This week’s video comes from Champery in Switzerland where I have been part of the faculty for a leadership program for the Avanade company. One of the other faculty is a Leadership Coach called Kris Girrell. He shared a simple 4 part structure for a Coaching Conversation.

The 4 Coaching Questions

  1. What’s Up?
  2. What’s So?
  3. What’s Possible?
  4. Let’s Go!
How to Have a Coaching Conversation

Learn More about Kris Girrell

In his TEDx talk, Kris shares a wonderful idea – the “Emotional Table of the Elements” – in which he created a someone tongue in cheek copy of the Periodic Table replacing atoms with emotions. I love the metaphor. Check out his TEDx talk below:

Knowing how to respond to others’ emotional states is the essence of Emotional Intelligence. But how do we actually learn it? Executive leadership coach Kris Girrell suggests that sometimes the path to becoming intimately aware of our emotions may be a little bumpier than we bargained for, but in the end, results in stronger relationships.

Kris is an executive leadership coach, co-owner of the Goddard Preschool in Reading, and author of A Married Man’s Survival Guide.

If you liked this post, you will also like The Greatest Coaching Question of All Time and 6 Questions to Ask Yourself Every Day to be a Great Leader.

This list was put together by my father, Terry Neill, in the 1980’s as a reminder for himself and those around him about the nature of good leadership, and the easy pitfalls of Non-Leadership. He led businesses through good times and through tough times and I can see the positive impact he has had on many who worked with him.

He was recently cleaning out some papers in his office and found this and shared it with me and my siblings. I find it simple and clear. Leadership is not easy, but it is necessary in all areas of our lives.

You don’t need Power to lead

You do not need to wait for power, nor permission nor position to decide to act like a leader. You decide to take responsibility and begin. You realise that each of your actions make a difference. You are connected to many people and your actions have impact. You will affect more than 1,000 people over the course of your life. If you have a positive affect on them, they in turn are connected to more than 1,000 people and your leadership will ripple out and touch over 1,000,000 lives. These 1,000,000 lives are connected out to 1,000 in their turn… and your small daily actions of leading and taking responsibility to make things better will ripple out to a billion people. Your actions matter.

The differences between Leaders and Non-Leaders

by Terry Neill, partly based on “Search for Excellence

LEADERSNON-LEADERS
Carries water for peoplePresides over the mess
A coach appealing to the best in each person; open door; problem solver and advice giver; cheerleaderInvisible – gives orders to staff – expects them to be carried out
Thinks of ways to help people be more productive, more focused on practicval goals and how to reward themThinks of personal awards, status, and how he or she looks to outsiders
Comfortable with people in their workplacesUncomfortable with people
Wants anonymity for self, publicity for practice of othersThe reverse
Often takes the blameLooks for a scapegoat
Gives credit to othersTakes credit. Complains about lack of good people
Gives honest, frequent feedbackInfo flows one way – into his or her office
Knows when and how to deal with non performers or unfair clients’ comments or pressuresDucks unpleasant tasks
Goes where the trouble is – to helpInterrupts people in crisis and calls them to meetings at his or her desk
Has respect for all peopleThinks operators, clerical staff etc are lazy, incompetent ingrates
Knows the business, and the kind of people who make it tickThey’ve never met him or her
Honest under pressureImprovises, equivocates
Looks for controls to abolishLoves new controls
Prefers eyeball to eyeball instead of memosPrefers memos… long reports
StraightforwardTricky, manipulative
Admits own mistakes. Comforts others when they admit themNever makes mistakes. Blames others. Starts witch hunts to identify culprits
OpennessSecrecy
Little paperwork in planningVast paperwork in planning
Arrives early. Stays lateIn late. Usually leaves on time
Common touchStrained with shop or office floor
Good listener‘Good’ talker
Simplistic on organisation valuesGood at demonstrating his/her command of all the complexities
AvailableHard to reach from below
FairFair to the top. Exploits the rest
DecisiveUses committees. Makes accountabilities opaque
ModestArrogant
Tough – confronts nasty problemsElusive – “the artful dodger”
PersistantOnly when his/her goodies are at stake
Simplifies (makes it look ‘easy’)Complicates (Makes it look difficult)
Tolerant of open disagreementIntolerant of open disagreement
Knows people’s namesDoesn’t know people’s names
Has strong convictionsVacillates when a decision is needed
Trusts peopleTrusts words and numbers on paper
Delegates whole important jobsKeeps all final decisions
Keeps promisesDoesn’t – unless it ‘suits’
Thinks there are at least 2 other people who would be better at his/her jobNumber one priority is to make bloody sure no one remotely gets near to being a threat
Focused to the point of monomania on values and ethical principlesUnfocused except on self
Sees mistakes as learning opportunitiesSees mistakes as punishment opportunities
Does ‘dog work’ when necessaryAbove ‘dog work’
Consistent and credible with the troopsUnpredictable. Says what he thinks they want to hear

About Terry Neill

Terry Neill

Father of 4 wonderful children and Grandpa to 9 grandchildren.

In his 30 year career with Accenture/Andersen Consulting he was based in Dublin, Chicago and London. He was Chairperson of Andersen Worldwide and Accenture; and was worldwide managing partner of the Change Management Practice.

He returned to Ireland in 2005 and was a Director of Bank of Ireland Group, UBM (the world’s biggest events company) and CRH plc. He is chairperson of the National Council of Wexford Festival Opera.

He is a maths/physics graduate of Trinity College Dublin. He was for 13 years a Governor of London Business School, where he had also gained his MBA. He is a member of both the Board of Trinity Foundation and the Trinity Arts & Humanities Governance Board.  He was chairperson of Co-operation Ireland (GB) and Camerata Ireland, Barry Douglas’s all island chamber orchestra.

If you enjoyed reading this post, you will also like What is Leadership? and 17 daily habits for a fulfilling life.

One of my most read & shared posts ever is 11 Differences between Busy People and Productive People. Productivity is clearly a theme which resonates with you, my favorite reader.

Coffee
Another of my Productivity secrets

Robert Pozen and Kevin Downey write about 3 keys to productivity over at Harvard Business Review. They share a summary of their work on personal productivity with over 20,000 professionals: What Makes Some People More Productive Than Others

Here’s what Robert & Kevin learnt about Productive People

If you want to become more productive, you should develop an array of specific habits.

Focus on what’s Important

First, plan your work based on your top priorities, and then act with a definite objective.

  • Revise your daily schedule the night before to emphasize your priorities. Next to each appointment on your calendar, jot down your objectives for it.
  • Send out a detailed agenda to all participants in advance of any meeting.
  • When embarking on large projects, sketch out preliminary conclusions as soon as possible.
  • Before reading any length material, identify your specific purpose for it.
  • Before writing anything of length, compose an outline with a logical order to help you stay on track.

Develop the Ability to Focus

Second, develop effective techniques for managing the overload of information and tasks.

  • Make daily processes, like getting dressed or eating breakfast, into routines so you don’t spend time thinking about them.
  • Leave time in your daily schedule to deal with emergencies and unplanned events.
  • Check the screens on your devices once per hour, instead of every few minutes.
  • Skip over the majority of your messages by looking at the subject and sender.
  • Break large projects into pieces and reward yourself for completing each piece.
  • Delegate to others, if feasible, tasks that do not further your top priorities.

Engage with the People, not just the Tasks

Third, understand the needs of your colleagues for short meetings, responsive communications, and clear directions.

  • Limit the time for any meeting to 90 minutes at most, but preferably less. End every meeting by delineating the next steps and responsibility for those steps.
  • Respond right away to messages from people who are important to you.
  • To capture an audience’s attention, speak from a few notes, rather than reading a prepared text.
  • Establish clear objectives and success metrics for any team efforts.
  • To improve your team’s performance, institute procedures to prevent future mistakes, instead of playing the blame game.

How’s your Productivity?

How do you rate yourself on these 3 areas? What is your Achilles Heel when it comes to productivity?

More Productivity

If you liked this post you will also like How to have a Productive Dayand How to take Better Decisions.

Jim Collins delivered the Keynote at this year’s Vistage ChairWorld meeting to over 800 participants.

About Jim Collins

Jim Collins is a student and teacher of what makes great companies tick, and a Socratic advisor to leaders in the business and social sectors.  He has authored 6 books that have sold more than 10 million copies worldwide. His books include: 

  • Good to Great which examines why some companies make the leap to superior results,
  • Built to Last, which explores how some leaders build companies that remain visionary for generations; 
  • How the Mighty Fall, which delves into how once-great companies can self-destruct; and 
  • Great by Choice, which is about thriving in chaos—why some do, and others don’t.

Conor’s Video Summary of Jim Collins 12 Questions

Jim Collins shared 12 questions that come out of his work over the last 25 years.

These are my notes and reflections from his Keynote address.

The 4 part video series below gives a short overview of each of the 12 questions.

Video: Summary of Jim Collins’ 12 Questions

#1 strive for excellence

The first step is a conscious decision on the part of leadership to decide for excellence, to decide to build an enduring great company. Often leaders are enduring great individuals, but that doesn’t make for an enduring great company. Leaders must put excellence in the company over “success” in their own individual life. (This doesn’t mean that they give up a good life, but that they are willing to pay the price of leading an Enduring Great Company.)

Differences between level 5 and level 4 leader?

  • Humility. This is key to level 5. Deep genuine personal humility combined with a brutal will, a fierce resolve directed at something that is not about them
  • Leadership: People follow when they have the choice to not follow… otherwise it is just power.
  • Charisma – not necessary for Level 5 leadership (“never confuse personality with leadership”)

The author of this blog with Jim Collins, best selling author of Good to Great and Built to Last, at Vistage ChairWorld, January 2019

#2 First who, then what.

Right people, then trust them to figure out where the bus is going. Great vision without great people is irrelevant. Single most important talent: select great people for the key seats. Nothing is more important that key seats filled with great people.

#3 confront the brutal facts

What brutal facts must we confront? No opinions.

#4 Hedgehog concept

Fox knows many things, hedgehog knows 1 Fox loves complexity, hedgehog loves simple Intersection of Passion, best in world, drives economic engine Big is not equal to great (think restaurants- if it were to disappear it would leave an unfillable hole)

#5 20 mile march

Driving the flywheel  “Which push made the difference?” None… Cumulative effort consistently over long time Flywheel- causal links between, inevitability  “I admire Nike” “what do Nike do? Products so great that pros wear them” great products + social proof Execution 1-10… flywheel accelerator at quality of execution of lowest quality of execution  Best investment strategy “a highly undiversified investment where you are right” “We can make it up on a good day” fallacy.  Be super careful of overextension leading to missing your March Cycle across USA… booked the hotels ahead of time: have to make it, and prepare for tomorrow and the next day
“Part of the task of helping others is to be really hard on them… with love”

#6 bullets, then cannonballs

Innovation small, then massive support of small wins. Scale the right innovation. Scaling innovation is more important than innovation. Fail: Not enough bullets Bullets but no guts to fire cannonball Untargeted cannonballs

#7 don’t die

The first step of moving from good to great to built to last is “don’t die” I am terrified by good times. Complacency! Be properly terrified all the time. Fortune 500 85% carnage rate.

Jim Collins’ shares the 5 Stages of Decline of a Business

Productive paranoia:Prepare for the storms (cash to assets ratio 3-10 times greater)

The only mistakes you can learn from are the ones you survive 

#8 clock building or time telling?

Idea-> biz-> great company = enduring success

“The genius with a thousand helpers model is not building a great company”

Jim Collins

Shift from time telling (individual level) to clock building (at a company level). Every leader can grow to be the leader of a bigger, greater company. Don’t answer questions with answers… help people find their own answers, their own resourcefulness.

Steve Jobs 2.0 – had a yoda who helped him create a culture of geniuses.  What’s your leadership 2.0?

#9 preserve the core, stimulate progress 

Yin & yang Core set of unchanging values and purpose, constant progress towards your north star

#10 What’s our BHAG?

Time frame 10-25 years… anything less is just base camp

“The best people want to do the hard things”

Jim Collins

A Good BHAG frightens mediocrity away. Test of BHAG – does it repel some people?

#11 return on Luck

Luck event:

  1. You didn’t cause
  2. Consequences 
  3. Can’t control

Get good at making the most of when luck happens. How do you handle the unexpected? Use both good luck & bad luck (crisis allows change) to improve.

#12 Stop Doing list

Only doing is not discipline. True discipline is about what not to do first.  What should you not be doing?

Peter Drucker – age 65 had written only 1/3 of his books. Age 86 wrote 10 more books.

“You will survive, you will probably succeed… The question Mr Collins is how to be useful”

Peter Drucker (to young Jim Collins)

More from Jim Collins

Are you a Level 5 leader? How do you address these 12 questions? Where do you struggle? I’d love to hear from you in the comments below.

Nothing brings more opportunity into your life than speaking well in public.

I have been teaching for 16 years on many leadership programs at IESE Business School. Today I’m sharing a playlist of a series of videos that we put together as an introduction for participants of future courses.

There are 10 videos in the full playlist with a total duration of about 60 minutes.

There are 4 steps to speaking with impact:

  1. Have something to say
  2. Say it well
  3. Say it with Intensity
  4. Connect with the people in the audience

Here’s the link to the Leadership Communications video playlist

 

This video is inspired by George RR Martin and his view on leadership and the price of power. Kouzes and Posner in The Leadership Challenge show that being a good person gets the greatest effort out of the people around you, but just being a nice person can mean you avoid the really tough decisions of Leadership.

What’s the toughest leadership decision of all time?  Answer below the video…

Tough Leadership Decisions?

The toughest decision of Leadership: Odysseus’ choice between Scylla and Charybdis.

“Some People Go 24 Hours Without Hearing a Single Positive Thing Said About Them” Coach George Raveling (on the Tim Ferriss podcast)

Coach George Raveling

I was struck by this sentence.  I was inspired by Tim Ferriss’ interview with Coach George Raveling.  George speaks so clearly and concisely about life and learning and our role.  His life has had some amazing adventures that came from him being open to the advice and suggestions of mentors at a young age.

So I made a video…  back again after a couple of months away from video making for YouTube.

Who will get a positive word from you today?  Don’t forget the power we each have with our words…

Leadership is about raising up those who follow you. Leadership is not so much about doing, but about having an effect on how others do.

The Tim Ferriss podcast episode: https://tim.blog/2018/08/09/george-raveling/ Great episode, loved listening to Coach George Raveling

Subscribe here to my channel http://cono.rs/utube I upload videos every Tuesday about leadership, personal development, entrepreneurship and the power of communication to drive change.

Check out my online course: Speaking as a Leader, 10 weeks of lessons on becoming a more impactful speaker https://conorneill.com/improve-your-speaking/

And you can message me and connect via Facebook: http://facebook.com/rhetorical

Screenshot 2018-07-31 21.39.54
Mark Fritz, Vistage Expert Speaker

Mark Fritz is a regular Vistage speaker who is on a mission to end micromanagement around the world.  He is passionate about helping leaders create highly engaged organisations where every employee treats the business as if it were their own.

One of my favourite examples from Mark is his question: “why does nobody ever wash a rental car?”

Why Does Nobody Ever Wash a Rental Car?

Have you ever washed a rental car?  No.  It is not your car.  You give it back covered in muck and full of litter.  It’s not your problem.  Its someone else’s car.  It got you from A to B.

Many people treat their work like a rental car.  Do your employees treat your business like it is their rental car, or do they take care of it as if it were their own vehicle?

Leaders must be great at 3 things to create Success…

The 3 Necessary Conditions for the Success of your Organisation

Clarity – when things are clear, you take more action. When things are clear, everybody takes more action.

People – it is not your people that are your most important asset, it is your people pipeline. How are you developing the next generation of people?  If you are not developing people to replace your current leaders, your current leaders can’t grow into their next roles.

Influencing Skills – if your people can’t influence someone else on the team, where do they come to get help?  to you.  If your people can’t influence, they depend too much on you.

As a leader who really wants everyone to grow around you, you need to help people around you develop two abilities:

  1. Business Judgement
  2. Influencing Skills

Check out Mark’s short video from a recent Vistage open day in the UK:

Check out some of Mark’s recent blog posts:

Learning Business Judgement

I am biased.  I believe business schools are excellent at developing business judgement.  During the 19 months of my MBA program at IESE Business School, I worked through 650 cases.  Each case is a business decision.  Each case requires some individual work to practice your own ability to focus on what is important and develop a plan.  Each case then requires that you work with a small team to influence them about your plan, and to allow your ideas to be tested and changed by their influence.  Each case then requires that you enter a classroom with an excellent teacher who will take the discussion even deeper.  There is no better way to develop general business judgement than in the business school environment.

Learning to Influence

I have a vested interest in this.  I have taught over 44,000 business leaders, MBAs and political leaders to Speak more Powerfully – specifically to Move People to Action.  I would suggest you begin by taking my Speaking as a Leader online course (currently free).  You can also watch the playlist on my Youtube channel (over 70K subscribers) called Develop Your Speaking Skills.

 

Have a great summer.

This video is about how to become someone who is inspiring to those around you.

There are 4 key ingredients of the people that get the best out of the teams around them. I shared this talk with over 800 school heads, teaching leaders and educational leaders at the Global Forum on Girls Education in Washington on June 19 this year.

The book mentioned in the video is “The Leadership Challenge” by Kouzes and Posner.

Summary of The Leadership Challenge

Here’s a customer review by Daniel King on Amazon that gives a great summary of the book:

The Leadership Challenge is considered a classic on leadership principles. Kouzes and Posner have spent more than three decades studying the best practices of top leaders. In their book, they explain five practices that all great leaders engage in. Under these five practices, they also discuss ten commitments of exemplary leadership. Below are some of the ideas and quotes that stood out to me.

Practice 1 – Model the Way

1. The first step to being a great leader is to clarify your values.
  • “You must be able to “clearly articulate deeply held belief” (44).
  • “To find your voice, you have to explore your inner self. You have to discover what you care about most, what defines you, and what makes you who you are” (46).
  • Question: What values guide your current decisions, priorities, and actions? (69).
2. The second step is to set an example by aligning actions with shared values.
  • “Credibility is the foundation of leadership” (37). You have to practice what you preach. Do what you say you will do. (39).
  • “Titles are granted, but it’s your behavior that earns you respect” (16).
  • “Leader’s deeds are far more important than their words” (17).
  • “Leading by example is more effective than leading by command” (17).
  • “What you do speaks more loudly than what you say” (76).
  • Use stories to “pass on lessons about shared values” (91).
  • “How you spend your time is the single best indicator of what’s important to you” (96).
  • Question: How are you spending your time?

Practice 2 – Inspire a Shared Vision

3. The third step is to envision the future by imagining exciting and ennobling possibilities.
  • Vision begins with “one person’s imagination” (103).
  • “Leaders are dreamers. Leaders are idealists. Leaders are possibility thinkers” (105).
  • “Leaders need to spend considerable time reading, thinking, and talking about the long-term view, not only for their specific organization but also for the environment in which they operate” (110).
  • “Imagination is more important than intelligence” – Albert Einstein (112).
  • It is easier to drive fast when there is no fog on the road. This “analogy illustrates the importance of clarity of vision…You’re better able to go fast when your vision is clear” (123).
  • Question: What do you care about? What drives you? Where do your passions lie? What do you want to accomplish and why? (126). What ideas and visions do you hold in your mind of what can be? (100).
4. The fourth step is to enlist others in a common vision by appealing to shared aspirations.
  • “You can’t command commitment; you have to inspire it. You have to enlist others in a common vision by appealing to shared aspirations” (18).
  • “No matter how grand the dream of an individual visionary, if others don’t see in it the possibility of realizing their own hopes and desires, they won’t follow voluntarily or wholeheartedly” (117).
  • “The best leaders are great listeners (118).
  • “People commit to causes, not to plans” (121).
  • “People aren’t going to follow someone who’s only mildly enthusiastic about something. Leaders have to be wildly enthusiastic for constituents to give it their all” (129).
  • “Visions are about ideals. They’re about hopes, dreams, and aspirations. They’re about the strong desire to achieve something great. They’re ambitious. They’re expressions of optimism. Can you imagine a leader enlisting other in a cause by saying, “I’d like you to join me in doing the ordinary?” (130).
  • “Feeling special fosters a sense of pride” (134).
  • “Show people how their dreams will be realized” (138).
  • “Visions are images in the mind…They become real as leaders express those images in concrete terms to their constituents” (143).
  • Question: What common ideas are you appealing to? (152).

Practice 3 – Challenge the Process

5. The fifth step is to search for opportunities by seizing the initiative and looking outward for innovative ways to improve.
  • “Maintaining the status quo simply breeds mediocrity” (156).
  • 100% of the shots you do not take will miss going into the basket (166).
  • “Find ways for people to stretch themselves. Set the bar incrementally higher, but at a level at which people feel they can succeed” (169).
  • “Be on the lookout for new ideas, wherever you are” (181).
  • Question: What are you doing new today in order to become better than yesterday?
6. The sixth step is to experiment and take risks by constantly generating small wins and learning from experience.
  • “Nothing new and nothing great is achieved by doing things the way you’ve always done them. You have to test unproven strategies…break out of the norms that box you in…venture beyond the limitations you normally place on yourself” (188).
  • “Big things are done by doing lots of little things” (196).
  • “It is hard to argue with success” (197).
  • “Small wins produce results because they make people feel like winners and make it easier for leaders to get others to want to go along with their requests” (199).
  • “Learning is the master skill” (202).
  • Question: How are you changing, improving, growing, and innovating?

Practice 4 – Enable others to Act

7. The seventh step is to foster collaboration by building trust and facilitating relationships.
  • “The team is larger than any individual on the team” (21).
  • “‘We’ can’t happen without trust” (219).
  • “When you create a climate of trust, you create an environment that allows people to freely contribute and innovate” (222).
  • “Placing trust in others is the safer bet with most people most of the time” (223).
  • “People have to believe that you know what you’re talking about and that you know what you’re doing” (226).
  • “Once you help others succeed, acknowledge their accomplishments, and help them shine, they’ll never forget it” (234).
  • “Demonstrate that you trust them before you ask them to trust you” (239).
  • Question: Who are you willing to trust?
8. The eighth step is to strengthen others by increasing self-determination and developing competence.
  • “The paradox of power: you become more powerful when you give your own power away” (244).
  • “Feeling powerful…comes from a deep sense of being in control of your own life” (246).
  • “Individual accountability is a critical element of every collaborative effort” (252).
  • “The more freedom of choice people have, the more personal responsibility they must accept” (253).
  • “If your constituents aren’t growing and learning in their jobs, they’re highly likely to leave and find better ones” (261).
  • Question: Do the people around you feel powerful?

Practice 5 – Encourage the Heart

9. The ninth step is to recognise contributions by showing appreciation.
  • “The climb to the top is arduous and steep. People become exhausted, frustrated, and disenchanted, and are often tempted to give up. Genuine acts of caring draw people forward. “recognition is the most powerful currency you have and it costs you nothing.” (23).
  • “Say Thank You” (294).
  • “Spontaneous, unexpected rewards are often more meaningful than expected, formal ones” (292).
  • Question: Do you say “thank you” enough?
10. The tenth step is to celebrate values and victories by creating a spirit of community.
  • “Leaders never get extraordinary things accomplished all by themselves” (30).
  • “Celebrate accomplishments in public” (307).
  • “Get personally involved…leadership is a relationship” (315).
  • “Make celebrations part of organizational life” (323).
  • Question: Who are you celebrating?