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The Art & Science of Boosting Return on People (ROP)
Thomas D. Zweifel, Ph.D.
© 2010 Thomas D. Zweifel All rights reserved, including the right of reproduction in whole or in part in any form.
1 © 2010 ThomasZweifel.com
Leading Leaders: The Art & Science of Boosting ROP
“As for the best leaders, the people do not notice their existence. The next best leaders, the people admire. The next, the people fear, and the next the people hate. But when the best leader's work is done, the people say, "We did it ourselves". Lao Tzu, 6th century BCE
To Rani and the one million women in India elected to panchayats (village governing councils) in what is perhaps the greatest social experiment in history, summoned to lead without knowing how to; marshalling more courage and leadership every day than you and I might summon in a year.
2 © 2010 ThomasZweifel.com
Leading Leaders: The Art & Science of Boosting ROP
Table of Contents
Preface Acknowledgments Chapter 1 Chapter 2 Chapter 3 Chapter 4 Chapter 5 Chapter 6 Chapter 7 Further Reading The Author Leadership-In-Action: A Lab What Is Leadership (to You)? What Would Churchill Say? ROP = Return on People Coaching: Fad or Future? The Education of a Leader What Coaching is Not 4 7 10 13 16 24 28 34 39 42 44
3 © 2010 ThomasZweifel.com
Leading Leaders: The Art & Science of Boosting ROP
The important thing is this: to be able at any moment to sacrifice what we are for what we could become. —Charles DuBois
Leading Leaders is for three kinds of people: those who dream of a mission, an adventure, a possibility larger than themselves, and who need a whole new level of leadership from the people around them; those who are ready to take a risk that only few dare; and those who are open to exploring what it means to be a leader in the new century. If you are one of the following, this book is for you: • Board members and senior managers who need to master the art of “herding cats,” i.e. managing knowledge workers • Global managers who need to lead multi-cultural teams and get results across cultures • Team leaders who need to mobilize their colleagues for superior performance • • Young, dynamic managers who aspire to lead others Government officials who need to mobilize for change in a bureaucratic environment • Leaders of non-governmental organizations (NGOs) who need to deliver program results—with dwindling government support • Women and men in emerging countries who are ready to don the mantle of leadership
4 © 2010 ThomasZweifel.com
if done right. a more “Swiss”— understanding of how to (and how not to) go about leading leaders. So it is time to make available the secrets I have picked up from people like Nelson Mandela. greatly enhances sustainable performance. 5 © 2010 ThomasZweifel. from GE to Google.com . government. but a mission to unleash the human spirit and build a new human being. And it is my hope that this book contributes to a more scientific and systematic—in a word. After coaching hundreds of entrepreneurs and Fortune 500 executives from Amex to Unilever. from CEOs and business leaders. nonprofit. (c) coaching. I assert that all organizations. And with the great management theorist Peter Drucker. educational. (b) coaching. Leading Leaders makes the case that (a) coaching is an indispensible competence for 21st-century managers. if done wrong. from firms to governments. for unleashing leaders to produce performance breakthroughs. if you are someone who wants to lead leaders for an accomplishment larger than yourself. but also from people in the slums of Mumbai or the bidonvilles of Port-au-Prince. I can say it without reservation: The Leading Leaders approach works brilliantly for managing performance—or rather.Leading Leaders: The Art & Science of Boosting ROP —in short. welcome to the club. from churches to the military. military—have invariably used this methodology to call forth leaders with top performance. and (d) coaching is not just a new fad or method to squeeze more out of people. can backfire and do great harm to the human capital pool of organizations. My clients in all sectors—corporate. face essentially the same challenge: to meet organizational objectives through people.
” You may be wondering why someone named “Doubt. Speaking of fear: Did you know that typical politicians spend up to 90 percent of their time anxiously preventing others from unseating them. But perhaps an integral element of leadership is to doubt. but action with or despite fear. in the ripeness of instinct and discretion. The Spanish philosopher George Santayana said that “Skepticism is the chastity of the intellect and it is shameful to surrender it too soon or to the first comer. it can be safely exchanged for fidelity and happiness. The physicist and Nobel laureate Richard Feynman argued that without doubt. since leaders are supposed to brim with confidence and not be haunted by nagging doubt.Leading Leaders: The Art & Science of Boosting ROP Speaking of Swiss: As many doubtless know. too many times. my last name “Zweifel” is German for “doubt” or “skepticism. Unless that intention is part of your endeavor. Ask yourself whether your undertaking will uplift people in some way. and as little as 10 percent working for the social good they have been elected to serve? Therefore. until at last. be skeptical.” or worse. there is nobility in preserving it coolly and proudly through long youth. Much misguided leadership has done much harm. a disclaimer: Do not use this book for harmful purposes. as expressed by Arnold Schönberg. “Doubting Thomas.” Maybe leadership is based on facing your doubts and acting nevertheless. rethink your enterprise. who famously said that courage is not the absence of fear. leaders have abused their power to cause 6 © 2010 ThomasZweifel. there is no innovation. and not accept things at face value. question.com .” would write a book on leadership.
Leading Leaders: The Art & Science of Boosting ROP damage. As Gandhi said over sixty years ago.com . November 2010 7 © 2010 ThomasZweifel. what will you say about your life? What will be written on your tombstone? Will you look back upon a life of going through the motions. service and contribution? Whatever your aspirations. In other words. or upon a life of meaning. I ask you to give the book to someone else. May it encourage you to integrate the coaching paradigm in your organizational culture as—at least in the medium and long term—the highestleverage investment in the organization’s bottom line. New York City & Zurich. may Leading Leaders give you an appetite for leading leaders as a life-long quest—the commitment to revealing the very best in people. If you have any plans to continue this tradition. TDZ. “Ask yourself whether the deed you contemplate will be of any use to someone. will it free the millions of people from poverty…” The question is this: at the end of your life.
S. and European Speakers Academy. International Speakers Bureau.S.com . and therefore to this book. and Switzerland who use coaching to make the maximum difference in their positions of power. 8 © 2010 ThomasZweifel. contributed to who I am and what I do. Here are only a few outstanding examples: The people who trained me in leading leaders way back in the 1980s— before the term “coaching” was even in use outside of sports—and who gave me a mission larger than myself and a global playing field: Joan Holmes. State Department to the government of Kazakhstan. Air Force Academy—who demonstrate the validity of the coaching approach in their work. St.Leading Leaders: The Art & Science of Boosting ROP Acknowledgments I am grateful to so many people who directly or indirectly. knowingly or not.S. Brooks International Speakers Bureau. and armed services from the U. Vistage/TEC. Israel. who make my keynotes and workshops available. government agencies from the U. Military Academy at West Point to the U. nonprofits from Haiti to the UN Development Programme. Australia. Lawrence Flynn and Linda Howard. Our workshop participants who helped me refine the coaching concepts. Gallen University. Jay Greenspan. and other schools in the United States. and my leadership students at Columbia University. My clients—including 30+ Fortune 500 companies from Amex to Google to Unilever.
com . Tony Bächle. for giving me life and a future to live for. Peter Spang. and all certified Swiss Consulting Group workshop leaders and coaches. and above all Gabrielle. Mitch Harris. Nathan Levy and Tal Ronen in Asia. 9 © 2010 ThomasZweifel. Guido Spichty. Philippe Baeriswyl. Our licensees Jean-Guy Perraud of Hexalto. Richard Murray. and their colleagues. who infuse our approach with their own unique humanity and bring our work to more people than I could imagine. Mick Crews. for believing in me. Askar Kereyev. Art Gutch. Johannes van de Ven and Poriya Vaudecrane in Europe. Nicholas Wolfson. Tapas Sen. They show me that I don’t own the truth. Klaas van der Horst. Richard Radu. François Knuchel. Dalila Schönfeld. Joe LeBoeuf. Yoram Wurmser and Jan Yager in the Americas.Leading Leaders: The Art & Science of Boosting ROP Swiss Consulting Group coaches and advisors on the cutting edge of unleashing the human spirit: Carlos Acevedo. My parents Eva and Heinz Wicki-Schönberg. Frank Clemente and Stephen Campitelli of Total Systems Education. my fearless and indefatigable colleague who makes what’s possible actionable. Glenn Hankinson and Peg Thatcher in Australia. Sinan Arslaner. Tina and Hannah.
This book—any book—can only offer a framework for thinking before and between actions. People do. As my doctoral advisor Adam Przeworski liked to say. into the battlefield. and actually live life. A Lab People are always blaming their circumstances for what they are. I ask students at the start of each semester to come up with a leadership breakthrough project that is a real stretch— unpredictable. a man set out to launch a Brazilian restaurant in Harlem. clever. It works best if you approach it with a specific project. You are going to have to go out into the market. and. if they can't find them. it might be interesting. another to build an 10 © 2010 ThomasZweifel. but it will remain theoretical—it will not truly affect things.Leading Leaders: The Art & Science of Boosting ROP Chapter 1 Leadership-In-Action. theories are to be used. and they may or may not achieve results out of reading a book. Many of them create highly original projects. It depends on taking action. Books rarely accomplish anything. visionary.” If you don’t apply this book. One woman took on a project to build an e-commerce platform for her Pashmina family business. relationship. —George Bernard Shaw If you think that this book will make something happen. you are dead wrong. make them. The people who get on in this world are the people who get up and look for the circumstances they want. another created a development project for children in his native Rwanda. but also measurable. In my leadership courses. or enterprise in mind. another built a movie company in India. I don't believe in circumstances. “theories are not to be believed. instructive.com .
Readers often skip over these types of labs.) _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ What is missing in your leadership to meet this objective? ________________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ What blockages (in and around you) must you transcend to meet the objective? _______________________________________________________________________ _____________________________________________________________________ _______________________________________________________________________ 11 © 2010 ThomasZweifel. Take a few minutes right now and think of something you really want—an objective that you cannot achieve alone but that calls you to lead others. What one-year objective is so vast that it would “force” you to lead not followers but leaders? (Tip: be specific.com . What if this small investment of your time led you to a new future? Lab: Leadership-In-Action.Leading Leaders: The Art & Science of Boosting ROP Internet-based storage business in Switzerland. I am asking you to do the same. But perhaps you find it in yourself to invest a few minutes in answering these questions. and include many people in your objective.
customers or suppliers worldwide? _____________________________________________________________________ _______________________________________________________________________ _______________________________________________________________________ What opportunities (i.com . activities that already point to your desired future today) could you take advantage of to meet the objective? _____________________________________________________________________ _______________________________________________________________________ _______________________________________________________________________ 12 © 2010 ThomasZweifel. chronic issue(s) do you face vis-à-vis your colleagues.e.Leading Leaders: The Art & Science of Boosting ROP What recurring.
usually uncomfortable. knows. many people associate leadership with forceful. often chaotic and always uncertain. the great devotions. For example. The credit belongs to the man who is actually in the arena. in the end. that there is no universal. in our male-dominated culture that has prevailed for several thousand years. who said: It is not the critic who counts: not the man who points out how the strong man stumbles or where the doer of deeds could have done better. so that his place shall never be with those cold and timid souls who knew neither victory nor defeat. at the best. who spends himself for a worthy cause. It’s a messy affair. I can live with doubt and uncertainty and not knowing. assertive. and who. who errs and comes up short again and again. especially when you deal with making and managing change. because there is no effort without error or shortcoming. who strives valiantly. whose face is marred by dust and sweat and blood. if he fails.Leading Leaders: The Art & Science of Boosting ROP Chapter 2 What Is Leadership (to You)? You see. then. I think it's much more interesting to live not knowing than to have answers which might be wrong. I don’t recommend being a leader—unless of course you go with Theodore Roosevelt. competitive. one thing is. even overbearing behavior. who. at least he fails while daring greatly. or with top-down command and control. Leadership has diverse meanings in different cultures. unified definition of leadership (and those leadership books that claim there is usually fail to provide access to leadership). the triumph of high achievement. 13 © 2010 ThomasZweifel.1 It should not come as a surprise. at the worst. and it’s not something you can simply tick off on a checklist. —Richard Feynman. and most of them are misleading myths.com . but who knows the great enthusiasms. Nobel Laureate for Physics Be warned: Leadership is not neat.
And Germans are not alone. leadership is a much lower priority than building consensus.S. culture. Jewish scholars do “not approve of lordship. some German-speakers translate leadership as Handlungskompetenz (“action competence”).Leading Leaders: The Art & Science of Boosting ROP In German-speaking cultures. In the U.” As we could see again in the most recent U. Americans are often caught in the myth of 14 © 2010 ThomasZweifel. because… no mortal can lord over another. which does not even come close to the essence of leadership. which leaves the notion of leadership in a fog of mystery. elections.S. still not a word most German-speakers use lightly less than seven decades after the Nazi terror. To avoid this heavy baggage. Others avoid the issue by simply using the English term. the word “leadership” would be literally translated as Führerschaft. “there is a degree of skepticism in the U. according to the director-general of the Institute of Directors in Britain. for it buries those who possess it. In Britain. “ Rabbi Johanan reportedly said. toward anyone who wants to lead.”2 Both in Sweden and Japan. “Woe to leadership. This reluctance is reinforced by the British view that it is unseemly to blow your own horn. and a belief in the inspired amateur which discourages people from having leadership roles”.com . there is a marked reluctance to lead and take initiative. from “leadership leases” to “leadership donors” to the “Democratic Leadership Council.K. In the former Eastern Bloc countries. the term leadership is used just about for anything that can be marketed and makes it sound better. since the omnipotent state has taken charge of people’s lives for so many years.
most participants in my leadership workshops come up with Hitler as an example of a bad leader who led through intimidation and destruction. I would ask you to invent your own unique expression. we soon discredit and discard them. That leader already did his or her job. If our leaders are not super-human in character. opportunities. the white knight who saves us from the mundane. There are countless definitions of leadership. but in India. I urge you to come up with your own criteria as you launch and implement your own leadership challenge. Leadership is an intensely individual endeavor that depends on your personal talents. ‘Why were you not Moses?’ I shall be asked. “In the world to come. ‘Why were you not Zusya?’” Your job is not to be like any other leader who came before you.” We like to believe in Camelot. but such definitions are of limited utility. some people came up with Hitler as an example of great leadership. situation. I shall not be asked. Why? Because from the vantage point of preindependence India.com . For example. Your job is to reveal your own life purpose and then fulfill that purpose with all your might. and cultural background.) As the 18thcentury Rabbi Zusya said. Even if one unified definition of leadership were to exist.Leading Leaders: The Art & Science of Boosting ROP “the faultless leader. he was seen as a liberator from the real enemy—the British empire. (Some of my clients keep a list of the leadership characteristics they want and those they don’t want. 15 © 2010 ThomasZweifel.
Jr. [was] the most ambitious attempt in humankind's history to establish total control over both the internal and external condition of the human being itself. The time when a few great leaders guided affairs with a firm hand is coming to an end. The old leadership model is bankrupt. . Reality has become such a complex jungle that no single leader. for one. —Zbigniew Brzezinski A quiet and little-noticed revolution is underfoot. Even the twentieth century’s greatest leaders.. wrote most of his speeches on at least a slight buzz of champagne. The failure of the totalitarian experiments coincided with the awakening of humankind on a truly global scale.com . the Internet and ubiquitous media—makes leading a greater challenge than ever. no matter how great. flattening organizational hierarchies and virtual teams. Since Winston Churchill. he would be all over YouTube today for his “battle with the bottle. dominated by the rise of totalitarian movements..Leading Leaders: The Art & Science of Boosting ROP Chapter 3 What Would Churchill Say? Twentieth-century politics. Extraordinary leaders— towering figures like Winston Churchill or Mahatma Gandhi. were they alive today.. Why? Because a transformed leadership landscape—globalization and democratization.” 16 © 2010 ThomasZweifel. who seemed larger than life and single-handedly altered the course of history—have become a vanishing breed. can cut through the thicket alone. Kennedy or Martin Luther King. John F. might have a hard time at the helm in the twenty-first. outsourcing and offshoring.
the more clearly you see the big picture of vision and strategy. and other organizations. (He also said. For thousands of years the roughly 200. The good news is that leadership is no longer confined to the realm of the select few. presciently. This wave of democratization has given rise to emerging leaders everywhere—in government. Even the U.) But is that still true today. military recognizes that soldiers on the ground in Sadr City or pilots in Bagram Airbase have at least as much access to local strategic intelligence as do commanders at headquarters and must take part in strategic decision-making. when the receptionist or the front-line salesperson interface with customers every day. close to forty nations have become democracies since 1974 alone. millions of people are being thrust into leadership positions for the first time.com .Leading Leaders: The Art & Science of Boosting ROP Three basic changes have altered the landscape of leadership. essential intelligence is now bound to lie at the organization’s bottom and periphery— where the company meets the customer. Now it is a public good. As democracy sweeps our planet. In uncertain environments. Throughout history. the more you can see of his bottom. While many countries are still authoritarian. The first is democracy. Churchill was famous for saying that the higher you rise.000 villages across the subcontinent were 17 © 2010 ThomasZweifel. business. India recently passed a new law. Take just one example: In an unprecedented social experiment. topdown leadership is about as reliable as playing Russian roulette. leadership was scarce. that the higher the ape climbs.S. and likely have at least as much insight into customers and markets as do top managers and board members? As firms flatten.
companies are flattening as the hierarchical model of organization is called into question. one million women leaders were elected as village representatives. Thanks to Macs and Web 2. when doctors were thought to be omniscient demigods whose judgment no one dared question. where 65. change cannot be planned or implemented by small numbers of top executives or 18 © 2010 ThomasZweifel. Skype and Facebook connect them across the world for free or next to nothing. democratize entertainment and give anyone a shot at being a musician or movie director. by 2007 there were 70 million blogs on the World Wide Web. And democracy is not happening in politics alone. you too can be an industrial designer in the new “design democracy.” So-called “lead users” are often on the forefront of innovation and product development. Google and Wikipedia have put knowledge at people’s fingertips with the click of a mouse. But the government in Delhi put an end to all that. MySpace and YouTube. In the new knowledge-based organization.000 videos are posted daily. in the last election. and 98 percent of the council leaders had been elderly men. from software to high-performance windsurfing equipment. In business. consumers chose among a few TV channels and magazines. Patients have stopped blindly trusting their doctors and instead demand answers and choice—something unthinkable a generation ago.0.Leading Leaders: The Art & Science of Boosting ROP ruled by local councils (panchayats). The new law says that one-third of panchayat leaders must be women. This has led to the groundbreaking fact that. In the twentieth century.com .
the same trip by airplane takes seven hours and a few hundred dollars or euro. and make the virtual team more dominant in the global economy. So our inability to find extraordinary leaders like Churchill today is not because leadership is vanishing. In fact. “Susan Sanders” is C. Quite the contrary: Leadership is flourishing like never before. The second basic change is. there were 214 million migrants in the world in 20103—roughly one out of every thirty humans.R. and I’m from Chicago. of course. Suman. a trip from New York City to London took six days and cost a fortune.Leading Leaders: The Art & Science of Boosting ROP change agents. One result of these trends is the rise of the “virtual team” whose members rarely.com . Lower transportation costs enhance international mobility and migration. For much of history. see each other. In 1900. Suman has created a fictional biography. my name is Susan Sanders. today.” a 22-year-old introduces herself with a broad smile and even broader vowels. globalization. Mobile computing allows people to work at home. Just in case her callers ask personal questions. “Hi. According to one estimate. All employees must have leadership skills. no one is exempt from leading. if ever. Ms. only a tiny elite ever traveled more than walking distance from where they were born. An American telecom is taking advantage of low rates by using Indian customer service reps in Bangalore who pose as Americans with American names and are trained to speak with American customers in American accents. a native of Bangalore who fields calls from customers in the United States. brother Mark and a made- 19 © 2010 ThomasZweifel. complete with her parents Bob and Ann. in airplanes or at the beach.
a co-leader approach would still fare better. it is surely bankrupt across borders.com . on American movies. and being quizzed by the trainer. and would not get away with his disdainful idioms that were such delightful sport with members of his own class and culture. Under the heavy-duty globalization of recent years. sports and television programs. You can’t tell people in other countries what to do.Leading Leaders: The Art & Science of Boosting ROP up business degree from the University of Illinois. You simply don’t have the authority. Churchill would be all too easily misunderstood by other cultures.4 Churchill would have been flabbergasted with this onslaught of cultures. If the command-and-control model is obsolete in a domestic context. you can’t give orders to your distributor in Italy or to the Indian software designer on your virtual team. coaching has become an even more important skill. Mahatma Gandhi.” Under today’s globalization. who would pose as a caller. Her training by Customer Assets. where certain British writers or Danish cartoonists survive fatwas only under police protection. and even if you did. An undying supporter of Queen Victoria. 20 © 2010 ThomasZweifel. To him the colonies were “the white man’s burden”. since the Italian distributor or the Indian software engineer likely knows more than you do about his or her area of expertise. he could still call his adversary in the Indian Raj. the calling center. he came from a time when the British empire commanded one-quarter of the world’s landmass. “that little naked man. included listening to sit-coms like “Ally McBeal” or “Friends” without the picture and then reconstructing the dialogue.
he bent over sideways and quipped: “All I can say is that the British nation will find it very hard to look up to the leaders who are detected in that somewhat ungainly posture. Imagine a hypothetical firm with seven reporting levels. Just as the industrial age 21 © 2010 ThomasZweifel.com . In response to these fundamental trends. If control resides solely at the top. is emerging. hurling it to them like great hunks of bleeding meat”5—but who was not known for that other skill crucial today: being a great listener. Imagine what happens if the leader bases his or her decisions not on the right two percent but on the irrelevant ninety-eight percent. sweat. the consequences of being so out of touch can be disastrous for decision-making. In fact when one of his peers in the House of Commons reminded Churchill that leaders should put their ear to the ground to hear what the people need.”6 But that ungainly posture might be exactly what is needed today. unlike the ones we’ve known in the past. who understood the appeal of martyrdom and could tell his followers the worst.Leading Leaders: The Art & Science of Boosting ROP The third basic change is how leaders must communicate. He was “a great tragedian. the leader at the top will know less than two percent of what is actually going on in the organization. Churchill was a gifted orator whose words could thunder and rouse his weary compatriots to give their blood. a new generation of leaders. and tears for the cause of vanquishing the Nazi juggernaut. If the people at every level report fifty percent of what they know up to the next higher level.
In the new era coming into being. lest they stop leading. we can no longer wait for an extraordinary. soldiers or generals. Command-and-control was good enough. charismatic leader to tell us what to do or who to be.Leading Leaders: The Art & Science of Boosting ROP has given way to the information age. each of us has the opportunity to express leadership—to shape our own destinies and those of our organizations and societies—to an extent never before thought possible. One cannot look for leadership only at the top. students or teachers. How do you manage leaders? The answer is: you don’t.com . in sports as elsewhere. Some of the most talented people are the ones who are the most independent. Perhaps more than ever before in history. But knowledge workers are far more independent than traditional ones. This transformation is happening because the way we live and do business—the landscape in which leaders must lead—is changing. managers could get by without coaching. whether we live in industrialized or developing countries. 22 © 2010 ThomasZweifel. and bosses cannot simply tell knowledge workers and free agents what to do. and employees can no longer be treated as mere subordinates. In the old industrial paradigm. The legendary Stanford University head coach Bill Walsh recognized this: “Today. women or men. individualism is the general rule. ordinary people are being summoned to lead. Whether we are managers or workers. You empower them. we are seeing the end of one era of leadership and the birth of another. You coach them. When a company’s true assets—its human and intellectual capital—leave the office every night. traditional command-and-control is largely irrelevant.
com . You may need to learn how to manage specialists who know far more than you do in a particular field.”7 You may need to overhaul your management and leadership style. But doesn’t such an overhaul take a huge investment? And will the payoff be worth it? 23 © 2010 ThomasZweifel.Leading Leaders: The Art & Science of Boosting ROP That has required from management a fundamental change in the art and skill of communication and in organizational development. Ordering people around is simply not good enough anymore—not even in traditional hierarchies like the military.
Walker. that one leader.” Moses said with the quiet conviction of a young man who had been trained in philosophy at Harvard. —Peter Drucker During the Civil Rights era in the United States. if you want to build something bigger than what you can manage alone. you better have a lot of leaders around you. Leaders who do not empower others are not leaders but dictators. if it ever was. That is what coaching is all about. the building of a person's personality beyond its normal limitations. bespectacled. If you have an enterprise committed to building a future that doesn’t yet exist. the Reverend Wyatt Walker. “why do you keep saying ‘one leader’? Don’t you think we need a lot of leaders?” Walker gave him only a quizzical look and walked on without responding. soft-spoken student activist. preached during a major crisis in the movement that above all. Walker (who called King simply “Leader” in private) had to be reminded by a frail. Unfortunately.8 A lot of leaders. Martin Luther King’s right hand man. everyone needed to unite behind one leader.Leading Leaders: The Art & Science of Boosting ROP Chapter 4 ROP = Return on People Leadership is the lifting of a human being's vision to higher sights. our current model of management is rather deeply ingrained.com . Bob Moses. It began in the nineteenth century: the German army invented the 24 © 2010 ThomasZweifel. and that leader was Martin Luther King. no matter how great. Having mere followers is simply not good enough anymore. is not enough to make real change. the raising of a person's performance to a higher standard. “Rev.
com . Trouble is. after long neglecting the human factor. until recently. Despite complex systems theories to model the unpredictable behaviors of human organizations. we know what type of matter exists on Mars.Leading Leaders: The Art & Science of Boosting ROP modern general staff—instead of a king or emperor personally leading the army into combat—to organize large numbers of troops for war. And the model was vastly successful. and yet we have learned precious little about coaching another person to lead. orders and rules. and despite pathbreaking theories by researchers like Frederick Herzberg in the 1970s on 25 © 2010 ThomasZweifel. It was a century whose agenda was dominated by ideological and geopolitical issues. At the beginning of the twenty-first century. Empowerment remains one of the great secrets of all times. freedom for individuals to shape their own lives. The twentieth century was dominated by war and by the threat of war: World War I. We have achieved extraordinary scientific and technological breakthroughs. and liberation struggles around the world. It was also a century that achieved for many peoples freedom from tyranny. Most modern organizational skills were forged in the fire of battle: planning and control. World War II. we haven’t learned much yet.9 So did the concept of a chain of command. operations and logistics. we know the secrets of life in the core of atoms. empowerment and coaching. discipline and training all came from the field of war. we may be finally coming around to learning human skills like communication and empathy. freedom of selfdetermination. the Cold War.
Coaching and co-leadership might be the cusp of the next evolution of what it means to be human. through successive waves of democracy. or worse. or the lack thereof.com .Leading Leaders: The Art & Science of Boosting ROP workers’ fulfillment and teamwork. we have arrived once again at a new paradigm of leadership. the best managers will be the ones who are committed to their organization’s “leadership pipeline. it will come to naught. to a fiasco: quality problems. to self-managing people who asked themselves what they wanted. History has seen a fascinating broadening of leadership and a trend toward its democratization and self-determination. Your vision may be compelling and your strategy clear. lost shareholder value.10 Now. But these human or “soft” skills. an information-based economy and the Internet. or strategic blunders. with humans making a remarkable transformation within a few hundred years from being commodities and subjects of rulers to being individuals with a mind of their own. How many real leaders (not just managers) does your 26 © 2010 ThomasZweifel.” and who use coaching as a methodology to widen their funnel of leadership. but unless you empower the right people to own and implement them. the best managers will no longer be the ones who treat their people like objects to move around and manage. and then from “organization men” in the 1950s who asked what was wanted of them. In this new paradigm. we still know little about what empowers a human being to exceptional performance. And leadership is that elusive quality that you can never have enough of. lawsuits. have very “hard” consequences.
How did that happen? 27 © 2010 ThomasZweifel. that is now but a frivolous dream? That type of leadership explosion is what coaching can bring about.com . Coaching has become the essential competence.Leading Leaders: The Art & Science of Boosting ROP company have right now? Imagine the organization had double the number of real leaders—what would be achievable. and achieved.
Though they hate to admit it. In 2003 the New York City Board of Education began employing coaches. In 2010. The Swiss federal government has hired a pool of coaches to empower technology entrepreneurs and their startups. I'm frightened of old ones. politicians use coaches too: After then-presidential candidate Howard Dean’s bad performance in a presidential debate. Singles use dating coaches. his supporters called on him to hire an image/debate 28 © 2010 ThomasZweifel. Already in the 1980s. Tiger Woods uses a coach (though admittedly that did not help him stay out of trouble in his personal life). was not above signing Paul Annacone as his coach. —John Cage Most people’s understanding of coaching comes from the world of sports. one of the greatest players of all time. offering weekly 55-minute sessions to incoming teachers. Boris Becker worked with coach Ron Tiriac to win Wimbledon and become the world’s #1 tennis player. where pros and teams have used coaches for a long time.Leading Leaders: The Art & Science of Boosting ROP Chapter 5 Coaching: Fad or Future? I can't understand why people are frightened of new ideas. It’s a virtual epidemic: Professionals use career or life coaches. Even the staid German Federal Agency for Employment has introduced coaching in its work processes. Not to speak of basketball or football teams who have used the likes of Red Auerbach. Actors and opera singers use acting and voice and accent coaches. Roger Federer.com . Pat Riley or Phil Jackson for a long time. But now coaching seems to reach beyond sports into virtually every walk of life.
and Paul O’Neill. eBay CEO Meg Whitman.Leading Leaders: The Art & Science of Boosting ROP coach.11 Last but not least. each morning on my family’s breakfast table. the International Personnel Management Association claims that ordinary training 29 © 2010 ThomasZweifel. While coaches are most prevalent in the United States. the two terms are interchangeable in this book—is all the rage. A survey of human resources professionals by the Hay Group. Australia. managers use executive coaches. found that more than half the 150 organizations in Europe. and above all individual support on the path to your desired figure. and North America had increased their use of coaching in the previous year. Just a few years ago. and several of my clients were at pains to keep our coaching relationship secret. For example. an HR consultancy. news that a CEO or senior executive had a coach would have raised eyebrows in the boardroom. 16 percent were using coaches for the first time. But now coaching—or leading leaders. CEO of the Charles Schwab Corporation.13 and one study reported that 93 percent of managers said that coaching should be available to all employees.com . Pottruck.14 Why? Because coaching appears to boost performance. treasury secretary. I get to look at the Kellogg’s cereal box on which a “Special K® FigurCoach is your holistic. Asia.S. the use of coaching is spreading globally. 40 percent of Fortune 500 companies use professional coaching services. daily.” Finally.12 According to one author. to mention just some examples. regardless of seniority. all have used executive coaches. the former Alcoa CEO and U. David S.
000 companies that had engaged in executive coaching. and 28 percent of them claimed they had learned enough to boost quantifiable job performance—whether in sales. And Fortune magazine cited a poll by the coaching provider Manchester of its own customers. fighter-pilot simulations.com . and if the results had not been in the company’s favor. But the coaching process is often badly understood and largely absent from management. According to the American Society for Training and Development. it probably would not have published them.000. productivity. the answers came from the customers. companies spend about $55 billion per year on formal training of all kinds. executives mostly from Fortune 1. South 30 © 2010 ThomasZweifel. Still. these managers reported an average return of more than $100. and there are a lot of quacks out there. or profits—by $500.Leading Leaders: The Art & Science of Boosting ROP typically improved performance by 22 percent. or a course at the BMW Performance Center in Spartanburg.15 It is becoming clear that coaching is a key success factor in exceptional performance. or about six times what the coaching had cost their companies.000 to $1 million since they took the coaching. (Now. paintball wars. while training accompanied by coaching increased performance by 88 percent.) Asked for a conservative estimate of the monetary payoff they got from the coaching. Often they use elaborate and eccentric methods to get their point across: competitions where groups of employees have to pass oranges from neck to neck. asking a coaching firm whether coaching works has the distinct miff of a fox-in-the-chicken-coop deal. conducting and publishing the survey was clearly in Manchester’s interest.
or more sinister applications like manipulation or coercion. even with the best intentions. and they add zero durable value. the term “coaching” is often used to mask old-style methods like advice or criticism.com . let alone their ability to look for the hidden drivers in their colleagues. thinking and attitudes. It is my conviction that unless leaders address these underlying ways of being. a senior executive at a multinational energy company. The only trouble is that such programs.16 They are cost-centers. have little relevance to Monday morning back at the office. told me that my coaching 31 © 2010 ThomasZweifel. fuller and more systematic—in one word. they will likely do more damage than help. sell themselves as suppliers of simple answers and quick results. while offering fun and a respite from the drudgery of day-to-day management. they focus merely on behavioral changes17 and ignore the hidden mindsets that give rise to people’s behaviors. All too often senior managers. especially those who get their “coaching” ideas from sports. Worse.Leading Leaders: The Art & Science of Boosting ROP Carolina that features driving a car while blind-folded. Managers need a deeper. And unless manager-coaches understand the deep-seated and often subconscious experiences and psychodynamic structures of their team members. No wonder: I have seen many executives who were promoted to senior management positions because they had excelled in a specialized technical skill-set—for example finance or engineering or marketing—but never had the chance to develop their people skills. or worse. One client of mine. a more “Swiss”—understanding of the leading-leaders process. they will not produce lasting change.
bottom-line. but applied. we just file the notes. • An emphasis on communication—speaking and listening—as the medium in which all coaching happens (rather than on mysterious psychological concepts).Leading Leaders: The Art & Science of Boosting ROP methodology differs from conventional approaches. not just the fad of the moment. on the contrary. • A focus on action (rather than merely on theory in costly seminars.” he said.” I could not have asked for a better summary of my approach. it is my conviction that coaching will not produce sustainable breakthrough results unless it sports these features: • A dedication to revealing the client’s leadership and brilliance (rather than remedial coaching designed to “fix” the client). it speeds up our work. “This is not just theory. “You provide a backbone of principles. Your coaching does not waste time. A combination of features makes the leading-leaders approach unique—indeed. where ideas sound good and never have to be proved). • A cross-cultural approach that allows clients to decode their own and other people’s cultures (rather than assuming a one-fits-all methodology that is blind to other value-systems). • An undying commitment to leaders’ success and measurable. breakthrough results (rather than relying on a pre-existing program). you on the other hand solve problems. but with you there is reflection.com . 32 © 2010 ThomasZweifel. Normally we end up with a slew of new problems. Normally there is no reflection. and we incorporate the concepts in our everyday business.
Leading Leaders: The Art & Science of Boosting ROP • And last but not least. I know of few greater pleasures than seeing another human being reach beyond his or her limits and realize a vision.com . an understanding of the coach as a transformative leader. But how did I get to build this unique methodology? 33 © 2010 ThomasZweifel. a catalyst that interrupts business-as-usual (rather than a mere expert or a mentor).
all affiliates worldwide reported to me as director of global operations. I was thrust into a global leadership position for The Hunger Project. The experimenter develops an intimacy with matter as a sculptor does with clay. of vibration. I was in charge of performance management in twenty-seven global affiliates. shaping it and engaging it.com . and fart. an international organization on the roster of the United Nations. of dirt. or Jerry Rawlings of Ghana. battling it.Leading Leaders: The Art & Science of Boosting ROP Chapter 6 The Education of a Leader The theorist operates in a pristine place free of noise. The experimenter's lovers sweat. The promise of the organization—to bring about the end of world hunger—was so outlandish that its managers had to unleash leaders at all levels. —James Gleick I learned leading leaders the hard way. from heads of state like Bill Clinton. The Hunger Project quietly pioneered a new style of leadership—leadership from below. but de facto they were not required to listen to me at all. Nelson Mandela. eventually. The theorist invents his companions. In a legal sense they were not accountable to me but to their respective national boards of directors. Three decades ago. So in 1986. So I could 34 © 2010 ThomasZweifel. as a naïve Romeo imagined his ideal Juliet. who were their legal and fiduciary bosses. The only legal authority I wielded was to revoke their right to use the name of the organization if they embezzled money or worked counter to the organization’s mandate. to tens of thousands of volunteers in countries from Australia to Zambia. complain. at the tender age of twenty-four.
The bottom line: Old techniques based on command-and-control were useless. or determine the expense budget in Sweden. so I was continuously forced to generate new leaders who would carry out the organization’s mandate. our objectives outstripped my resources—they were far bigger than what I could accomplish with the existing people capacity. so I couldn’t even offer them incentives for top performance. I was “forced” to lead through inspiration. My lack of formal 35 © 2010 ThomasZweifel. empowerment. since our job was to create a global movement to meet the goal of ending world hunger. persuasion. As if that were not enough. and yes. Our relationships were not transactional. sometimes manipulation.000 activists. And my ability to lead leaders produced the results: from 1992 to 1996 we produced an annually compounded 45 percent increase in revenue while holding expenses stable. Years later. the genius of this structure dawned on me: it had forced me to work in true partnership with people around the world. Local leaders were not on my payroll. after I had left the organization and had coached privatesector clients. I couldn’t hire or fire people in Japan. Our motto “unleashing the human spirit” was much more than a slogan: the ratio of staff to activists was extraordinary—some 150 staff worldwide in charge of coaching and mobilizing up to some 65. they would simply walk out on us.com . Volunteers had no contracts—if they didn’t like their jobs anymore. This was true for all managers at the organization.Leading Leaders: The Art & Science of Boosting ROP never tell any global affiliate what to do. listening. and empowered millions of people to get out of the conditions of hunger.
one who focuses not on feeding his own ego. the soldier in Sadr City has access to local intelligence that planners in the Pentagon simply lack and needs to be empowered to make good decisions based on that 36 © 2010 ThomasZweifel.Leading Leaders: The Art & Science of Boosting ROP authority—the very thing that had given me so many sleepless nights—had made me build potent relationships. In hindsight.S. I made lots of mistakes. one who is not merely about pushing his own agenda but about unleashing the human spirit to make a difference. Looking back. Army. but see what works and what doesn’t in their own endeavors as leaders leading leaders.com . I learned the art of coaching on the job. Perhaps my mistakes and successes mean that others won’t have to reinvent the wheel. in the action. My job had “forced” me to become a new kind of leader: one who supports the people rather than ruling over them. It was not neat but often messy. some of them seem stupid. They taught me what works and what does not. In short. Even in the U. but on coaching others to fulfill their aspirations. I often wonder: How could I have been so blind? Yet I am grateful for my blunders. I had become an effective manager-coach. become a transformational leader who inspired rather than merely a transactional one wielding carrots or sticks. foster people’s internal commitment to the organization’s mission and methodology. it was a pain in the neck at the time. And in the decades since then. but in hindsight it was the best education in performance coaching that I could have asked for. it has come to be exactly the leadership style we need in a time when command-and-control is bankrupt. Quite frankly.
or a science that can be learned and mastered by everyone? Coaching is an art. the retail team produced an 11 percent increase in sales while the industry average declined by 1 percent in a difficult year. to lead from wherever they sit. But is it an art that only the talented can practice.com . in other words. it consists of laws that can be taught and learned.”18 That is precisely what leading leaders is all about. as an independent factor. makes a positive difference in an enterprise’s productivity? But my experience in over twenty-six years of coaching shows the superiority of the coaching methodology. there is scant scientific evidence or statistical research on the efficacy of the coaching approach. How can we know conclusively that the coaching approach.Leading Leaders: The Art & Science of Boosting ROP intelligence. My coaching has reliably produced hundreds of leaders who think for themselves. but I believe it is also a science: Far from being a mystery. and get results virtually impossible prior to coaching. Another client exceeded his annual revenue goal of 5 37 © 2010 ThomasZweifel. Most books and articles on coaching involve only one successful case or a few anecdotes. True. compared to traditional top-down control. That is why the Army has introduced a Teams of Leaders (ToL) approach in its command structure and published a Teams of Leaders Coaching Guide in June 2009 that defined ToL as “an approach for rapidly building and effectively employing cross-boundary teams that are highly competent both in making and executing decisions and in learning and adapting together. In one company. transform obstacles into opportunities. which doesn’t prove anything.
com . yet not merely about results. And that brings us to the final chapter: To do coaching justice. perhaps the most important task is to distinguish coaching from what it is not. So coaching is about performance. 38 © 2010 ThomasZweifel. Nor is it a euphemism for ordering people to do stuff.Leading Leaders: The Art & Science of Boosting ROP million euro with new products that had not even been on the market when the coaching process began.
which are not entirely separate domains (coaches must manage and managers must coach). First is the difference between coaching and management. —Martin Buber The role of coach is an unusual one for most managers. Let us say what a coach is not. our responsibility is to produce operational and financial results. and you better know which hat you are wearing at any given time (remember. The coach-client relationship is distinct from a whole range of other relationships. I only show something. But a thorough understanding of coaching is essential for leading teams and can cause a quantum leap in organizational productivity. although he or she may possess expertise in a certain area. The coach need not be an expert. I push open the window and point outside. After all.com . but I lead a conversation..Leading Leaders: The Art & Science of Boosting ROP Chapter 7 What Coaching Is Not I have no theory. – I have no theory. not to dabble in people’s internal processes. The management hat and the coaching hat are both required if you want to lead effectively. I take those who listen to me by the hand and lead them to the window. and of course neither is better than the other—that would be like saying that air is better than water. And usually senior managers got promoted to where they are today less for their competence at empowering others than for their technical or financial or strategic skills. breathing under water is not good for you). I show reality. Experts are paid to give advice. but their very 39 © 2010 ThomasZweifel..
” When I coached the president of a multinational energy company. who usually wield authority over their trainees or students. it is the mental part of the game that he needs his coach for. Becker. Albert Einstein. it was one of the great experts of our time.S. In fact the coach need not be a great player. I told the top manager that I could not hope to ever match his expertise in his field (he was an imposing fellow who had been around the block several times during his thirty years as an industry insider). but in the quality of his observation and his conversations with him.Leading Leaders: The Art & Science of Boosting ROP expertise can lock them in a box of outdated thinking. was ultimately accountable for winning and able to fire Tiriac any time (and eventually did).com . A coach is not even a mentor. it was his failure when he lost in the 2010 U. In coaching. Neither is a coach a trainer or teacher. They had more experience in life as well 40 © 2010 ThomasZweifel. usually by a more experienced colleague: “Do what I do to be successful. Mentoring is a modeling behavior. And it is Federer’s job to win again.” But I have coached leaders many years my elders. The same is true for the relationship between Federer and his coach Annacone today. who said that “The world we have made as a result of the level of thinking we have done thus far creates problems we cannot solve at the same level at which we created them. Federer’s technique is flawless. Open semifinal to Serbia’s Novak Djokovic in five grueling sets. Tennis coach Tiriac’s expertise lay not in playing better than Becker. the player is and remains the boss. but that I might nevertheless be useful in interrupting business-as-usual precisely because I was an outsider. not Tiriac.
First.20 Since coachees are constantly watching whether the interactions with you are worth their while. Third.) 41 © 2010 ThomasZweifel. a coach generates a demand for coaching.”19 Fourth. 1 in the world. a coach provides new ways of looking at those circumstances that have the world show up in a new way for the player. Second. a coach provides new ways of seeing. One senior executive.com .” At least four key characteristics distinguish a coach from everybody else. a coach talks straight and is not concerned with being nice. In other words. Rather than talking about circumstances. and you have lost them. a coach does not coach without a request for coaching. Comedian Jerry Seinfeld once said that the challenge of being funny never lets up: No matter how funny you were five minutes ago. saying here was “somebody I felt like had a chance to be No. Five minutes of bad jokes. Gilbert agreed immediately. told me: “I wish I had had your tools 35 years ago when I was starting out. In leading leaders. (But don’t let that discourage you.Leading Leaders: The Art & Science of Boosting ROP as in their particular business. When Andy Roddick hired Brad Gilbert as his coach in 2003. age 62 when I was barely 40. the audience is unforgiving. there is no time to lean back or rest on the laurels of the past. a coach has an unconditional commitment to the client’s success. being a coach is very similar to being a comedian: You don’t have the luxury of one bad move. But they invariably told me that the coaching made a big difference in their work and their lives.
New York: SelectBooks. London: Macmillan. Hamel. 42 © 2010 ThomasZweifel. 2003. Are They Different?” Harvard Business Review 3-92. Carl Gustav. Abraham.” Harvard Business Review. New York: Bantam Books. Peter F. Bazerman. The Wisdom of Teams. Psychological Types. “Ethical Leadership and the Psychology of Decision Making. New York: Harcourt and Brace.  1961. 1993. 45-53. Or The Story of my experiments with truth. and Aaron Raskin. Gardner. Christopher and Julia Kirby. New York: Charles Scribners Sons. Strategy Hinterhuber and Popp. Brill. Ahmedabad: The Navajivan Trust. Roger D. J. 1988.R.” Sloan Management Review. Relationship Buber. Peter G. 1993. 1938. Thousand Oaks CA: Sage Publications. 9-22.  1992. Gary and C. Evered. Lukes. New York: SelectBooks. ed.bibliomania. Boston: Butterworth-Heinemann. 1923.” Administrative Science Quarterly. and James C. Leading Minds: An Anatomy of Leadership. 105-113. Emotional Intelligence. “Strategy as Revolution. April. 69-82. and Anthony Athos. New York: Modern Library. 16-32. Stephen R.com/2/1/64/111/frameset. Goleman. Thomas D. Daniel. 38-46.” Harvard Business Review. Gary. 1970. 1991.html Messick. Richard Pascale. Weick. 1995. 301-313. Martin. “The Coming of the New Organization. “Trust and the Virtual Organization. Handy. Gandhi. 1995.” HBR (Jul-Aug). 1997. “Leadership in the Age of Transparency.” Harvard Business Review (January-February).” Organizational Dynamics (Autumn). Emotional Intelligence. Thomas D. Culture Clash: Managing the Global High-Performance Teams. 2010. Freud. David M. Vision Goss. Zweifel. 1995. “Are You a Strategist or Just a Manager?” HBR Reprint # 92104. I and Thou. 1996.K. Communicate or Die: Getting Results Through Speaking and Listening.K. The Rabbi & the CEO: The Ten Commandments for 21stCentury Managers. 1996. D. Thomas D. New York: Bantam Books. Principle-Centered Leadership. “Strategic Intent. James.A. “Coaching and the Art of Management. Hamel. and Max H.” HBR Reprint #93603. 1974. Howard. http://www. Machiavelli. Prahalad. Goleman. Steven. 1997. Cambridge: Harvard Business School Press. The Prince. Leadership: Theory and Practice. Mohandas K. May-June. Power: A Radical View. Sigmund. Zaleznik. New York: Summit Books. Tracy. Jung. Flaherty. Reprint # 92211. Winter 1996. “Drop Your Tools: An Allegory for Organizational Studies.com . 1992. Zweifel. The Basic Writings of Sigmund Freud. 1999. “Managers and Leaders. London: Penguin Classics. Karl E. 126-138. 1992. Northouse. Meyer.. Coaching: Evoking Excellence in Others. Katzenbach. 1989. Niccoló. 1989. Zweifel. A. An Autobiography. Charles. 2008. Daniel. and Smith. Selman. “The Reinvention Roller Coaster: Risking the Present for a Powerful Future. New York: Basic Books.” HBR Reprint #89308 (May-Jun). New York: SelectBooks. 63-76. Drucker. 2003.Leading Leaders: The Art & Science of Boosting ROP Further Reading Self-Knowledge Covey. 40-50.
Zweifel. Robert. Taylor. 2005.” New York: www. 196-244. NY: HarperCollins Publishers. 1946. H. The Hunger Project. Wright Mills. “The Leader’s New Work: Building Learning Organizations. 1988. H. pp. Political and Public Sector Leadership Allison.) Thousand Oaks. Slater. Thomas D. 1995.com . Business Leadership Brands.org/programs/index. Joan. Behaviors. Nonprofit Leadership Drucker. Essence of Decision: Explaining The Cuban Missile Crisis. Nelson R. Reprint #3211.K. “Planning-in-Action: an innovative approach to human development. Solomon.org/reports/jhbeij95. 1958.org/reports/prin496.” New York: www.. Brown and Company. International Organizations and Democracy: Accountability. Michael and Charlene M.thp. Zweifel. Boston: Little. “Ending Hunger and the New Human Agenda.” New York: The Hunger Project.htm Women and Minorities Leadership Branch. Schell.thp. Mandela. Gerth and C. eds. The Hunger Project. Vol. Vol. New York: Free Press. 1971. The Last Lion: Winston Spencer Churchill. “The End of Corporate Imperialism.. 2001. 2009. 1999. “Managing for Breakthroughs in Productivity. CA: Sage Publications. 1990.htm The Hunger Project. www. (2nd ed. and Power. Politics.” Sloan Management Review (Fall). Weber. 403-424. Parting the Waters: America in the King Years. Boulder CO: Lynne Rienner Publishers. William.html Action Manchester.” Statement to the Fourth Conference on Women.” Human Resource Management 28:3 (Fall). New York: iHorizon. New York: McGraw-Hill.thp.Leading Leaders: The Art & Science of Boosting ROP Senge. Woodrow. "Bureaucracy" in From Max Weber: Essays in Sociology. Beijing. 1995. 1997.org/reports/nha. Long Walk to Freedom. 1954-63. Paper ed. New York: American Management Association Communications. 1994. 1989. Holmes. 1999. Thomas D. 1981. 1996. Scherr. 1: Visions of Glory. 1990. 2: Alone 1932-1940.” HBR. Institutions and Organizations Across Nations. Jack Welch and the GE Way: Management Insights and Leadership Secrets of the Legendary CEO. A." Political Science Quarterly 2 (June 1887): 197222. C. Geert. Wilson. Global Leadership Hofstede. Boston: Little Brown. 1989. Max. Managing the Nonprofit Sector: Principles and Practices.htm Sargent. Peter. Oxford: Oxford University Press. Peter F. 43 © 2010 ThomasZweifel. http://www. "The Study of Administration. 1997. Prahalad. Leadership in 100 Days: A Systematic Self-Coaching Workbook. Masters of Enterprise. The Androgynous Manager. Capitalizing on the Global Workforce. New York: McGraw-Hill. “Unleashing the Human Spirit: Principles and Methodology of The Hunger Project. Culture’s Consequences: Comparing Values. and Lieberthal. 1991. Graham. New York. “Women’s Leadership and the New Human Agenda.thp. Allan L.
Dr. 44 © 2010 ThomasZweifel. often working as a manager-coach. Israel.Leading Leaders: The Art & Science of Boosting ROP The Author I was born not knowing and have only had a little time to change that here and there.com . Living in Europe. he speaks often in corporations and the media. most recently on ABC News. he has enabled largescale change processes. and Leadership in 100 Days: A Systematic Self-Coaching Workbook (iHorizon. —Richard Feynman Thomas D. The co-founder and CEO of Swiss Consulting Group has coached hundreds of leaders in Fortune 500 companies. He publishes frequently on leadership and is the author of Culture Clash: Managing the Global High-Performance Team (SelectBooks. 2008. effective communication. and non-governmental organizations since 1984. 2003). 2003). and realized breakthrough results with clients. Switzerland and the United States. a Jewish Book Award and Foreword Book Award finalist). Communicate or Die: Getting Results Through Speaking and Listening (SelectBooks. In addition to his writing. and cross-cultural management. India. governments. CBS and CNN. Bloomberg TV. and other business schools in Australia. Zweifel has taught leadership at Columbia University. Japan and the United States. especially leadership coaching. 2010). St. The Rabbi and the CEO: The Ten Commandments for 21st Century Leaders (SelectBooks. Gallen University. SME's. built virtual high-performance teams. Beginning in 2000. Zweifel is a specialist in performance management and human-centered strategies.
1/2003. 2003. He is based in New York City and Zurich. and is fluent in English. 2002. 18 United States Army Combined Arms Center. “Citizenship in a Republic. September 30. 4. “Managing Oneself. According to an ancient rule. March-April 1999. 8 Taylor Branch. See http://www. 1962. I: Visions of Glory 18741932. the lord had to put the debtor’s ear against a wall and drive a nail through his ear. “To Build a Winning Team: An Interview with Head Coach Bill Walsh. Paris. French.asp 19 New York Times 22 June 2003. 300-301. and in 1997 was recognized as the “fastest CEO in the New York City Marathon” by Wall Street Journal. Parting the Waters. Fort Leavenworth TX: Combined Arms Center. Thomas was educated in Switzerland. In that case. 1941. 54.” documentary.mil/cac2/bcks/ToL. 11 New York Times. 1993. slavery was forbidden among Jews. Theodore Roosevelt. Teams of Leaders: Building Adaptive. February 19. “Coaching Firm Rallies Businesses. 13 Debbie Campbell Wade. 1 2 45 © 2010 ThomasZweifel. 2001. January-February. 14 “Coaching at Work” survey.” 3 International Organization for Migration. 17 Steven Berglas. 29 March 2000. 98-105.” Fortune. 12 Des Dearlove and Stuart Crainer. 16 “Training Programs Often Miss the Point on the Job.” Austin Business Journal. 5 William Manchester. Goldin. 2009. April 23.” Harvard Business Manager. Hyman. where he lives with his wife and family. 6 Speech to the House of Commons. 6 September 2003. the slave had to go free. 2002. in which case the creditor became the debtor’s lord. so that the debtor could not hear God’s commandment that “you shall have no lord beside me. 20 Jerry Seinfeld. 1910. C12.jsp 4 New York Times 21 March 2001. Ethics of the Fathers.army.” New York Times. German. 10. 9 I owe this idea to Richard Kilburg. The Last Lion: Winston Spencer Churchill. http://usacac. In 1996 he realized his dream of breaking three hours in the New York City Marathon. Vol. But after a maximum of seven years. Section 8/1. Vol. “Wenn der Trainer falsche Tipps gibt. and Italian.D. 2003.” Harvard Business Review. except when one could not repay his debt. 65-74.” Strategy and Business. HighPerforming Interagency Teams. in International Relations from New York University. 10 Peter Drucker.Leading Leaders: The Art & Science of Boosting ROP Born in Paris. Issue 31.com . “My Coach and I. New York: Hebrew Publishing Company.iom. Germany and the United States. Executive Coaching. 1999. “Executive Coaching—With Returns a CFO Could Love.” Harvard Business Review. 1-6. “Comedian. 15 Anne Fisher.int/jahia/jsp/index.“ Speech at the Sorbonne. unless he asked the lord to keep him. A1. 2003. Chartered Management Institute. 2 Coaching Guide. He holds a master’s degree in international affairs from Columbia University and a Ph. 7 Richard Rapaport.
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