choicenot a deterministic result
• Passive questions lead to making the environment responsible
• Active questions lead to making ourselves responsible
• Active vs. passive question research
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Three groups –‘before and after’ measures
• Training and follow-up – active questions
• Training and follow-up – passive questions
• Training and no follow-up• No training (control)• Initial study results – ACTIVE
questions make a difference!
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Happiness Means by Condition on a -3 to +3 scale
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Meaning Means by Conditionon a -3 to +3 scale
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Engagement Means by Condition on a -3 to +3 scale
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Six active questionsDid I do my best to:
• Be happy?
• Find meaning?
• Be fully engaged?
• Build positive relationships?
• Set clear goals?
• Make progress toward goal achievement?
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That boring meeting!
Imagine that you were going to be tested on:
Did I do my best to:•Be happy?•Find meaning?•Build positive relationships?•Be fully engaged?
What would you do differently?
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The two week study
• You will get an email every day for two weeks – asking six active questions
• You will receive ‘before and after’ questions
• The daily process takes just a couple of minutes
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Active question research
• 2037 participants – 44 studies
• 31% reported improvement on all six items
• 62% reported improvement on at least four items
• 88% reported improvement on at least one item.
• Almost no one reported any negative change
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Summary
• It is great for the company
• It is great for the customers
• It is even better for you!