Don't Manage, Coach! - Marshall Goldsmith

CONFIDENTIAL

Don’t manage. Coach!

presented by

April 26, 2010 2

Dr. Marshall Goldsmith Daniel Debow Rypple co-founder & co-CEO

rypple.com

Executive coach & bestselling author of MOJO: How to Get It, How to Keep It and

How to Get It Back if You Lose It

Visit: MojoTheBook.com

Your host Our guest

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

Table 1

My co-worker did no follow-up

Company A

Company B

Company C

Company D

Company E

Avg Leader

Change in leadership effectiveness

-3 -2 -1 0 1 2 3

Perceived Change

Perc

ent

0

20

40

My co-worker did a little follow-up

Table 2 Company A

Company B

Company C

Company D

Company E

Avg Leader

Change in leadership effectiveness

-3 -2 -1 0 1 2 3

Perceived Change

Perc

ent

0

20

40

Company A

Company B

Company C

Company D

Company E

Avg Leader

My co-worker did some follow-up

Table 3

Change In Leadership Effectiveness

-3 -2 -1 0 1 2 3

Perceived Change

Perc

ent

0

20

40

My co-worker did frequent follow-up

Table 4

Change in leadership effectiveness

Company A

Company B

Company C

Company D

Company E

Avg Leader

-3 -2 -1 0 1 2 3

Perceived Change

Perc

ent

0

20

40

Change in leadership effectiveness

My co-worker did consistent/periodic follow-up

Table 5 Company A

Company B

Company C

Company D

Company E

Avg Leader

-3 -2 -1 0 1 2 3

Perceived Change

Perc

ent

0

20

40

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

Surviving Stimulating

Succeeding

Short-Term Gratification

Long

-Ter

m B

enef

it

Sustaining

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

Self

Past

Other

Programmed Identity

Created Identity

Remembered Identity

Reflected Identity

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

April 26, 2010 3

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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