Transcript What Got You Here Won't Get You There

Tag & Label Manufacturers
Leadership
Development
for Ourselves
and Our Successors
Dr. Marshall Goldsmith
[email protected]
www.MarshallGoldsmithLibrary.com
Goals
• Practice and be ready to use
feedforward.
• Learn a proven model that you can use
to develop yourself as a leader.
• Learn how this model can be used in
developing your successor.
Coaching practice
• What one behavior change will make a
significant positive difference for you?
• For example - ‘winning too much’, ‘adding
too much value’, ‘impatience’, ‘not
listening’
• Why will this change make a difference?
• Repeat with your partner.
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 practice
• 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
Developing yourself
as a leader and partner
•
•
•
•
•
•
•
•
ASK
LISTEN
THINK
THANK
RESPOND
INVOLVE
CHANGE
FOLLOW-UP
“Leadership is a
Contact Sport”
• Summary impact research
• Over 86,000 participants
• Cross-cultural, cross-industry
validation
• One of nine most-outstanding
articles ever published in
Strategy+Business
Commonalities
• Multi-rater feedback
• Personally chosen areas for
improvement
• Discussion with co-workers
• On-going follow up
• Custom-designed mini-survey
Change in
leadership effectiveness
My co-worker did no follow-up
Percent
40
20
Table 1
Company A
Company B
0
Company C
-3
-2
-1
0
1
Perceived Change
2
3
Company D
Company E
Avg Leader
Change in
leadership effectiveness
My co-worker did a little follow-up
Percent
40
20
Table 2
Company A
Company B
0
Company C
-3
-2
-1
0
1
Perceived Change
2
3
Company D
Company E
Avg Leader
Change In
leadership effectiveness
My co-worker did some follow-up
Percent
40
20
Table 3
Company A
Company B
0
Company C
-3
-2
-1
0
1
Perceived Change
2
3
Company D
Company E
Avg Leader
Change in
leadership effectiveness
My co-worker did frequent follow-up
Percent
40
20
Table 4
Company A
Company B
0
Company C
-3
-2
-1
0
1
Perceived Change
2
3
Company D
Company E
Avg Leader
Change in
leadership effectiveness
My co-worker did consistent/periodic follow-up
Percent
40
20
Table 5
Company A
Company B
0
Company C
-3
-2
-1
0
1
Perceived Change
2
3
Company D
Company E
Avg Leader
Key learning for
leadership development
•
•
•
•
Follow-up works.
This process works around the world.
This process works at home as well as work.
This process can help you develop as a
leader and help your successor
When behavioral coaching
will not work for your successor
• The person doesn’t want to change
• “Written-off” by key decision makers
• Lacks business or technical
knowledge
• Wrong strategy or direction
• Integrity or ethics violations
Coaching
for behavioral change
• Involve the person (and boss) in
determining key stakeholders.
• Recruit key stakeholders to be part of
the change process:
–
–
–
–
Let go of the past
Be positive and supportive
Tell the truth
Two-way improvement
Coaching
for behavioral change
• Collect feedback.
• Analyze results.
• Have the person respond to key stakeholders:
–
–
–
–
Board members
Peers
Direct reports
Other stakeholders
• Provide ongoing suggestions.
• Follow-up.
• Conduct a mini-survey to measure change.
The challenge of ‘letting go’
• The importance of planning for a ‘great
rest of your life’
• Learnings from CEOs who are
departing
• Three jobs during succession:
– Leading the business
– Developing your successor
– Creating a ‘great rest of your life’
The best coaching advice
• As a person
• As a professional