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Copyright © 2018, www.greatness.coach all rights reserved
The impact of the boss’ postureon employees’ behaviors
And how to adjust it to triggercollaborative and agile behaviors
Jean-Francois Cousin, Bangkok, 14th June 2018Global Executive Coach, Speaker and Author
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Bangkok Business Angels
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Jean-François Cousin, Global Executive Coach, former Senior Executive in Asia
Coaching and corporate experience Successful Clients
• Coached over 800 senior executives and teams since 2006
• One of his main interests is helping leaders and organizations enhance collaboration and agility
• Former Managing Director in Thailand for a Fortune-500 company (1998-2004)
• Director, Treasurer and Secretary, Global Board of the International Coach Federation 2017-2018
Contact: [email protected]
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Riccardo Muti Herbert von Karajan
Who got FIRED? Who got RICH & FAMOUS?
1 2
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THE Maestro-Superstar: Herbert von Karajan
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Les employés s’adaptent aux comportements du dirigeant
Comment les ajuster pour générer descomportements favorables à l’agilité et la collaboration?
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Agile worker
learns from mistakes
keen to experiment
comfortable not knowing
versatile thinker
courageous decision-
maker
eager learner
Traits of an agile worker
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Rescuer
Victim Aggressor
ResponsibleAdult
Move out of the “Victim – Aggressor – Rescuer” triangle
Non-responsible attitudes
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Child
Parent
Adult
Relate as “responsible Adults”
Child
Parent
Adult
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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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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
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To develop a subordinate’s thinking, ask her/him toteach you the solution of the problem s/he brings up
Subordinate
Manager
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8 traits of a manager enabling in a subordinatehigher confidence, agility in thinking and collaboration
• Authentic and humble
• Holistic listener
• Learner of subordinate’s resourcefulness
• Non-judgmental thinking-partner
• Comfortable with not knowing, with failure
• Empathetic, yet detached
• Courageous feedback-provider
• Supportive challenger
Subordinate
Manager
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Regular 1-on-1 meetings
focused on their development
are NECESSARY with
Subordinates
Continued people development on the job: the absolute MUST
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1. Ask the subordinate to list important tasks/objectives he/she has to work on
2. Ask him/her to rate his/her ability to deliver (on a scale from = poor to = very good)
3. Ask him/her to rate his/her motivation to deliver (on a scale from = low to = very strong)
4. Discuss what tasks/objectives it makes best sense to focus mentoring on
(for example: low ability + high motivation)
A simple tool for the first 1-on-1 meeting…
1
2
3
4
5
Tasks / Objectives
Task / objective 1
Task / objective 2
Task / objective 3
Task / objective 4
Task / objective 5
Ability Motivation
Ability
Mo
tiva
tio
n
12
3
4
5
NB: a possible refinement of this tool: dimension the diameter of tasks/objectives on the chart in proportion to their importance
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Ask empowering questions in 1-on-1 meetings
• Can you please summarize what’s going on?
• What are your priorities at the moment?
• What is going well?
• What do you want to improve?
• How can I help you?
• What feedback do you have for me?
Executive summary
Priorities
Lessons from successes
Problem solving
Support needed
Other opportunities
EXAMPLE
Source: Marshall Goldsmith’s book, ‘What got you here won’t get you there’
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Marshall Goldsmith: « 20 bad habits to stopto become a more effective leader (1/2) »
= signs of immaturity/lack of self-confidence
1. Winning too much: The need to win at all costs and in all situations _ when
it matters, when it doesn't, and when it's totally beside the point.
2. Adding too much value: The overwhelming desire to add our two cents to
every discussion.
3. Passing judgment: The need to rate others and impose our own standards.
4. Making destructive comments: The needless sarcasms and cutting
remarks that we think make us sound witty.
5. Starting with ''No'', ''But'', or ''However'': The overuse of these negative
qualifiers that secretly says to everyone, ''I'm right. You're wrong.''
6. Telling the world how smart we are: The need to show people we're
smarter than they think we are.
7. Speaking with anger: Using emotional volatility as a management tool.
8. Negativity, or ''Let me explain why that won't work'': Sharing negative
thoughts even when we weren't asked.
9. Withholding information in order to maintain advantage over others.
10. Failing to give proper recognition: The inability to praise and reward.
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11. Claiming credit we don't deserve: The most annoying way to
overestimate our contribution to any success.
12. Making excuses: Repositioning our annoying behaviour as a permanent
fixture so people excuse us for it.
13. Clinging to the past: The need to deflect blame away from ourselves and
onto events and people from our past.
14. Playing favourites: Failing to see that we are treating someone unfairly.
15. Refusing to express regret: The inability to take responsibility for our
actions, admit we're wrong, or recognise how our actions affect others.
16. Not listening: The most passive-aggressive form of disrespect.
17. Failing to express gratitude: The most basic form of bad manners.
18. Punishing the messenger: The misguided need to attack the innocent who
are usually only trying to help.
19. Passing the buck: The need to blame everyone but ourselves.
20. An excessive need to be ''me'': Exalting our faults as virtues simply
because they're who we are.
Marshall Goldsmith: « 20 bad habits to stopto become a more effective leader (2/2) »
= signs of immaturity/lack of self-confidence
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Traits of a collaborative employee
Brings out her/his best
Brings out her/his best
+Others’ best
Brings out her/his best
+Others’ best
+ Teams’ best
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Think of your ‘posture’, your way of being as a leader,
c
and how it can inspire and nurture collaboration
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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
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The simplest leadership model: « 3 C »
Challenge
CoachBuild Confidence
3 C
A LEADER...
• Makes key-choices
• Provides vision
• Aligns everyone
• Creates opportunities
• Inspires and motivates
• Builds Confidence
• Challenges and
• Coaches people
Source: Paul B. Thornton, 1999
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Make the unacceptable behaviorsbecome uncomfortable
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The power of a ‘repeat question’
• What have you done this past month to increase the performance of your team-members?
• What did you learn this month?
• How have you supported your the production team to improve their productivity?
• …
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Think of the ripple-effects of your learning today,on your life and on the people you lead.
How will you make them the best possible?
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Thank You for your collaboration and agility tonight! ☺
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Bangkok Business Angels
The impact of the boss’ postureon employees’ behaviors
And how to adjust it to triggercollaborative and agile behaviors
Jean-Francois Cousin, Bangkok, 14th June 2018Global Executive Coach, Speaker and Author
Greatness Leadership Coaching
@JF_Cousin
email: [email protected]
Website: www.greatness.coach
Jean-Francois Cousin
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Gre
atn
ess
Le
ade
rsh
ip C
oac
hin
g
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Free resource athttp://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
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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
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Self-awareness
Self-acceptance
Self-esteem & self-trust
+-
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
Authenticity, humility and vulnerability
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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)
Overall Total = (A) + 2 x (B) / 14
http://www.greatness.coach/wp-content/uploads/2015/06/ASSESSMENT-book-GAME-CHANGERS-at-the-Circus.pdf
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
Authenticity, humility and vulnerability
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)
Overall Total = (A) + 2 x (B) / 14
http://www.greatness.coach/wp-content/uploads/2015/06/ASSESSMENT-book-GAME-CHANGERS-at-the-Circus.pdf
Talking points with Leaders:collaboration and agility in the organization
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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-
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Source: https://hbr.org/2017/03/bursting-the-ceo-bubbleWatch: https://www.youtube.com/watch?v=9kGdL2GeSCw
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Coach’s postureCoachee’s posturewith coach
Coachee’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 coachee’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