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Don’t manage. Coach!



                           presented by



            CONFIDENTIAL
Your host                   Our guest




            Daniel Debow             Dr. Marshall Goldsmith
      Rypple co-founder & co-CEO   Executive coach & bestselling author of
                                   MOJO: How to Get It, How to Keep It and
                 rypple.com            How to Get It Back if You Lose It

                                     Visit: MojoTheBook.com



April 26, 2010                                                          2
Goals
•  Learn a proven model that you can use to
   coach yourself and others.
•  Be ready to use feedforward.
•  Understand new applications of peer
   coaching.
•  Discuss MOJO and learn a new approach
   to employee engagement.
A proven model for coaching
       and development

•  Ask
•  Listen
•  Think
•  Thank
•  Respond
•  Involve
•  Change
•  Follow-up
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
Coaching and feedforward
•  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
   ‘back on the job’ execution
•  Repeat the process with your
   partner
“Leadership is a
        Contact Sport”
•  Summary impact research
•  Over 86,000 participants
•  Eight major corporations
•  Published in Strategy
   +Business
Commonalities
•  Multi-rater feedback
•  Feedback consultant
•  One to three areas for
   improvement
•  Discussion with co-workers
•  On-going follow up
•  Custom-designed mini-survey
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
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
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
Change in
          leadership effectiveness
          My co-worker did frequent follow-up

          40
Percent




          20
                                                     Table 4
                                                    Company A
                                                    Company B
           0                                        Company C
                                                    Company D
               -3   -2   -1     0     1     2   3
                                                    Company E
                         Perceived Change           Avg Leader
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
Key learnings
•  Follow-up works.
•  The “program of the year” doesn’t
   work.
•  This process works around the
   world.
•  This process works at home as well
   as work.
The ‘daily question’ process

•  Writing your questions
•  Daily follow-up
•  Ensuring that your daily
   behavior is aligned with your
   values
Publication

•  MOJO : How to Get It, How to
   Keep It and How to Get It
   Back if You Lose It, Hyperion
   February 2010 (with Mark
   Reiter)
•  Website:
   www.MojoTheBook.com
MOJO
    That positive spirit
toward what you are doing
             now
 that starts from the inside
and radiates to the outside
Happiness and
        meaning
•  Defined from the inside not the
   outside
•  Changes constantly as we journey
   through life
The MOJO Paradox
Our default reaction in life:

• …is not to experience
  happiness
• …is not to experience
  meaning
• …is to experience
  inertia
The MOJO Meter
•  How happy was I?
•  How meaningful was this?
•  By activity or by time
•  Why it works

•  ‘That boring meeting!’
Achieving both personal
and professional success
                     Sacrificing   Succeeding
 Long-Term Benefit




                            Sustaining



                     Surviving     Stimulating
                     Short-Term Gratification
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.
The building blocks of
         MOJO
•  Identity
•  Achievement
•  Reputation
•  Acceptance
The identity matrix
                Future

        Programmed    Created
          Identity    Identity
Other                              Self
          Reflected   Remembered
           Identity     Identity



                  Past
Achievement

• What I contribute to the
  activity
• What the activity contributes
  to me
Professional MOJO
What I contribute to the activity

•  Motivation: I am doing my best to do a
   great job.
•  Understanding: I know what to do and how
   to do it.
•  Ability: I have the skills needed to get the
   job done well.
•  Confidence: I firmly believe that I can do a
   great job.
•  Authenticity: I am genuine when engaging
   in this activity. I am fully present.
Personal MOJO
What the activity is contributing to me

•  Happiness: I find joy in the process of this
   activity.
•  Fulfillment: This activity is meaningful to
   me. It contributes to a larger good.
•  Reward: Succeeding in this activity results
   in rewards that are important to me.
•  Support: I get the support I need to be
   successful in this activity.
•  Optimization: I am thankful for the
   opportunity to engage in this activity. It is a
   great use of my time.
Acceptance: two paths
   toward success

• Changing our world
• Changing our self
Keeping what matters
     in our mind

•  The ‘daily question’ process
•  Our default reaction in life…
•  The MOJO meter
•  Increasing happiness and
   meaning
Why our MOJO is so
         important

•  To the people that we respect at
   work
•  To the people that we love at
   home
To learn how you can make coaching a
                 part of your organization, email us for a
                       free 30 minute consultation.

                      events@rypple.com


                                                    presented by




April 26, 2010                                                     3

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Don't Manage, Coach! - Marshall Goldsmith

  • 1. Don’t manage. Coach! presented by CONFIDENTIAL
  • 2. Your host Our guest Daniel Debow Dr. Marshall Goldsmith Rypple co-founder & co-CEO Executive coach & bestselling author of MOJO: How to Get It, How to Keep It and rypple.com How to Get It Back if You Lose It Visit: MojoTheBook.com April 26, 2010 2
  • 3. Goals •  Learn a proven model that you can use to coach yourself and others. •  Be ready to use feedforward. •  Understand new applications of peer coaching. •  Discuss MOJO and learn a new approach to employee engagement.
  • 4. A proven model for coaching and development •  Ask •  Listen •  Think •  Thank •  Respond •  Involve •  Change •  Follow-up
  • 5. 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
  • 6. Coaching and feedforward •  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 ‘back on the job’ execution •  Repeat the process with your partner
  • 7. “Leadership is a Contact Sport” •  Summary impact research •  Over 86,000 participants •  Eight major corporations •  Published in Strategy +Business
  • 8. Commonalities •  Multi-rater feedback •  Feedback consultant •  One to three areas for improvement •  Discussion with co-workers •  On-going follow up •  Custom-designed mini-survey
  • 9. 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
  • 10. 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
  • 11. 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
  • 12. Change in leadership effectiveness My co-worker did frequent follow-up 40 Percent 20 Table 4 Company A Company B 0 Company C Company D -3 -2 -1 0 1 2 3 Company E Perceived Change Avg Leader
  • 13. 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
  • 14. Key learnings •  Follow-up works. •  The “program of the year” doesn’t work. •  This process works around the world. •  This process works at home as well as work.
  • 15. The ‘daily question’ process •  Writing your questions •  Daily follow-up •  Ensuring that your daily behavior is aligned with your values
  • 16. Publication •  MOJO : How to Get It, How to Keep It and How to Get It Back if You Lose It, Hyperion February 2010 (with Mark Reiter) •  Website: www.MojoTheBook.com
  • 17. MOJO That positive spirit toward what you are doing now that starts from the inside and radiates to the outside
  • 18. Happiness and meaning •  Defined from the inside not the outside •  Changes constantly as we journey through life
  • 19. The MOJO Paradox Our default reaction in life: • …is not to experience happiness • …is not to experience meaning • …is to experience inertia
  • 20. The MOJO Meter •  How happy was I? •  How meaningful was this? •  By activity or by time •  Why it works •  ‘That boring meeting!’
  • 21. Achieving both personal and professional success Sacrificing Succeeding Long-Term Benefit Sustaining Surviving Stimulating Short-Term Gratification
  • 22. 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.
  • 23. The building blocks of MOJO •  Identity •  Achievement •  Reputation •  Acceptance
  • 24. The identity matrix Future Programmed Created Identity Identity Other Self Reflected Remembered Identity Identity Past
  • 25. Achievement • What I contribute to the activity • What the activity contributes to me
  • 26. Professional MOJO What I contribute to the activity •  Motivation: I am doing my best to do a great job. •  Understanding: I know what to do and how to do it. •  Ability: I have the skills needed to get the job done well. •  Confidence: I firmly believe that I can do a great job. •  Authenticity: I am genuine when engaging in this activity. I am fully present.
  • 27. Personal MOJO What the activity is contributing to me •  Happiness: I find joy in the process of this activity. •  Fulfillment: This activity is meaningful to me. It contributes to a larger good. •  Reward: Succeeding in this activity results in rewards that are important to me. •  Support: I get the support I need to be successful in this activity. •  Optimization: I am thankful for the opportunity to engage in this activity. It is a great use of my time.
  • 28. Acceptance: two paths toward success • Changing our world • Changing our self
  • 29. Keeping what matters in our mind •  The ‘daily question’ process •  Our default reaction in life… •  The MOJO meter •  Increasing happiness and meaning
  • 30. Why our MOJO is so important •  To the people that we respect at work •  To the people that we love at home
  • 31. To learn how you can make coaching a part of your organization, email us for a free 30 minute consultation. events@rypple.com presented by April 26, 2010 3