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www.greatness.coach www.greatness.coach
www.greatness.coach
Speaking, coaching and corporate experience Successful Clients
Contact: [email protected]
• Spoke to hundreds of audiences around the world on leadership, coaching and organizational transformation
• Delivered over 10,000 hours of coaching and team facilitation since Oct ’06
• Author of ‘Game Changers at the Circus: how leaders can unleash Greatness in their organization’
• Former Managing Director of a Fortune-500Company in Thailand (1998-2004)
Jean-François Cousin, ICF Master Certified Coach, former Senior Executive in Asia
Bring out the Best in Your Peopleto create superior economic value
and discover what world-class leaders do differently!
by Jean-Francois Cousin,Economic Value Creation Congress
Tehran, 11th October 2018
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Ready for a breath of fresh air?
How should the Captain have grown the crew’s capabilityso that they sail through this storm effectively?
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Our journey today
• EnergizeThe 10 most simple & effective actions to motivate at 0-cost
• EnableImprove people capabilities with a few easy coaching skills
• EmpowerAccelerate progress & decision-making in your organization
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What is motivating people?(consistently)
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When the belly is empty, the body becomes spirit;
and when it is full, the spirit becomes body.
Saadi Shirazi
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What really motivates people…
Your Company will offer 1,000 $ to employees who meet an additionalperformance target… Imagine I am your manager, and I want to motivate you to put-in the extra effort (and I know you are super busy already).What should I tell you, to best motivate you?
1. ‘Think of how you will spend these 1,000 $: you can buy something you want right-away, no need to wait any more…’
2. ‘Think of the increased security of having 1,000 $ in your bank account for safety in case of problems…’
3. ‘Think of what this 1,000 $ means: the Company recognizes how important you are to its overall performance, it is its way to acknowledge your contribution and thank you for it’
Source: “Made to Stick”, Dan and Chip Heath
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Which message would appeal mostto YOU personally?
Which message would appeal most to OTHERS in your opinion?
1
2
3 (self-esteem)
(money)
(security)
1 (money)
2 (security)
3 (self-esteem)
Source: “Made to Stick”, Dan and Chip Heath
Motivate with SELF-ESTEEM
1. ‘Think of how you will spend these 1,000 $: you can buy something you want right-away, no need to wait any more…’
2. ‘Think of the increased security of having 1,000 $ in your bank account for safety in case of problems…’
3. ‘Think of what this 1,000 $ means: the Company recognizes how important you are to its overall performance, it is its way to acknowledge your contribution and thank you for it’
What really motivates people…
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Your Company wants you to accept a new job that is crucial to its success…Imagine I am your manager, and I want to motivate you to put-in the extra effort (because that important job will require even more work from you!).What should I tell you, to best motivate you?
1. ‘Think about how much security this job provides; it is so important that the Company will always need someone in this position’
2. ‘Think about the visibility provided by this job; because the job is so important, a lot of people will be looking up to you and your performance’
3. ‘Think about how rewarding it will be to work in such a central job. It offers a unique opportunity to learn how the Company really works’
Source: “Made to Stick”, Dan and Chip Heath
What really motivates people…
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Motivate with STRETCHED LEARNING
Source: “Made to Stick”, Dan and Chip Heath
1. ‘Think about how much security this job provides; it is so important that the Company will always need someone in this position’
2. ‘Think about the visibility provided by this job; because the job is so important, a lot of people will be looking up to you and your performance’
3. ‘Think about how rewarding it will be to work in such a central job. It offers a unique opportunity to learn how the Company really works’
Which message would appeal mostto YOU personally?
Which message would appeal most to OTHERS in your opinion?
1
2
3 (learning)
(security)
(self-esteem)
1 (security)
2 (self-esteem)
3 (learning)
What really motivates people…
Maslow’s hierarchy of needs& Herzberg’s motivation-hygiene theory
7 needs which account for most of our behaviors
Help Others
Learning Realize our own potential
Beauty / Harmony
(Self) Esteem Achieve, be competent, gain approval, status
Relationships / Belonging Love, family, friends, affection
Safety / security (=job-security @ work) Protection, stability
Physiological needs (= money @ work)
“Hygiene”
factors
(‘must-have’)
Motivation
drivers
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What impacts most on people’s emotions (+/-)
(De) Motivating factors (neuro-science)
Source: “Quiet Leadership” from David Rock
Status (self-esteem)
Certainty (security)
Autonomy / Freedom
Relationships
Fairness / Justice
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Remember one-time in your Life where you felt happiest, most energized / passionate = motivated …
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Helping others
What was your main Motivation-Driverat that “time in your Life where you felt happiest
& most energized / passionate = motivated”…?
Status / Self-esteem
Certainty / Security
Autonomy / Freedom
Relationships / Belonging Fairness / Justice
Learning
Beauty / Harmony
Purpose
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Who can ask your help for (almost) anything?(and you will –try to- provide it for them)
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“People don’t care how much you know…until they know how much you care.”
Peter Drucker
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Care (and show it!)
Relationships / Belonging Certainty / Security Fairness Hel
pin
g o
ther
s
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Just let go (at calculated risks!)
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Let go (empower)
2
Status / Self-esteemAutonomy / Freedom Fairness Lear
nin
g
Imagine you are 100 year-old…
A much younger friend asks you advice about
how to lead a great Life…What would your advice be?
Survey quoted in the book “What got you here won’t get you there” by Marshall Goldsmith
… by the way… are those pieces of advice good for you too, NOW?
3 pieces of advice from very wise people
The question was asked to 100-year old people…Their answers were very similar… and could be summed up as:
Survey quoted in the book “What got you here won’t get you there” by Marshall Goldsmith
• «Be HAPPY NOW»
• «Enjoy your time with
FAMILY & FRIENDS»
• «TRY your DREAM»
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Help achieve something Bold!
3
Helping othersStatus / Self-esteem
Au
ton
om
y/Fr
eed
om
Beauty / Harmony Rel
atio
nsh
ips/
Bel
on
gin
g
Lear
nin
g
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Who really listens to you? How?
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1. Focus totally (on eyes, tone, words, body-language, emotions) & match/mirror
2. Keep silent -3 seconds minimum- after the speaker finishes his/her sentence, and never interrupt!
3. Stay neutral (do not express your views)
4. Paraphrase (= repeat what was said with your own words, to prove you listen)
5. Ask clarifying, open-ended questions (e.g. “tell me more”)
6. Summarize (to ensure your understanding)
Then you can give your opinion, and it will be listened to
Basics of ‘facilitative’ listening
Watch: video of a coaching session with facilitative listening
http://www.youtube.com/watch?v=g8QaakmZK2M&feature=related
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1. Focus totally (on eyes, tone, words, body-language, emotions) & match/mirror
2. Keep silent -3 seconds minimum- after the speaker finishes his/her sentence, and never interrupt!
3. Stay neutral (do not express your views)
4. Paraphrase (= repeat what was said with your own words, to prove you listen)
5. Ask clarifying, open-ended questions (e.g. “tell me more”)
6. Summarize (to insure your understanding)
Exercise with your neighbor / ‘facilitative’ listening
Ask your neighbor:
“how do you feel when someone really listens to you?”
… and practice facilitative listening ☺
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Facilitative listening:
• improves your working relationships, especially with your team
• brings more insight to conversations
• helps people build-up clarity in their thinking
• role-models respect
• generates ownership for ideas, therefore motivation
DO
listen for emotionsDON’T
judge
Benefits of ‘facilitative’ listening
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Listen really
4
Status / Self-esteem Au
ton
om
y
FairnessRelationships / Belonging
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Think of the best boss you ever had…What made him/her so great?
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How much of his time wasJack Welsh coaching his people?
10% 100%80%50%
“Success is all about growing others”
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The retaining-power of asking regularly:« What have you learnt here? »
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Create a Learning environment
5
Hel
pin
g o
ther
s
Certainty / Security Fair
ne
ss
Relationships / Belonging Learning
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An experiment with primary school children…
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AB
CD
E
FG
I believe you can do more, you can do (even) better
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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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Support & Stretch
6
Status / Self-esteemAutonomy / Freedom Learning
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Your decision…
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Any given Sunday
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Give a choice
Watch : http://keeptheball.wordpress.com/2011/02/10/great-players-understand-time-and-space-%E2%80%93%E2%80%9Cthe-inches-are-all-around-us%E2%80%9D/
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Give a choice
7
Status / Self-esteem Autonomy / Freedom Fairness
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Towards the end of your Life, what would you like to say about it?
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The power of positive, specific feedback…
• Number One reason why people leave their job?
• Positive feedback only motivates if it is…
• individualized (YOU really did something great)
• with a good reason (and it was great because…)
… because they feel unappreciated
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Tell peoplethey matter
8
Status / Self-esteem Certainty / Security Fairness / Justice
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3 core human-fears
• Not belong (= be alone)
• Not be loved
• Not be ‘good enough’
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Bring peopleTogether
9
Helping othersCertainty / SecurityRelationships / Belonging
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BuildPride in the Organization
10
Status / Self-esteem Autonomy / Freedom Fairness / Justice
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10 most simple & effective daily-management actions with highest pull on employees’ motivation
• Care (and show it!)
• Listen really
• Let go (empower)
• Help achieve something Bold
• Create a Learning environment
• Support & Stretch
• Give a choice
• Tell people they matter
• Bring people together
• Build Pride in the Organization
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Impact of manager’s appreciation by subordinateson their engagement at work
60%
40%
80%
Company average
DepartmentA
DepartmentB
Appreciationof Dept AManager
Appreciationof Dept BManager
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Imagine that at work…You have a caring boss,You are learning a lot,You and your colleagues are like a second family,You can take some initiatives…
Your salary is just at market average;
How much more salary should a company where you don’t know anybody propose you, to consider quitting your current job?
+35%1-2-WIN Survey
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Hafiz Shirazi
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Our journey today
• EnergizeThe 10 most simple & effective actions to motivate at 0-cost
• EnableImprove people capabilities with a few easy coaching skills
• EmpowerAccelerate progress & decision-making in your organization
www.greatness.coach
Jack Welsh was coaching his people 80% of his time
10% 100%80%50%
“Success is all about growing others”
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What is Coaching?
A real story
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Coaching increases self-awareness, growth & confidence
Telling
Coaching
leads to
leads to
Dependence
Confidence & Autonomy
What is Coaching? … and what it is not
Coaching=
helping people increase their (self) awareness, set their goals, think-through the obstacles and find their own solutions,
take action, perform better …and then… shift towards continuous progress
Focus on: behaviour, performance & satisfaction
Coaching is not transfer of knowledge / on-the-job training
www.greatness.coachTo make people think better, listen…
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To help people find solutions,change their level of thinking
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A B
What is the best* question someone ever asked you?
1
Answers ☺2
Prepare to share the question with all
What impact did it have on your life?
How did it transform you, as a person?
4
3
6
5
* = question thatlead to new thinkingand new insight
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Change ‘levels of thinking’
Explore the problem from different levels of thinking
Examples of up-lifting questions:• What is this an example of?• For what purpose…?• What is your intention?• Why?
Examples of specific questions:• What are examples of this?• What specifically…?• How exactly…?
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… and
make questions
more powerful!
• What is it about our working relationship that you find most satisfying?
• Why might it be that our working relationship has had its ups and downs?
• Are you satisfied with our workingrelationship?
• When have you been most satisfied with our working relationship?
• Who are we being in our working relationship that might limit its effectiveness?
• How can we evolve our way of being in our working relationship so
it unleashes greater outcomes?
EXAMPLE
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Examples of (more or less) powerful questions(list to be adjusted / expanded)
• What’s important to you about (your specific situation) and why do you care?
• What draws you/us to this question?
• What is your intention here?
• What’s the deeper purpose (the big “why”) that is really worthy of your best effort?
• What opportunities can you see in (your specific situation)?
• What do you know so far/still need to learn about (your specific situation)?
• What are the dilemmas/opportunities in (your specific situation)?
• What assumptions do we need to test or challenge here in thinking about (your specific situation)?
• What would someone who had a very different set of beliefs than we do say about (your specific situation)?
• …
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Examples of (more or less) powerful questions(list to be adjusted / expanded)
• What is the purpose? What is at stake? What is the bigger picture?
• What are the specific expectations you have from me / my team?
• What resources are available? What help will you provide?
• Which risks / threats / constraints can impact the project?
• What help can you bring to others? What support are you committing to deliver?
• What can you change in your behavior, so others adjust theirs?
• Who are you being that others react to what you do the way they do?
• What are the most important deliverables, in order of priority?
• What realistic dead-lines can we fix for each deliverables?
• How will we hold each other accountable for delivery?
• …
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1. Ask a 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 = very poor, to =excellent)
3. Ask him/her to rate his/her motivation to deliver (on a scale from =very low, to =very strong)
4. Discuss what tasks/objectives it makes best sense to focus coaching on
(for example: high ability + low motivation)
A simple tool to develop your people in 1-on-1 meetings
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
Motivation
12
3
3
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 coaching-style questionsin 1-on-1 business-review 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 in ‘What got you here won’t get you there’
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Vision /
Purpose Mindset &
AttitudeStrengths
(skills &
knowledge)
Discipline &
Courage
Development
needs
Work
environment
Supporting
resources
A practical & simple tool: the ‘Career-Success Tree’
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Our journey today
• EnergizeThe 10 most simple & effective actions to motivate at 0-cost
• EnableImprove people capabilities with a few easy coaching skills
• EmpowerAccelerate progress & decision-making in your organization
www.greatness.coach
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Raising Agility and Collaboration
• Unhealthy levels of self-esteem
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Signs of unhealthy levels of self-esteem
Arrogance / fake superiority
Self-limiting beliefs
Black-and-white judgments or/and
‘playing the smartest guy in the room’
Fear of mistakes / perfectionism / micro-management
Change resistance
Sticking to the comfort-zone of managing silos
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Raising Agility and Collaboration
• Unhealthy levels of self-esteem
• Risk and mistake avoidance, discomfort with uncertainty
• Directive management loweringaccountability and engagement levels
• Lack of collaboration betweendepartments
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Rescuer
Victim Aggressor
ResponsibleAdult
Move out of the “Victim – Aggressor – Rescuer” triangleAct as the ‘Responsible Adult’
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Child
Parent
Adult
Choose “adult to adult” behaviors
Child
Parent
Adult
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Keys to accelerate progress & decision-making
• Develop leaders at all levels
• Remove fear of mistake
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Fear is the cheapest room in the house.
I would like to see you living in better conditions.
Hafiz Shirazi
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Keys to accelerate progress & decision-making
• Develop leaders at all levels
• Remove fear of mistake
• Cascade down decisions at lowest level possible
www.greatness.coachThink of the ripple-effectsof your learning today…
Copyright © 2017, www.greatness.coach all rights reserved
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A man is insensible to the relish of prosperity till he
has tasted adversity.
Have patience. All things are difficult
before they become easy.
Saadi Shirazi
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88
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Thank You for your energy and contribution!☺
Bring out the Best in Your Peopleto create superior economic value
Greatness Leadership Coaching
Jean-Francois Cousin
@JF_Cousin
Website: www.greatness.coach
email: [email protected]
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http://www.greatness.coach/book
Resource(click on picture for access)
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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Resource(click on picture for a preview)
Available on Amazon (paperback and ebook)
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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
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Gre
atn
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Le
ade
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