APRESENTAÇÃO

DE APOIO

A ARTE DE LIDERAR
E INSPIRAR
Marshall Goldsmith – Aula 02
 Professores
MARSHALL GOLDSMITH
Professor Convidado
Autoridade mundial em liderança, Marshall Goldsmith é cofundador da
Marshall Goldsmith Partners, uma rede de coaches experientes
especialistas em desenvolvimento de líderes. Por sua experiência, está no
Hall da Fama do Thinkers 50 Management. É autor e editor de dezenas de
livros, incluindo Triggers (best-seller número um do New York Times e do
Wall Street Journal), MOJO e What Got You Here Won't Get You There
(vencedor do prêmio Harold Longman de Livro de Negócios do Ano). Os
reconhecimentos profissionais de Goldsmith são numerosos. Entre eles, estão
“Harvard Business Review e Best Practices Institute”, “Pensador de Liderança
Nº 1 do Mundo”, “Global Gurus”, “American Management Association - 50
Grandes Pensadores e Líderes que Influenciaram o Campo da Administração
nos Últimos 80 anos” e “BusinessWeek - 50 Grandes Líderes na América”.
ANDRÉ HARTMANN DUHÁ
Professor PUCRS
e Graduado em Psicologia pela Universidade Católica de
Pelotas (1994), Mestre em Administração e Negócios pela
Pontifícia Universidade Católica do Rio Grande do Sul (2002) e
Doutor em Psicologia Organizacional pela Pontifícia Universidade
Católica do Rio Grande do Sul (2007). Professor na Escola de
Negócios da Pontifícia Universidade Católica do Rio Grande do
Sul, consultor de empresas e coaching na área de formação de
líderes e sucessores.
 Ementa da disciplina
Os principais desafios da liderança nos dias atuais. Criação de uma visão
compartilhada capaz de inspirar os colaboradores. A necessidade de desafiar o
estabelecido, mudar e inovar. Motivação e engajamento dos colaboradores.
Empowerment, delegação de poder e desenvolvimento de competências. Humildade e a
liderança através do exemplo.
 Happiness and
meaning
• Defined from the inside not the
outside
• Changes constantly as we journey
through life
 The MOJO Paradox
Our default reaction in life:

• …is not to experience

happiness
• …is not to experience
meaning
• …is not be engaged
• …is to experience
inertia
 Achieving both personal
and professional success
Sacrificing Succeeding
Long-Term Benefit

Sustaining

Surviving Stimulating
Short-Term Gratification
 MOJO Test
• Think of a typical day at work
• What percent of your time is spent on
each in each of the five categories?
• What changes can you make to
increase short-term gratification?
• What changes can you make to
increase long-term benefit?
 The MOJO Survey
Percent of time spent:
Work – Home
Surviving 14.4 --- 11.4
Stimulating 15.2 --- 21.2
Sacrificing 17.8 --- 15.4
Sustaining 22.7 --- 21.9
Succeeding 29.9 --- 30.1
 The MOJO Survey
• There is an incredibly high correlation
between scores at ‘work’ and at ‘home’.
• Our experience of happiness and
meaning says as much about ‘us’ as it
does about ‘it’.
• Spending time with people we love, is
highly correlated with over-all
satisfaction at home and at work.
 The MOJO Survey
• Just increasing short-term happiness
(stimulating) does not increase overall
satisfaction at work or even at home.
• The only positive correlation with
overall satisfaction at ‘work’ or ‘home’ –
comes with increased hours in
succeeding.
 Becoming the person
we choose to become
Creating

Eliminating
Preserving

Accepting
 Creating
Who is the you – that you want to create?

•Creating that person that you want to become

•Blocks to creating
•Fears that inhibit creating
•The role of identity (self-stereotyping)
•The role of health and wealth
 Creating
Six fulfillers for a great life
• Purpose
• Achievement
• Meaning
• Happiness
• Relationships
• Engagement
 The identity matrix
Future

Programmed Created
Identity Identity
Other Self
Reflected Remembered
Identity Identity

Past
 Preserving
Who is the you – that you want to preserve?

•What do we want to preserve?

•Gratitude for the past – Frances Hesselbein
•The challenge of executing vs. generating
•Why too much focus on preserving can be a problem
– Kodak
– The old IBM
•Danger in the Comfort Zone
 Eliminating
What part of you – do you want to eliminate?

•Knowing what to eliminate

•Knowing when to eliminate
•The danger of over-commitment
•The challenge of new technology
•The Magic of Tidying Up
 Accepting
What is it that you need to learn to accept?

•‘Letting go’ of the past

•Am I willing at this time?
•Forgiving
•Prioritizing
•Accepting environmental limitations
 AIWATT

AM I WILLING
AT THIS TIME
TO MAKE THE INVESTMENT REQUIRED
TO MAKE A POSITIVE DIFFERENCE
ON THIS TOPIC?
 Becoming the person
we choose to become
Creating

Eliminating
Preserving

Accepting
 Applying this model
• To ourselves
• To our team
• To our function
• To our company
Making a positive difference
in life
Our mission in life
is to make a positive difference;
not to prove
how smart or right we are.
Peter Drucker
 Credibility
The quality of being
convincing,
believable
and
trusted
 Our need for approval
• Need for approval is not a psychological
disorder
• Our ancestors – for centuries – needed
approval from their tribe to survive
• Modern professionals have had to ‘prove
themselves’ thousands of times
• It can be very difficult to stop!
• When is it worth it – and when might it do
more harm than good?
 My most important
Peter Drucker lessons
• Every decision is made by the person
who has the power to make the decision
• Make peace with that.
• If you need to influence the decision
maker to make a positive difference, the
decision maker is the customer. You
are a salesperson.
• Sell what you can sell.
• Make peace with what you cannot sell.
 The Credibility Matrix
• Two dimensions:
– Proving yourself
– Making a positive difference
• Four quadrants:
– Achieving credibility
– Over-selling
– Holding back
– Letting go
 The Credibility Matrix

High

Achieving
Overselling Credibility
Proving
Ourselves
Letting Go Holding
Back
Low High

Making a Positive
Difference
 Reviewing you personal
credibility matrix

• When are you overselling?

• When are you holding back?
• When should you strive to
achieve credibility?
• When do you need to let go?
 Articles for review
• AIWATT and the Empty Boat
• How Happiness Happens
• Influencing Decision Makers
• The Wheel of Change
 Becoming the Person
You Want to Be

Successfully Living
the Life You Create

Dr. Marshall Goldsmith

Marshall@MarshallGoldsmith.com
www.MarshallGoldsmith.com
 Goals
• Understand the importance of empathy and learn how
to demonstrate authentic empathy, without
experiencing burnout.
• Be ready to use daily questions – and especially active
questions - to increase effectiveness and engagement.
• Learn about the new LPR process and how it can help
participants achieve ongoing positive change.
• Become more focused and mindful – without having to
go to a seminar on mindfulness.
• Be better able to change what you can change and
make peace with what you cannot change.
 Empathy
The ability to:
understand, feel, care about
and act upon
other people’s thoughts
and emotions
 Mirroring what we see
and feel in others
• How our mirroring reaction can be
unconscious
• Learning from advertisers
• ‘Everyone is a billboard’
• Going back to mindfulness
• Think of empathy in two ways:
– The impact that they are having on me
– The impact that I am having on them
 The four faces
of empathy

• Understanding
• Feeling
• Caring
• Acting
 Functional vs. dysfunctional
empathy

• Understanding
• Feeling
• Caring
• Acting
Special challenge for empathy
in caring relationships
• Understanding – making excuses for
their lack of progress
• Feeling – being unable to let go of their
pain
• Caring – burnout, being unable to ‘let
go’ of others’ issues
• Acting – being a ‘people pleaser’,
creating dependency
 Demonstrating authentic,
positive empathy
• Be in the present
• Focus on the needs of the other
person
• Learn from a Broadway star
 Two questions
self-acceptance
• Did I do what I thought was right?
• Did I do my best?
 It is OK to need
help and structure
• The changing role of coaching – from
‘fixing losers’ to ‘helping winners’
• 27 top executive endorsements
• Athletes, movie stars, world leaders
• If could have fixed it by yourself, it
would probably be fixed by now
• ‘I need help and it is OK!’
 The value of structure
• The Checklist Manifesto
• The daily question process
• The BPR process
• The LPR process
 Keys to positive change
• Courage
• Humility
• Discipline
 Daily Question Process
• Why the process works
• How the process works
• Applications on employee
engagement
 Previous work
on employee engagement
• NAHR presentation
• Recognition, reward programs, training,
compensation, empowerment
• In spite of all previous efforts, global
employee engagement is near an all-time low
• Focus on what the organization can do to
engage you – not what you can do to engage
yourself – JFK in reverse
• The two flight attendants
 Active questions vs.
passive questions
• How active questions focus on what
you can do to make a positive
difference for yourself and the world
• How passive questions focus on
what the world needs to do to make
a positive difference for you
 Six active questions
Did I do my best to:
• Set clear goals?
• Make progress toward goal
achievement?
• Be happy?
• Find meaning?
• Build positive relationships?
• Be fully engaged?
 That boring meeting!
Imagine that you were going to be tested on:

Did I do my best to:

• Be happy?
• Find meaning?
• Build positive relationships?
• Be fully engaged?

What would you do differently?

 The two week study
• Participants received an email every
day for two weeks – asking six active
questions
• They received ‘before and after’
questions to measure change
• The process took just a couple of
minutes per day
 Active question research
4885 participants – 95 studies
• 34% reported improvement on all six items
• 67% reported improvement on at least four
items
• 91% reported improvement on at least one
item.
• 9% reported no improvement
• Less than 1% of respondents reported overall
lower scores
 Six active questions
Did I do my best to:
• Set clear goals?
• Make progress toward goal
achievement?
• Be happy?
• Find meaning?
• Build positive relationships?
• Be fully engaged?
 Learning to ‘let go’
of what you cannot change
• Eating the apple
• It is a new me
• Saying thank you to your past selves
• That one person
• Leave it at the stream
• The empty boat
 Alan Mulally
The Business Plan Review
• Establishing clear leadership behavior
• Communicating across the company
• Zero tolerance for bad behavior
• Complete transparency
• Setting clear priorities
• Red, Yellow, Green measurement
• Accountability without judgment
 The Life Plan Review
(LPR) Process
• Setting life goals (personal and
professional)
• Daily questions
• Weekly review
• Accountability without judgment
• A support group
• Feedforward
 Achieving mindfulness

Am I being
the person that I want to be
right now?
 The best coaching advice
you will ever receive
• For you as a person
• For you as a professional
 Articles for review
• Mindfulness
• The Many Sides to Empathy
• Six Daily Questions
• Making a Resolution that Matters