Dr. Marshall Goldsmith, CEO coach and best-selling author reveals why coaching is the must have skill for managers who want to engage their people and succeed in today's business environment.
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
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.
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
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April 26, 2010 3