Dr. Marshall Goldsmith, CEO coach and best-selling author reveals why coaching is the must have skill for managers who want to engage their people and succeed in today's business environment.

1. Don’t manage. Coach!
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CONFIDENTIAL

2. Your host Our guest
Daniel Debow Dr. Marshall Goldsmith
Rypple co-founder & co-CEO Executive coach & bestselling author of
MOJO: How to Get It, How to Keep It and
rypple.com How to Get It Back if You Lose It
Visit: MojoTheBook.com
April 26, 2010 2

3. 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.

4. A proven model for coaching
and development
• Ask
• Listen
• Think
• Thank
• Respond
• Involve
• Change
• Follow-up

5. 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

6. 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

7. “Leadership is a
Contact Sport”
• Summary impact research
• Over 86,000 participants
• Eight major corporations
• Published in Strategy
+Business

8. Commonalities
• Multi-rater feedback
• Feedback consultant
• One to three areas for
improvement
• Discussion with co-workers
• On-going follow up
• Custom-designed mini-survey

9. Change in
leadership effectiveness
My co-worker did no follow-up
40
Percent
20
Table 1
Company A
Company B
0 Company C
-3 -2 -1 0 1 2 3 Company D
Company E
Perceived Change Avg Leader

10. Change in
leadership effectiveness
My co-worker did a little follow-up
40
Percent
20
Table 2
Company A
Company B
0 Company C
-3 -2 -1 0 1 2 3 Company D
Company E
Perceived Change Avg Leader

11. Change In
Leadership Effectiveness
My co-worker did some follow-up
40
Percent
20
Table 3
Company A
Company B
0 Company C
-3 -2 -1 0 1 2 3 Company D
Company E
Perceived Change Avg Leader

12. Change in
leadership effectiveness
My co-worker did frequent follow-up
40
Percent
20
Table 4
Company A
Company B
0 Company C
Company D
-3 -2 -1 0 1 2 3
Company E
Perceived Change Avg Leader

13. Change in
leadership effectiveness
My co-worker did consistent/periodic follow-up
40
Percent
20
Table 5
Company A
Company B
0 Company C
-3 -2 -1 0 1 2 3 Company D
Company E
Perceived Change Avg Leader

14. 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.

15. The ‘daily question’ process
• Writing your questions
• Daily follow-up
• Ensuring that your daily
behavior is aligned with your
values

16. 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

17. MOJO
That positive spirit
toward what you are doing
now
that starts from the inside
and radiates to the outside

18. Happiness and
meaning
• Defined from the inside not the
outside
• Changes constantly as we journey
through life

19. The MOJO Paradox
Our default reaction in life:
• …is not to experience
happiness
• …is not to experience
meaning
• …is to experience
inertia

20. The MOJO Meter
• How happy was I?
• How meaningful was this?
• By activity or by time
• Why it works
• ‘That boring meeting!’

21. Achieving both personal
and professional success
Sacrificing Succeeding
Long-Term Benefit
Sustaining
Surviving Stimulating
Short-Term Gratification

22. 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.

23. The building blocks of
MOJO
• Identity
• Achievement
• Reputation
• Acceptance

24. The identity matrix
Future
Programmed Created
Identity Identity
Other Self
Reflected Remembered
Identity Identity
Past

25. Achievement
• What I contribute to the
activity
• What the activity contributes
to me

26. 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.

27. 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.

28. Acceptance: two paths
toward success
• Changing our world
• Changing our self

29. Keeping what matters
in our mind
• The ‘daily question’ process
• Our default reaction in life…
• The MOJO meter
• Increasing happiness and
meaning

30. Why our MOJO is so
important
• To the people that we respect at
work
• To the people that we love at
home

31. 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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April 26, 2010 3