Charlie Kim and Meghan Messenger, Co-CEOs of Next Jump, in a two-part keynote for Next Jump Leadership Academy, April 19-21, 2017.
Slides 1-30 "Coaching Your Organization" by Charlie Kim. https://www.youtube.com/watch?v=OH89weEyDGg
Slides 32-55 "Coaching Yourself" by Meghan Messenger. https://www.youtube.com/watch?v=2oH_fSaAaEY
4. 4
Moneyball: an attempt for hiring
Somehow, in our minds, that 35-year-old, with
three screaming kids and soccer practice four
nights a week, is more effective than the 50-year-
old with no kids at home, who is willing to work
wherever and whenever you need them.
So, now you can play Moneyball!
You already know that most employers in the
world hate old people. Thus, there are tons of gray
hairs limping around out there willing to take all of
your crappy low-ball offers, and they’re probably
more loyal for those low wages then any younger
worker you have on staff.
Yeah, for capitalism! You get great talent at low
rates. Who needs H1B’s when we have old people!
MONEYBALL METRIC
for HIRING:
HUMILITY
5. + -
STARTING LINEUP CAN’T CHANGE
RT ADJUSTMENTS
PRACTICE GROUND
UP OR OUT
GAMEDAY ONLY
ORG CHART
PROMOTE NEVER DEMOTE
NO PRACTICE GROUND
8. 8
TOP 12 SIGNALS of LOW vs HIGH performing cultures
1) ENTITLEMENT
2) VICTIM MINDSET
EVERYTHING IS IMPOSSIBLE/ WHY BOTHER
3) DEATH BY A 1000 CUTS
LITTLE THINGS GO WRONG ALL THE TIME
4) NO GAS (“GIVE A SHIT”)
NOT MY JOB, DO MINIMUM REQUIRED
5) LHF (“LYING/ HIDING/ FAKING”)
WALKING ON EGGSHELLS
6) BUREAUCRACY
LOTS OF RULES
7) TOLERATING BADNESS
LOW EXPECTATIONS OF SELF OR OTHERS
8) OBSESSION ON SHORT-TERM RESULTS
9) EVERYTHING IS MISSION CRITICAL
10) FEAR OF FAILURE
11) SOLO STARS
12) ARROGANCE & INSECURITY
+- 1) GRATITUDE
2) RESPONSIBLE
BALANCE OF FAITH AND REALITY
3) GSD (“GET SHIT DONE”)
TEAMS SWARM TO FIX PROBLEMS
4) GAS
HIGH EFFORT, LOTS OF CARE
5) NO LHF
ERR ON INFORMATING/ SHARING INFO
6) TRUST
TREATING PEOPLE LIKE ADULTS
7) BRILLIANT IN THE BASICS
HIGH EXPECTATIONS OF SELF AND OTHERS
8) PLAYING THE LONG GAME
9) SPACE TO FAIL/ PRACTICE GROUND
10) INVESTMENT IN LOSS
11) COMRADERY (TAKING CARE OF OTHERS)
12) BALANCE OF CONFIDENCE & HUMILITY
9. 9
EVOLUTION OF WORK: new definition of TALENT
GEN X
1965 – 1980
60MM
MILLENNIALS
1981 – 1996
68MM
BABY BOOMERS
1946 – 1964
61MM
INFORMATION AGE: InnovationMANUFACTURING: Conformity
DECISION MAKING DOING
SENIOR
MANAGEMENT
WORKERS
DECISION MAKING DOING
SENIOR
LEADERS
JUNIOR LEADERS
100% 0%
0% 100%
80% 20%
20% 80%
10. LEVEL 1: GAS “GIVE A SHIT”
LEVEL 2: NO LHF “LYING/HIDING/FAKING”
LEVEL 3: INDEPENDENT THINKING
LEVEL 4: INVITING CRITICAL FEEDBACK
LEVEL 5: DECISION MAKING
10
5 LEVELS of LEADERSHIP TRAINING what matters, in what sequence
MONEYBALL of LEADERSHIP
Predictors of High Performance
MONEY METRIC
“ON-BASE%”
13. 13
LEADING YOUR ORGANIZATION
Moneyball of Leadership
Decision: thoughtful or reckless?
Informed/ data-driven decisions
Do you only point out problems?
Never contribute original thought
Can you be creative & innovative?
What are you not telling me?
Hidden agenda/ motive?
Can I trust you fully?
Don’t want to hear about your
problems if you don’t even show up
Show me you care
Did you get feedback?
From who?
OUTCOME:
Score/Results
14. 14
LEADING YOUR ORGANIZATION
Moneyball of Leadership
Decision: thoughtful or reckless?
Informed/ data-driven decisions
Do you only point out problems?
Never contribute original thought
Can you be creative & innovative?
What are you not telling me?
Hidden agenda/ motive?
Can I trust you fully?
Don’t want to hear about your
problems if you don’t even show up
Show me you care
Did you get feedback?
From who?
OUTCOME:
Score/Results
HOW?
+TECHNOLOGY
to SCALE
16. 16
GAS “give a shit”
No matter how good your strategy is, if your people
don’t have gas “don’t give a shit”, it won’t work.
17. 17
GAS how to…
1) GOOD FOOD
HEALTHY & DELICIOUS IS HARD
2) RECOGNITION
SERVANT LEADERSHIP
3) COMMUNITY
A LOT OF DOING THINGS TOGETHER
4) TOUCH THE MISSION
PEOPLE NO LONGER JOIN COMPANIES,
THEY JOIN CAUSES
LESSONS from the NAVY:
1) Food is the fastest way to impact
morale..you can feel it almost instantly,
if the food is good = morale is high, if
the food is bad = morale goes down.
Also, food is a huge responsibility,
watching expiration dates, cleanliness,
etc.[HEALTH..higher GAS].
2) The number one thing that people
remember from the deployment is not
the hard work/suffering but instead the
comradery, bonding, everybody
invested in everybody else's success and
growth
3) When people don’t touch the mission
on a consistent basis, bad things happen
18. 18
GAS how to…TECHNOLOGY allows SCALE
1) GOOD FOOD
HEALTHY & DELICIOUS IS HARD
2) RECOGNITION
SERVANT LEADERSHIP
3) COMMUNITY
A LOT OF DOING THINGS TOGETHER
4) TOUCH THE MISSION
PEOPLE NO LONGER JOIN COMPANIES,
THEY JOIN CAUSES
20. Michael: A Case Study
Patient 1: Michael
• 36 year old male
• Severe brain trauma – car accident
• 6 years standard rehabilitation
• Initial visit – 86% inefficient
21. Michael: A Case Study
Inefficiencies decreased to
3% within 3 months
22. SELF CORRECTION INSIGHT IS HUGE.
[SELF-AWARENESS]
BUT YOU HAVE TO KNOW THE TRUTH.
Tom Fuller (NxJ Head of Engineering) 04.12.2017
25. 25
YOU
FEEDBACK: people closest to you know the truth
MONEYBALL of LEADERSHIP
Level 2: No LHF
⬈
METRIC
SELF
TEAM
DEPT
COMPANY
INDUSTRY
Benchmarking
26. Recommendations:
• Reflect: what you
changed to improved?
• Discussion with
manager: opportunity
to take on more
responsibility
• Document & teach
Recommendations:
• Mindset: You are
paying ”tuition” to
upgrade.
• Reflect: on lessons
learned. Replace a
practice that is NOT
working, with a new
one
Recommendations:
• You are not pushing
yourself; take-on more
risk; playing it too safe
• Reflect: are you
repeating the same
behaviors, without
challenging your
assumptions?
• How are you asking for
feedback? (see video)
Recommendations:
• You have not GAS in
your own development
• Will you be in same
position a year from a
now?
• Get started; find a
practice ground
• Quantity over quality
⬈ ⬊ ⬌ 0
Flat
(“complacent”)
Hiding“Investment
in Loss”
Trending Up
growing growing NOT growing NOT growing
27. 27
LEADING YOUR ORGANIZATION
Moneyball of Leadership
Decision: thoughtful or reckless?
Informed/ data-driven decisions
Do you only point out problems?
Never contribute original thought
Can you be creative & innovative?
What are you not telling me?
Hidden agenda/ motive?
Can I trust you fully?
Don’t want to hear about your
problems if you don’t even show up
Show me you care
Did you get feedback?
From who?
OUTCOME:
Score/Results
WHAT’s NEXT:
in our lab
34. LEVEL 1: GAS “GIVE A SHIT”
LEVEL 2: NO LHF “LYING/HIDING/FAKING”
LEVEL 3: INDEPENDENT THINKING
LEVEL 4: INVITING CRITICAL FEEDBACK
LEVEL 5: DECISION MAKING
34
5 LEVELS of LEADERSHIP TRAINING what matters, in what sequence
MONEYBALL of LEADERSHIP
Predictors of High Performance
MONEY METRIC
“ON-BASE%”
35. 35
LEADING YOURSELF
Moneyball of Leadership
Do I have an opinion? POV I’m sharing?
What am I afraid of?
Does my leader care about me?
Do I make it easy for others
to tell me the truth?
AM I MAKING THE RIGHT CALLS?
Right decisions – consistently
Wrong decisions – lessons learned
Indecision – the most common
OUTCOME:
Score/Results
41. The 2nd Job
In an ordinary organization, most people are doing a
second job no one is paying them for.
In businesses large and small; in government
agencies, schools, and hospitals; in for-profits and
non-profits and in any country in the world,
most people are spending time and energy covering
up their weaknesses, managing other people’s
impressions of them, showing themselves to their
best advantage, playing politics, hiding their
inadequacies, hiding their uncertainties, hiding their
limitations. Hiding.
We regard this as the single biggest loss of resources
that organizations suffer everyday.
41
42. 42
why we LHF
TOP 5 REASONS
1. We Feel Inferior – it’s contagious
2. We Make a Mistake – leads to downward spirals
3. Loyalty – how we justify it
4. No Solution – “don’t bring up problems w/out solutions”
5. Not the Expert – someone knows more
-----------
Inappropriate Transparency [No LHF done wrong]
46. 46
DRIVERS of our SUCCESS are also our LIMITING FACTORS
You have more responsibility & stress
Now you worry about how you look
You make a mistake, “you’re in your head”
You start LHF (hiding emotionally)
Emotional Hiding quickly turns into
Physically Hiding
You show up to the “bare minimum”
When junior, effort gets you noticed
Gives you the opportunity to get promoted
Back to basics: SHOW UP/ EFFORT
Reapply GAS
54. 54
MUST CREATE PRACTICE GROUND
CULTURE
initiatives
REVENUE
initiatives
ABOVE the water-line
Blowing a hole through the ship is ok
BELOW the water-line
Blowing a hole sinks the ship
Central Intelligence Agency (CIA)
July 2016, attends NxJ Leadership Academy
February 2017, using culture as practice ground to train leaders
We’re Co-CEOs of a multi-billion dollar ecommerce company, entering our 24th year in business
Most well known for our company culture and how we teach and share it w/ the world through our pro-bono Leadership Academy
Team of professors at Harvard did a 3 year study on the future of work and selected us in the top 3 – wrote a book called An Everyone Culture published by HBR
Dinner Keynote – we considered stories on leadership, lessons, easy to listen to, create some emotions (laughter/ maybe tears) – inspire you while you have dessert…
We hope to do that – but – we talked about “You have a big job – you’re in charge of the country that has the greatest influence on the world”
Forgive us if this might be a bit heavy – will share slides after – you may want a notebook for this dinner workshop/ keynote…
Noise vs Signal
Power of Leadership
McKinsey did a study – every company they studied, the top investment from the CEO was in leadership development.
However, over 90% of the CEOs admit it doesn’t work, yet they continue to invest. It’s that important.
Be the leader you wish you had
Soft skills are the hardest skills
) What do I do 1st?
) Can’t work on everything at once
) Anything not important, that I can deprioritize
) Can I level it? Or do I have to learn it all at once
Tactical: speak last in meetings
To intangible soft skills:
Need to be a great listener
Need to process lots of disparate info
Need to be decisive
Need courage, vulnerability, empathy, discipline…
Requires leadership to take an organization from Low High
2015 was the inflection point of change
) Academy/ Coaching org CEOs: jnr leadership
) Josh Bersin – deloitte
) 2016: google - culture
Highest form of radical transparency is NO LHF. You can be transparent to the question I ask but if I don’t ask it…
Best diligence question ever – “What am I not asking you that I should be asking…”
This is a complex topic – dealing with the reasons why we LHF
Yet it is also the MONEY METRIC – the limiting factor to almost every career
Talk about car accident and needing two people to help support him to walk normally
I know what it’s like to stand in this line [of Comforting Lies]. I got very good at it.
[PAUSE]
Why do we stand in this line, why do we want to hear lies?
to protect ourselves, it feels good.
Conversely…Why do we give lies? [if you’re sitting behind this desk],
It’s easier. It takes courage to give unpleasant truths.
For Example: I just gave a presentation, how did I do? Most people want to hear: that was great, it was awesome. Vs do you really want to hear the truth, that wasn’t your best…you could have done much better.
Why did I keep going back to the line of comforting lies…
It’s b/c The phrase that was constantly churning in my head was:
If anyone ever knew how little I know, I’d be fired…
I know what it’s like to stand in this line [of Comforting Lies]. I got very good at it.
[PAUSE]
Why do we stand in this line, why do we want to hear lies?
to protect ourselves, it feels good.
Conversely…Why do we give lies? [if you’re sitting behind this desk],
It’s easier. It takes courage to give unpleasant truths.
For Example: I just gave a presentation, how did I do? Most people want to hear: that was great, it was awesome. Vs do you really want to hear the truth, that wasn’t your best…you could have done much better.
Why did I keep going back to the line of comforting lies…
It’s b/c The phrase that was constantly churning in my head was:
If anyone ever knew how little I know, I’d be fired…
Although we want to play to our POTENTIAL…
Our limiting factor tends to be our inability to address our IMPEDIMENTS [we want to step on the gas but our foot is on the break]
This is a complex topic – dealing with the reasons why we LHF
Yet it is also the MONEY METRIC – the limiting factor to almost every career
When you’re doing it right, NO LHF, this is what it looks like
What you see, what you hear…but most importantly, what you feel “something doesn’t feel right” – you share [this is not optional]
This is what creates group think. Transparency so someone can benefit from your signal, but can also correct your assumption
Years later, I learned from an amazing mentor, friend and coach: Jim Loehr, this problem is so common, it has a name. It’s called “The Imposter Syndrome”
AND by the way…The more successful you get, the worse this problem gets. The majority of senior leaders in the world feel this way.
Most of you have probably seen this movie Catch Me If You Can. It looks glamorous, he’s an imposter…
) when you're LHF you are an imposter
) you're pretending to be somebody you're not
And when you do that (I'm going to into few examples of why we do that) but first I'm going to tell you what the cost of doing this is
) this is what it looks like, looks glamorous at first but if you saw the movie Xyz this is the cost, this is what it looks at like
It's exhausting and can ruin your life. Your career
Scientific data from neurologists, best brain doctors in the country that…it Takes twice as much energy to lie than tell the truth
If an average person worked 45 hours in a week, 15 hours on their first job telling the truth. 30 hours is spend lying hiding faking doing their 2nd Job.
We can’t reduce this to zero. For instance
I don’t recommend walking into a board meeting and say: I have no idea what I’m doing.
There are times when the truth is just unnecessary. You have a cute baby – doesn’t have to be true.
The book NxJ was recently case studied in: An Everyone Culture, talks about the 2nd Job.
The very first lines go like this…
Feeling inferior – you feel less than your colleague
Most senior person asks you – is this clear?
Guy sitting next to you says: crystal clear
Next person – got it
Comes to you – are you going to say, “sorry, I actually have no clue, I’m lost”
It’s not the fumble (accidents happen)…
It’s the series of mistakes that follow (downward spiral)…
…that cost you the game.
This is a cycle, you can get stuck in this cycle…for years, your entire career
In most companies, they take away your power. They passive aggressively remove decision making power from your hands. They don’t trust you anymore.
Once you master Level 2, your chances of success increase exponentially
Getting to Level 3: independent thinking, Level 4: inviting critical feedback, Level 5: making better decisions
It’s the foundation of success: SHOW UP, BE HONEST
Volunteering that might make you look bad. But on the off chance it can benefit the enterprise
We care about how we look over the enterprise
When we prioritize fear in ourselves, the fear of looking bad – we are prioritizing SELF over the ENTERPRISE
-----
We don’t need to know everything…but when could jeopardize the enterprise..
Loyalty – the choice to protect your ego/ your brand/ your pride…vs do what’s right for the enterprise
Probono Leadership Academy
Youtube channel and on nextjump.com
To untrain our Hard habits…we need a safe practice ground (scaffolding)
5 year old boys
11 year old girls
Why TP – the safest place is important…
As you move outside the safety of these trusted relationships, mistakes are not free, they have a cost
Inappropriate transparency has a cost – career suicide, social suicide…
When you’re vulnerable, people can use it against you.
What you say and who you say to – matters a lot
So start where it’s safest – if you’re unpracticed, you will do it wrong, and you will get burned.
Let’s hope it’s a skinned knee not a broken leg.