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How coaching cultures evolve leadership-DNAand help organizations thrive
Jean-Francois Cousin, Amsterdam, May 2018
Global Executive Coach, MCCDirector, Global Board of the International Coach Federation
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Jean-François Cousin, ICF Master Certified 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]
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How coaching cultures evolve leadership-DNAand help organizations thrive
• Which kind of leadership do organizations need, to thrive in a VUCA world?
• What are the game-changing ripple-effects of coaching in organizations?
• Which results companies that truly embedded a coaching culture are getting?
• How does masterful coaching enable the new type of leadership required?
• How we need to ‘be’ as coaches and leaders, to enhance engagement, creativity, accountability, agility and collaboration with all stakeholders?
PAR
T 1
PAR
T 2
Why are coaching cultures becoming necessary?
How can we, coaches, best serve going forward?
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The big picture and its hard truths
the ‘game’ of business has changed,leaders must become game-changers
Collaboration and agility critical to organizations’ success
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Riccardo Muti Herbert von Karajan
Who got FIRED? Who got RICH & FAMOUS?
1 2
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Riccardo Muti Herbert von Karajan
Who got FIRED? Who got RICH & FAMOUS? Please vote! ☺
1 2
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THE Maestro-Superstar: Herbert von Karajan
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Watch: https://youtu.be/1X2F2QXHAtg
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Which kind of leadership do organizations need, to thrive in a VUCA world?
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Fortune’s ‘World most-admired companies’ ‘18
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Leadership lessons we can learn from Tim Cook
1. Take risks
2. Focus and listen attentively to those you speak to
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
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Source: https://www.amazon.jobs/principlesWatch: https://www.youtube.com/watch?v=B-xdfQv3I1k
• Customer Obsession (leaders start with the customer and work backwards)
• Ownership. Leaders are owners
• Invent and Simplify
• Are right, a lot (leaders seek diverse perspectives + work to disconfirm their beliefs)
• Learn and Be Curious
• Hire and Develop the Best
• Insist on the Highest Standards
• Think Big
• …
Leadership Principles
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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
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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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Thriving Companies have integrated
Coaching in their Leadership-DNA
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Netflix Culture:Freedom & Responsibility
Source: http://www.slideshare.net/reed2001/culture-1798664Read: How Patty McCord created what Sheryl Sandberg called "the most important document ever to come out of the Valley“:
https://www.fastcompany.com/3056187/the-future-of-work/the-woman-who-created-netflixs-enviable-company-culture
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Growth Increases Complexity
Complexity
27
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Process Emerges to Stop the Chaos
Processes
“Time to grow up” becomes the professional management’s mantra
No one loves process, but process feels good compared to the pain of chaos
28
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Most Companies Curtail Freedom as they get Bigger
Bigger
Employee Freedom
29
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% High Performance Employees
Complexity
30
Process-focus Drives More Talent Out
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Process Brings Seductively Strong Near-Term Outcome
• A highly-successful process-driven company
– Minimal thinking required
– Few mistakes made – very efficient
– Very optimized processes for its existing market
– Efficiency has trumped flexibility
31
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Then the Market Shifts…
• Market shifts due to new technology or competitors or
business models
• Company is unable to adapt quickly
– because the employees are extremely good at following the
existing processes, and process adherence is the value system
• Company generally grinds painfully into irrelevance
32
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Seems Like Three Bad Options
1. Stay creative by staying small, but therefore have
less impact
2. Avoid rules as you grow, and suffer chaos
3. Use process as you grow to drive efficient execution of
current model, but cripple creativity, flexibility, and
ability to thrive when your market eventually changes
33
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A Fourth Option
• Avoid Chaos as you grow with Ever More
High Performance People – not with Rules
– Then you can continue to mostly run informally with
self-discipline, and avoid chaos
– The ‘run informally’ part is what enables and attracts
creativity34
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The Key: Increase Talent Densityfaster than Complexity Grows
35
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The Rare Responsible Person
• Self motivating
• Self aware
• Self disciplined
• Self improving
• Acts like a leader
• Doesn’t wait to be told what to do
• Picks up the trash lying on the floor
36
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Coaching others increases their
▪ Status
▪ Certainty
▪ Autonomy
▪ Relatedness (relationship)
▪ Fairness
… and –of course- makes them THINK!
Neuroscience explainsthe effectiveness of Coaching
Source: David Rock; https://www.epa.gov/sites/production/files/2015-09/documents/thurs_georgia_9_10_915_covello.pdf
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What are the game-changing ripple-effects of coaching in organizations?
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Copyright © 2018, www.greatness.coach all rights reservedand Alex Robichaux
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Copyright © 2018, www.greatness.coach all rights reservedSource: The Center for Creative Leadership presentation at ICF Converge 2017
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Copyright © 2018, www.greatness.coach all rights reservedSource: Accenture presentation at ICF Converge 2017
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Copyright © 2018, www.greatness.coach all rights reservedSource: Accenture presentation at ICF Converge 2017
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Copyright © 2018, www.greatness.coach all rights reservedSource: Accenture presentation at ICF Converge 2017
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Copyright © 2018, www.greatness.coach all rights reservedSource: Accenture presentation at ICF Converge 2017
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Which results companies that truly embedded a coaching culture are getting?
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Current Observations
Strong coaching cultures are correlated with higher employee engagement
Strong coaching cultures are correlated with stronger financial performance
2015 revenue growth in relation to industry peer group by coaching culture.
50%
62%Percentage of employees who
rated themselves "highlyengaged"
Strong Coaching Culture (n=134) All Others (n=482)
10%
53%
38%
2%
47%
51%
Below
On par
Above
Strong Coaching Culture(n=138) All Others (n=602)
Full report: ICF https://www.careercompasscanada.com/wp-content/uploads/2016/10/2016-Building-a-Coaching-Culture-for-Managers-and-Leaders-Final.compressed.pdf
Source: ICF survey report ‘building a Coaching Culture for Increased Employee Engagement’ (2016)
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Future Trend Indicators
More organizations are seeking to expand their internal coaching capacity
Organizational plans within the next five years
Source: ICF survey report ‘building a Coaching Culture for Increased Employee Engagement’ (2016)
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Impact of coaching
Most important indicators of coaching impact that have been observedfor the individual/team/organization
Sou
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ICF
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Improved team functioning Increased engagement
Increased productivity Improvedemployee relations
Faster leadership
development
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Copyright © 2018, www.greatness.coach all rights reservedSource: http://www.coachfederation.de/files/icf_building_a_coaching_culturer_report_2014.pdf
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Leaders / managers focus the coaching of their subordinates on…
Source: ICF
According to
Leaders / managers
HR
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Relative importance of coaching competencies
How important are the following coaching skills for the managers and leaders to be using in their roles at your organization?
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Coaching Cultures are now proven to help
companies thrive in a VUCA world
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How can we, coaches, best serve going forward?
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How coaching cultures evolve leadership-DNAand help organizations thrive
• Which kind of leadership do organizations need, to thrive in a VUCA world?
• What are the game-changing ripple-effects of coaching in organizations?
• Which results companies that truly embedded a coaching culture are getting?
• How does masterful coaching enable the new type of leadership required?
• How do we need to ‘be’ as coaches and leaders, to enhance engagement, creativity, accountability, agility and collaboration with all stakeholders?
PAR
T 1
PAR
T 2
Why are coaching cultures becoming necessary?
How can we, coaches, best serve going forward?
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Agility
learns from mistakes
keen to experiment
comfortable not knowing
versatile thinker
courageous decision-
maker
eager learner
Traits of an agile leader
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Collaborative relationships
Team aligned on the Vision and ‘way of working together’
Team-members help each other
play at their best
Effective Collaboration
Boosters of collaboration
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Self-awareness
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Self-awareness
Self-acceptance
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Self-awareness
Self-acceptance
Mindful Growth
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Self-awareness
Self-acceptance
Mindful Growth
Self-trust and self-esteem
Authenticity, humility & vulnerability
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Healthy self-esteem replaces toxic behaviorsby behaviors supporting collaboration and agility
Let go of… Embrace…
Fake superiority / pretence of invulnerability
Limiting beliefs about themselves
Black-and-white judgments and/or
playing the smartest guy in the room
Fear of mistakes / perfectionism and micro-
management
Hanging out only with one’s ‘gang’
Change resistance and the comfort-zone of
managing silos
Humility and openness
Their aspirations
Their ability to help others perform at their
best
Mistakes as sources of growth, and empowerment
Interest in others
Purpose and change-driven leadership
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Self-awareness
Self-acceptance
Self-esteem & self-trust
+-
Authenticity, humility &
vulnerability
Openness to others
MindfulGrowth
The path from self-awarenessto collaborative relationships
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Self-awareness
Self-acceptance
Self-esteem & self-trust
+-
Authenticity, humility &
vulnerability
Helping others grow
Openness to others
MindfulGrowth
The path from self-awarenessto collaborative relationships
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Self-awareness
Self-acceptance
Self-esteem & self-trust
+-
Authenticity, humility & vulnerability
Helping others grow Openness to others
Collaborativerelationships
MindfulGrowth
The path from self-awarenessto collaborative relationships
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Collaborative relationships
Team aligned on the Vision and
‘way of working’
Team-members help each other
play at their best
Effective Collaboration
Authenticity, humility and vulnerability
The path from collaborative relationshipsto effective collaboration
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As coaches, how do we need to be with leaders,to support the growth of agility and collaboration
in their organization?
Agility
learns from mistakes
keen to experiment
comfortable not
knowing
versatile thinker
courageous decision-
maker
eager learner
Self-awareness
Self-acceptance
Self-esteem & self-trust
+-
Authenticity, humility &
vulnerability
Helping others grow
Openness to others
Collaborativerelationships
MindfulGrowth
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Think of your ‘posture’, your way of being…
c
and it’s ripple effects on the leaders you support
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Silence, freedom and responsibility
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Think of the ripple effects of your being on a leader you support…
How are you being when your coachee
becomes more agile and collaborative?
1
2
4
Group
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8 traits of a coach/supporter enabling in a leaderhigher confidence, agility in thinking and collaboration
• Authentic and humble
• Holistic listener
• Learner of Coachee’s Greatness
• Non-judgmental thinking-partner
• Comfortable with not knowing, with failure, trusting process
• Empathetic, yet detached from outcome
• Courageous feedback-provider
• Supportive challenger
Coachee
Coach
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Let’s practice the posture of ‘a learner from the coachee’s Greatness’
Coachee
Coach
Suggestions of questions to ignite the session:
• What would you like to explore today?
• What makes this important to you?
• At a deeper level, what is it all about?
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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
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Think of the ripple-effects of your learning today,on your life and on the people you serve.
How will you make them the best possible?
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How coaching cultures evolve leadership-DNAand help organizations thrive
Jean-Francois Cousin, Amsterdam, May 2018
Global Executive Coach, MCCDirector, Global Board of the International Coach Federation
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Thank You for your agility & collaboration today! ☺
Greatness Leadership Coaching
@JF_Cousin
email: [email protected]
Website: www.greatness.coach
Jean-Francois Cousin
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Free resource athttp://www.greatness.coach/book
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Free resource athttp://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
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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
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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)
Overall Total = (A) + 2 x (B) / 14
http://www.greatness.coach/wp-content/uploads/2015/06/ASSESSMENT-book-GAME-CHANGERS-at-the-Circus.pdf
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)
Overall Total = (A) + 2 x (B) / 14
http://www.greatness.coach/wp-content/uploads/2015/06/ASSESSMENT-book-GAME-CHANGERS-at-the-Circus.pdf
Talking points with Leaders:collaboration and agility in the organization
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TODAY?
Greatness Leadership Coaching
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Key Statistics–Global
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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-
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http://www.gsk.com/
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Creating a Coaching Culture for Better Talent at GlaxoSmithKline (GSK)
Source: http://www.coachfederation.org/files/FileDownloads/CaseStudy_GSK.pdf
101,255 employees
Annual Revenues: $38.2 billion USD
Coaching Implementation Date: May 1, 2010
214 External Coach Practitioners
1,085 Internal Coaches
16,500 Managers & Leaders Using Coaching Skills
5,390 Employees Receiving Coaching from a Coach
Coaching Centre of Excellence (CoE) standardized coaching globally by
• improving access,
• ensuring quality and efficiency, and
• creatively containing costs.
It is a self-funded unit without a direct budget from GSK,
All coaching costs are charged to the business unit using coaching
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Position coaching as ‘for success’
• Coaching has strong support from leaders within the organization, and 60 % + of the corporate executive team uses coaches on a regular basis.
• “They’re very much supporters and talk about it openly,” says Sally Bonneywell, PCC, vice president of coaching for GSK.
• “The way that they position coaching is that it’s for success and for people who want to become the best versions of themselves. … It’s not positioned as being anything like remedial; it’s very much about saying how it can help us be even more successful.”
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Positive impact on career & retention
• The program, with 220 participants in 2016, includes 12 individual coaching sessions, six half-day group coaching sessions and senior leader sponsorship.
• 46% of 2013 participants have been promoted, compared to 26% of women and 27% of men at the same grades across the organization.
• Participants were 76% more likely to stay at the organization
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66 MUS$ return on investment
• Direct reports indicated that participants improved in manager effectiveness more than 3 times faster than a control group
• “Huge ripple effects happen as a result of coaching in terms of empowerment, satisfaction, and leadership effectiveness,” Bonneywell explained
• Since its initial implementation in 2010, coaching has had strong support from leadership including GSK’s current CEO and new CEO designate.
• The organization has seen a $66 million USD return on investment from its coaching initiative.
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Source: https://hbr.org/2017/03/bursting-the-ceo-bubbleWatch: https://www.youtube.com/watch?v=9kGdL2GeSCw
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Copyright © 2018, www.greatness.coach all rights reservedSource: Jeremy Stover, Director of Leadership Development and Coaching at LinkedIn