Coaching a game changer at the Circus!

Transcription

1 Coaching a game changer at the Circus! How you can use coaching to transform an organization from stagnant and inflexible to thriving and dynamic By Jean-Francois Cousin, MCC at ICF Malaysia Conference, 3 rd November 2015

2 Jean-François Cousin, ICF Master Certified Coach, serving Clients across Asia and the Middle-East, former Senior Executive in Asia Coaching and corporate experience Successful Clients Delivered over 6,000 hours of coaching to executives and teams since 2006 One of his main interests: help leaders and organizations enhance collaboration and agility Former Managing Director of a Fortune-500 Company in Thailand ( ) Contact: jfc@1-2-win.net

3 Higher competitiveness & engagement needed! Competitiveness of almost all Asian countries stagnating Most advanced economies have recovered to their pre [2008] crisis level of competitiveness Percentages of engaged workers are relatively low in Asia, whilst they stand at 24% in Australia or 30% in the US Latest Gallup State of the Global Workplace survey, October 2013

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5 But worst of all 70% of change programmes fail (in Changing Change Management, McKinsey, July 2015) Worse failure rate for Coaching Culture roll-out because people are disengaged

6 Once upon a time

7 Poor performances, no collaboration

8 Silo-mentalities

9 Hidden or overt hostility between leaders You little guys smoked your bamboo sticks or what?

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11 Under-par manager

12 Under-par manager

13 Disengaged boss

14 Good news (finally!) Athena has landed

15 Let s play!

16 What are you going to do? Let s play for a change! Choose an animal you recognize Discuss which steps you can take to help it change its game

17 Choose an animal you recognize Discuss which steps you can take to help it change its game

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19 Change Leaders must change themselves before they change the game. And start by looking deep within themselves

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21 The path from self-awareness to productive relationships Self-acceptance - Self-awareness +

22 With self-acceptance, fear of mistakes subsides

23 Authenticity & Humility The path from self-awareness to productive relationships Self-esteem & self-trust Growth Self-acceptance - Self-awareness +

24 Healthy self-confidence removes toxic habits Let go of Embrace Fake superiority / pretence of invulnerability Limiting beliefs about themselves Black-and-white judgments and playing the smartest guy in the room Fear of mistakes / perfectionism and micromanagement Hanging out only with one s entourage 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 Change and a purpose-driven leadership

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27 Helping others grow The path from self-awareness to productive relationships Productive is fostered by coaching relationship Authenticity & Humility Openness to others Self-esteem & self-trust Growth Selfawareness Selfacceptance - +

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29 What develops agility is fostered by coaching eager learner keen to experiment comfortable not knowing Agility learn from mistakes accountable adult versatile thinking

30 8 shifts in manager s posture as a coach, enabling faster growth, higher confidence & agility Manager s posture as a coach Authentic and humble Holistic listener Student / enabler of coachee s talents Non-judgmental thinking-partner Comfortable with not knowing, with failure, trusting process Empathetic, yet detached from outcome Courageous feedback-provider Supportive challenger

31 8 shifts in manager s posture as a coach, enabling greater collaboration & agility Manager s posture as a coach Coachee s posture with manager / coach Coachee s posture with others Ripple-effects on others (linked to agility & collaboration) Student / enabler of coachee s talents Learns and gains self-awareness as s/he teaches the coach Open (to learn) from others Gain self awareness of one s thinking, grow confidence; open (to learn) from others Authentic and humble Authentic and humble Authentic and humble Authentic and humble Holistic listener Non-judgmental thinking-partner Comfortable with not knowing, with failure, trusting process Empathetic, yet detached from outcome Courageous feedback-provider Supportive challenger Makes sense of her/his thinking, personal experience and emergent learning Crosses boundaries, attains self-acceptance Comfortable with not knowing and with failure Accountable for outcome, makes sense of conversation Grows self as a work in process Experiments outside of comfort zone Listens to make others thinking visible Less judgmental thinking-partner Comfortable with not knowing and with failure Holds others accountable, in adult-to-adult relationships Asks for and offers courageous feedback Supportive challenger Think and contribute at best, listen and help to make others thinking visible Think more freely, less judgmental of others Comfort with uncertainty and with failure More accountable, in adult-to-adult relationships with others Grow self-awareness and genuine self-esteem Experiment outside of comfort zone

32 The 4 levels of leadership necessary to embed a Coaching Culture

33 Steps to master Leadership Levels Outcome Rewards 1. Self Leadership Self awareness Self acceptance Personal growth Self confidence 2. Relational Leadership Openness Helping others grow 3. Team Leadership Choose as a team a Great Way forward towards high performance Decide how the team will play together to change the game and get there The 4 levels of leadership necessary to embed a Coaching Culture Leaders drop the mask and become authentic and vulnerable; they bring out the best in themselves Leaders lift others up and bring out the best in others Teams get their acts together and bring out their best collective performance Employees follow such leaders with sincerity and energy Relationships become more productive; leaders groom leaders at all levels Collaborative engagement soars 4. Organizational Leadership Inspire employees to adopt beliefs and behaviours that support progress towards high performance Enhance organizational agility ruthlessly A Culture of Greatness and high performance is established within the organization Employees are highly engaged, and accountable; bolder and more profitable growth strategies; greater contribution to society.

34 Case study #1 Foster a Culture of high-performance across a disengaged organization As the coach to the CEO of a large FMCG Multi-National Company in Thailand, and then to his team The main challenge: Engage the 3,000 employees, whose morale was at an all-time low in very tough economic environment. The game change: The newly appointed CEO had no prior experience to draw from and was not highly charismatic. Knowing he had been promoted for his outstanding analytical skills and sharp acumen in strategy, he doubted his ability to reach out to and mobilize all employees. Greatness Leadership Coaching approach followed its four leadership-levels model: Self Leadership: I helped the CEO expand his self-awareness, gain confidence, develop self-trust and bring out his best; his growing authenticity and candour appealed to employees, who grew to like the big boss very much - a critical factor for engagement in Thailand Relational Leadership: the CEO nurtured close relationships with his VPs, and found ways to help them play at their best; they in turn became keener to help their own direct reports bring out their best, and the trend towards developing talents across the organization picked up new momentum. Retention level improved as the workplace became quite a talent factory Team Leadership: the CEO developed an inspiring vision with his Executive Committee and the team redefined how they had to play together to bring out their best collective performance. Organizational leadership: the CEO and his teams ruthlessly removed inefficiencies and raised the bar for performance, which kicked out politics from the workplace. They all engaged into Company-wide project to generate leaders at all levels, and walked the talk relentlessly. The results: 2 years after the start of coaching, the business outperformed competition in its key-markets, staff turnover decreased from 25% down to 11% (a relatively low level in Thailand), and sales grew 15% year-onyear in a still slow economy.

35 its launch. It became the car Copyright with the 2015 most Greatness number Leadership of co-branding Coaching, all rights promotions reserved that year. Case study #2 Bring out the best from a dysfunctional project-team for the launch of a new car As the coach to a project-team for the launch of a new car The main challenge: The project team-members were the heads of different departments, and joined the project with some toxic behaviours that had been pervading the organization for years. The game change: Greatness Leadership Coaching approach followed its four leadership-levels model: Self Leadership: I helped project team-members individually to overcome their insecurities, clarify which strengths they could bring to the team and which areas for development they had to work on as teamplayers; as they grew more confident, they appeared more authentic, dared to become open and even vulnerable to others Relational Leadership: team members grew to listen keenly to one another, looking for value in what others said and building on one another s ideas; appreciation for each other soared and so did the desire to help one another out; growing interpersonal trust enabled team-members to resolve conflicts productively Team Leadership: the team brainstormed regularly about how to further improve the effectiveness of their team-work and their collective accountability; they also took time to step back, reassess and adjust their plans in light of new developments in their competitive environment Organizational Leadership: appreciation for the value they created as a team through their improved behaviours led team-members to adopt the same behaviours outside of their project work; their subordinates - startled at first- gradually adjusted their own behaviours and in turn- became more collaborative with colleagues from other departments. That enhanced significantly the organization s agility, and progressively rooted out silo-mentality from the company. The results: The sales far exceeded budget, from Day One, and the new car accounted for 40% of the sales, 1 year after

36 Case study #3 Unite an organization to overcome a severe crisis in IT business As a coach to the Singaporean Managing Director of an IT company during a severe crisis, and then to her team The main challenges: (1) identify and focus on real priorities whilst many multiple changes were happening in the business and could overwhelm the MD (2) enhance the agility of departments, as competitors were moving fast and aggressively. The game change: Greatness Leadership Coaching approach followed its four leadership-levels model: Self Leadership: the Managing Director (MD) had lost confidence in herself, as the number of simultaneous challenges and the level of uncertainty were far higher than she had ever experienced and her corporate headquarters didn t relinquish the pressure for short-term results; through an update of her self-awareness, she realized that she was bringing enough strengths and experience to the table for success, and gained clarity of what fears she needed to confront. As a result she regained her cool and poise, which drew her teams to also regain confidence in her Relational leadership: pressure had previously taken an emotional toll on the MD, who had had several heated conversations with her direct reports. As a result, they had been trying to distance themselves from her. She apologized to them for her past outbursts and started to listen with full openness to their ideas. Her regained patience allowed her to hear value in what they said, and the conversations became a co-creation of solutions for the business. It took only a few weeks to rebuild productive relationships. That ensured all key-managers stayed on board throughout the crisis Team Leadership: the MD and her team adopted the mindset that in any crisis there are winners and there are losers, and looked for opportunities in adversity to get stronger than competitors. They crafted a smart Way Forward and also identified practical ways to enhance the effectiveness of their collaboration Organizational Leadership: the Executive Team united their efforts in boosting the organization s agility, particularly by trimming heavy processes and accelerating decision-making. Their behaviours inspired the staff to brave the storm together and get stronger from it - a key motto was In this crisis, we get smarter and closer together. The results: One year after the coaching start, the Company had secured 4 new key-accounts worth tens millions in USD and gained 5% market-share in its main market.

37 Coaching tips and tools (click on the picture to open the tool) The path from self-awareness to authenticity

38 Coaching tips and tools

39 Coaching tips and tools

40 Coaching tips and tools (click on the picture to open the tool) Accelerate your personal growth, way beyond your comfort-zone

41 Coaching tips and tools

42 Coaching tips and tools

43 Coaching tips and tools

44 Coaching tips and tools

45 Coaching tips and tools

46 Grow self-esteem, yours and others

47 Lift others up NOT playing the smartest guy in the room!

48 Bring out the best from the team NOT playing the smartest guy in the room!

49 Happy endings are within reach

50 Coaching IS a game changer, and change starts from the top 1.Drop the masks 2.Lift others up 3.Get the acts together 4.Unleash a Culture of Greatness Thank you for your engagement today!

51 Contact and more Contact Skype: jfcousin8 Download free resources Website: Join the conversation on-line! LinkedIn: Facebook:

52 Resource (click on picture for a preview) Available at MPH bookstores in Malaysia, Kinokunya in Singapore and on Amazon (paperback, Kindle and ebook)

53 Resource (click on picture for access)

54 Click on this picture to see sample pages >>> 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 an important 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

55 World Economic Forum s Global Competitiveness Report released on 30 th September 2015