Why and how coaching sustains the success of the world’s ...€¦ · % High Performance Employees Complexity 27 Process-focus Drives More Talent Out

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Copyright © 2018, www.greatness.coach all rights reserved

Why and how coaching sustains the successof the world’s most admired companies

Jean-Francois Cousin, Singapore, 26th September 2018

Global Executive Coach, MCCDirector, Global Board of the International Coach Federation

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http://www.greatness.coach/

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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, for a total of 10,000 hours by June 2018

• One of his main interests is helping leaders and organizations enhance collaboration and agility

• Director, Treasurer and Secretary, Global Board of the International Coach Federation 2017-2018

• Former senior executive for a Fortune-500 company

Contact: [email protected]


mailto:[email protected]

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The big picture and its hard truths

Directive leadership is lethal


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Which kind of leadership do organizations need, to thrive in a VUCA world?


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Riccardo Muti Herbert von Karajan

Who got FIRED? Who got RICH & FAMOUS? Please vote! ☺

1 2


../../LEADERSHIP & MANAGEMENT/Karajan and other orchestra conductors different leadership styles.flv

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THE Maestro-Superstar: Herbert von Karajan


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Watch: https://youtu.be/1X2F2QXHAtg


https://youtu.be/1X2F2QXHAtg

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Traits of a collaborative leader

Brings out her/his best


+Others’ best


+Others’ best

+ Teams’ best


+Others’ best

+ Teams’ best

+Orga’s best


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Agile leader

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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To thrive in a VUCA world,

leaders must nurture the collaboration & agility

that unleash collective intelligence


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Which kind of leadership is being nurtured by the “world’s most admired companies”?


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Fortune’s ‘World most-admired companies’ ‘18


http://fortune.com/worlds-most-admired-companies/

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Leadership lessons we can learn from Tim Cook

1. Take risks

2. Focus and listen attentively to those you speak with

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


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


https://www.amazon.jobs/principles

https://www.youtube.com/watch?v=B-xdfQv3I1k

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Copyright © 2018, www.greatness.coach all rights reservedWatch: https://www.youtube.com/watch?v=5ZtKPrIK28Y


https://www.youtube.com/watch?v=5ZtKPrIK28Y

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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


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/

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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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Growth Increases Complexity

Complexity

24


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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

25


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Most Companies Curtail Freedom as they get Bigger

Bigger

Employee Freedom

26

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% High Performance Employees

Complexity

27

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

28


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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

29


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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

30


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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

creativity31


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The Key: Increase Talent Densityfaster than Complexity Grows

32


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Copyright © 2018, www.greatness.coach all rights reservedSource: http://www.full-stackagile.com/2016/02/14/team-organisation-squads-

chapters-tribes-and-guilds/


http://www.full-stackagile.com/2016/02/14/team-organisation-squads-chapters-tribes-and-guilds/

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Source: http://www.full-stackagile.com/2016/02/14/team-organisation-squads-chapters-tribes-and-guilds/


http://www.full-stackagile.com/2016/02/14/team-organisation-squads-chapters-tribes-and-guilds/

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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

35


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

http://www.slideshare.net/reed2001/culture-1798664

https://www.fastcompany.com/3056187/the-future-of-work/the-woman-who-created-netflixs-enviable-company-culture

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The International Coach Federation (ICF) defines…

“Coaching is partnering with clients in a thought-provoking and

creative process that inspires them to maximize their personal and

professional potential.

Coaches honor others as creative, resourceful, and whole.”

Coaching is a collaborative process thatenhances agility in thinking and acting


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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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Coaching helps strengthen themost difficult and important skills


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To develop agile and collaborative leaders,

‘most admired’ Companies have integrated

Coaching in their Leadership-DNA and

a Coaching Culture in their organization


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How do employees value coaching in their organizations?


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Co

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n


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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

https://www.epa.gov/sites/production/files/2015-09/documents/thurs_georgia_9_10_915_covello.pdf

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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)


https://www.careercompasscanada.com/wp-content/uploads/2016/10/2016-Building-a-Coaching-Culture-for-Managers-and-Leaders-Final.compressed.pdf

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Impact of coaching

Most important indicators of coaching impact that have been observedfor the individual/team/organization

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ICF

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(20

16)

Improved team functioning Increased engagement

Increased productivity Improvedemployee relations

Faster leadership

development


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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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Copyright © 2018, www.greatness.coach all rights reservedSource: http://www.coachfederation.de/files/icf_building_a_coaching_culturer_report_2014.pdf


http://www.coachfederation.de/files/icf_building_a_coaching_culturer_report_2014.pdf

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Copyright © 2018, www.greatness.coach all rights reservedhttp://www.coachfederation.de/files/icf_building_a_coaching_culturer_report_2014.pdf


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 have been proven to help

companies thrive in a VUCA world


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How can we, as coaches and HR Leaders,

best serve going forward?


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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


+-

Authenticity, humility &

vulnerability

Helping others grow

Openness to others

MindfulGrowth



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Self-awareness

Self-acceptance


+-

Authenticity, humility & vulnerability

Helping others grow Openness to others

Collaborativerelationships

MindfulGrowth



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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 and HR Leaders, how do we need to bewith leaders, to support the growth of

agility and collaboration in their organization?

Agile leader

learns from

mistakes

keen to experiment

comfortable not

knowing

versatile thinker

courageous decision-

maker

eager learner


+Others’ best

+ Teams’ best

Collaborative leader


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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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Think of the ripple effects of your way of being on a leader you support…

How are you being with the leader when

she/he becomes more agile and collaborative?

1

2

4

Group


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8 traits of a coach/HR Leader enabling in a leaderhigher confidence, agility in thinking and collaboration

• Authentic and humble

• Holistic listener

• Learner of the leader’s Greatness

• Non-judgmental thinking-partner

• Comfortable with not knowing, with failure, trusting process

• Empathetic, yet detached from outcome

• Courageous feedback-provider

• Supportive challenger

Leader

Coach


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Invitation: practice the posture of ‘a learner from the leader’s Greatness’

Leader

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 postureLeader’s posturewith coach

Leader’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 leader’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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Conversation ☺


Greatness Leadership Coaching

@JF_Cousin

email: [email protected]

Website: www.greatness.coach

Jean-Francois Cousin

https://www.facebook.com/greatness.coach/

https://www.linkedin.com/in/greatnesscoach/

https://twitter.com/JF_Cousin

mailto:[email protected]


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Thank you for your engagement and beautiful energy! ☺


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Gre

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Free resource athttp://www.greatness.coach/book


http://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


https://www.amazon.com/Game-Changers-Circus-Greatness-Organizations/dp/981095655X/ref=tmm_pap_swatch_0?_encoding=UTF8&qid=&sr=

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


http://www.greatness.coach/book/

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Self-awareness

Self-acceptance


+-

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



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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)



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


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)



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-


https://www.linkedin.com/pulse/old-thinking-vs-new-thinkingwhich-you-kai-clarke-mba-coo-

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Source: https://hbr.org/2017/03/bursting-the-ceo-bubbleWatch: https://www.youtube.com/watch?v=9kGdL2GeSCw


https://hbr.org/2017/03/bursting-the-ceo-bubble

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


Why and how coaching sustains the success of the world’s ...€¦ · % High Performance Employees Complexity 27 Process-focus Drives More Talent Out

Documents