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Welcome to the September 2008 Journal!
This is a critical time for Best Practice
Institute to take a leadership position in
helping organizations to transform, grow, and
develop its world leaders. I believe that there is
a strong link between advanced, mature
leadership and the growth and sustainability of our
economy.
With your thoughts, advice, cases, and
thought leadership, we can share and pioneer
new and innovative methodologies that enhance
our best organizations and the Global Economy.
Furthermore, this is an historic month
for Best Practice Institute. We are creating
a new book on Best Practices in Talent
Management that will be published by Jossey
Bass. We are providing CEUs for Professional
Human Resources designations and Best Practice
certification. And we are creating programs and
models
for the future practice of coaching,
mentoring, and peer coaching - by bringing
together models of the best thought leaders
and organizations such as Marshall Goldsmith,
David Clutterbuck, Tom Crane and the
organizational practices of Johnson &
Johnson, Westinghouse, Corning, and more.
In this issue of the Best Practice Journal,
you will find webinars and content on
executive coaching from Marshall Goldsmith as
well as mentoring from David Clutterbuck, and
peer coaching methods from Tom Crane. You
will also learn from cases and audio from
J&J, Corning, Google, and Westinghouse.
Let's take our responsibilities as leaders to create a
more sustainable environment, and global economy
seriously. Take the first step with by leveraging your
membership by
writing to me at: lou@bestpracticeinstitute.org
your best thoughts and next steps on how you intend
to create or continue to drive sustainability in your
organization and become a more mature and
responsible leader.
Louis Carter, CEO, Best Practice Institute
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Today more than ever, the business world
requires mature leadership. Mature leadership
involves "doing the right thing," and leading
with the safety and "highest best" interest of
all people involved. Bill Keeley and
Westinghouse is an example of a leader and an
organization that deployed world-class
methods of safety to create a culture of
truly caring for its employees and environment.
A change management model for creating a
world-class safety culture or leading other
large-scale improvement initiatives that
leverage internal audits, employee testing,
extensive training, job analysis, and
cultural change interventions. This change
management case study describes the
systematic approach used by the Westinghouse
Waste Isolation Division to successfully
create a world-class safety culture at the
U.S. Department of Energy's Waste Isolation
Pilot Plant located near Carlsbad, New
Mexico. The plant is the world's first deep
underground repository for defense-generated
nuclear waste. Under the leadership of a
visionary general manager, the organization
redrew the change management circle,
enlisting all employees as safety change
agents, and tapping previously untapped
change management resources. Using
benchmarked tools and the power of symbolic
acts, the division melded 4 distinct
subcultures into a unified culture that makes
safety its top priority. The division went on
to establish a sterling safety record,
achieve many safety "firsts," and win
numerous safety awards. The lessons learned
by the Westinghouse Waste Isolation Division
are important for any organization undergoing
a major change initiative where success of
the entire organization rides on the outcome
of the effort.
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Helping Successful Leaders Get Even Better
Goals:
1. Know how to use 'to stop' as a coaching tool.
2. Be ready to use feed-forward.
3. Learn a proven model that leaders can use
to develop themselves - as both managers and
partners - and measure positive change.
4. Learn the basics of a proven model for
coaching - that helps leaders achieve
positive lasting change in behavior.
5. Discuss new applications of HR and peer
coaching.
Marshall Goldsmith was named one of the five
most respected executive coaches by Forbes
and a top-ten executive educator by the Wall
Street Journal. He has worked with some of
the most influential leaders in Fortune 500
companies. He was identified in The Economist
as one of three of the most credible thought
leaders in the new era of business and was
named in BusinessWeek as one of the most
influential practitioners in the history of
leadership development. Marshall is one of
the world's top executive coaches, an expert
on identifying and developing the critical
behaviors for leading self and others, and
for implementing the behavioral changes that
drive organizational performance.
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Overview: A global leadership development
program that leverages 360-degree feedback,
action learning, and one-on-one coaching to
drive change in the business and develop a
global leadership pipeline. This article
illustrates a highly integrated
organizational intervention developed to grow
leadership talent at multiple levels within
Johnson & Johnson and leverage the
cross-functional global talent of its leaders
in solving complex business issues. The
outcomes are that leaders at Johnson &
Johnson not only learn how to individually
become more effective leaders, they learn how
to own and lead strategic change for their
organizations. The results speak for
themselves and the learning surrounding the
critical levers for success in this highly
decentralized, global organization is
insightful. In this case, leadership
development is at center stage with a keen
focus on accelerating business strategy and
results through action learning. An essential
part of any intervention is an evaluation of
its outcomes. Assessments that tell you the
outcomes only after things have already gone
wrong, or after a program has run its course,
are limited in their utility. Executive
Conference III was assessed while in
implementation and prior to launching the
next generation of its sort, providing
valuable information needed by program users
to understand the conference's positive
outcomes and problems, demonstrate the value
of its methodology and techniques, and
identify areas for possible influence or
improvement.
This case study offers an overview of how
Johnson & Johnson demonstrated the value of
this leadership development experience and
identifies the critical success factors for
Johnson & Johnson in delivering a high-value
leadership development intervention.
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If you need to be the dominate player in your talent
market, you should begin your effort by benchmarking
against the world's first true "talent machine."
Google. Google has, in a handful of years, become
the #1 employment brand, securing on their first
attempt the top spot on FORTUNE magazine's "100
Best Companies to Work For" annual ranking. During
the last few years they have attracted thousands of
applications per week, generated a hard to match $1
million plus in revenue per employee and maintained
an unbelievable 4% turnover rate.
Google has developed a unique HR strategy that
provides them with a competitive advantage. Some of
the key lessons that you will take away from this
webinar include the approaches that they use to
increase innovation, their unique perspective on
training and development, some of their WOW tools
for attracting the best around the world, and how their
people practices have become the most "talked
about" in the media since Jack Welch's time at GE.
Join industry leading strategist Dr. John Sullivan, as
he highlights their compelling story, while also
analyzing both what they do and why it works. It will be
time well spent!
Dr. John Sullivan is renowned the world over as a
provocateur and strategist in the field of human
resources and talent management. For more than 30
years he has offered his critique and insight to
professionals seeking to develop a true competitive
advantage for their organization through strategic
talent management planning and practices. As an
author, corporate advisor, public speaker, and
educator, Dr. Sullivan has established a body of work
including numerous books and more than 700
articles that serve as a key resource for functional
leaders and line managers when developing and
implementing best practices. In addition, his thought
leadership has been featured in The Wall Street
Journal, Fortune Magazine, Fast Company Magazine,
Business 2.0, The Economist, The New York Times,
HR Magazine, and Workforce Management Magazine.
Dr. Sullivan's work is driven by a relentless dedication
to do away with the status quo and drive the
development of world-class practices that
demonstrate the impact of talent management on an
organizations financial performance. His approach,
while thought-provoking and somewhat controversial,
has been engineered to force practitioners to think
about why they do things the way they do, and how
their work could be elevated to that of world-class.
John, who started his role as an educator more than
25 years ago, continues to advise future generations
of leaders as a Professor of Management in the
College of Business at San Francisco State
University. While not in front of the classroom, Dr.
Sullivan travels throughout the world speaking to and
working with the leadership of some of the world's
most respected and admired organizations.
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For over a century, Corning Incorporated has
been a company synonymous with
technology-based innovation -- today, the
spirit of innovation is stronger than ever.
This management case study will look at the
evolution of the current Innovation process
practiced at Corning. The case will describe
the approach used to successfully create,
implement and grow a world-class, systematic
new product Innovation process. It will also
chronicle those who have championed
innovation as a best practice for nearly two
decades.
In 1984, Corning made the goal
to "fix" their approach to innovation; the
technology cupboard was bare. To get
Corning's Chairman & CEO to bless this
effort, the Vice Chairman stressed the
significance of the Innovation process as the
most important Quality program in the
company. Learning how to innovate on a
systematic basis over a long period of time,
formerly a tacit matter, was now to be
formally articulated so that it could be
practiced across the company. Today, the
Innovation process is alive and well at
Corning. In fact, it is clear that the
company's expertise in this area is going to
play a significant role in positioning
Corning for sustainable value and growth. As
Corning's current Chief Technology Officer
Joe Miller states emphatically, "Innovation
will lead the way."
And, "lead the way" it did -- as Corning has
become one of the most profitable companies
in the U.S. this year...
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We invite you to join us in learning with
David Clutterbuck, an international luminary
in the field of mentoring. In this webinar,
David Clutterbuck will provide an overview of
how mentoring has evolved in the past 25
years, with particular emphasis on the
differences between European and US
approaches. He will also explore what
research tells us and doesn't tell us about
good practice, and what we can expect in the
next five years, as peer mentoring, reverse
mentoring and e-mentoring become increasingly
common.
Professor David Clutterbuck is one of
Europe's most prolific and well-known
management writers and thinkers. He has
written more than 40 books and hundreds of
articles on cutting edge management themes.
Co-founder of The European Mentoring and
Coaching Council, David also runs a thriving
international consultancy, Clutterbuck
Associates, which specialises in helping
people in organisations develop the skills to
help others.
David is perhaps best-known in recent years
for his work on mentoring, on which he
consults around the world. His books on
mentoring and coaching include the classic
Everyone needs a mentor, Learning Alliances,
Mentoring in Action, Mentoring executives and
directors and Coaching at Work.
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SMART goals[i] have become one of the unquestioned
bases of modern management. The more precise a
goal is, the more easily it will be achieved. Wooliness
leads to poor performance and mediocracy. Or at
least, that's how the theory goes.
It all started several decades ago with the rise of
management by objectives (MBO[ii]) and goal theory.
MBO focused managers' attention on achieving a
small number of clearly defined goals, against which
performance was measurable. By articulating highly
specific goals, with clear timelines, they would be able
to exert greater control over the quantity, quality and
appropriateness of the work their direct reports
performed. Goal theory attempted to put some
theoretical underpinning to these ideas. It basically
says that motivation and performance are higher
when individuals are set and accept specific goals,
and receive feedback on their performance. The more
demanding the goal, as long as the employee
accepts it and views it as achievable, the higher their
performance.
The problem is that people are annoyingly incompliant
when it comes to conforming to theory. Moreover, the
world of work is replete with examples where SMART
goals, which proved in practice to be DIM
(Dysfunctional Interventions by Management).
Consider the example of the sales team incentivised
to sell a premium product by offering bulk discounts.
The goal was specific and measurable (80% more
sales), achievable (in the sense that customers were
amenable), relevant (it was part of their routine job)
and time-specific (they were given 5 months to
achieve the target). Unfortunately, the capacity of the
supplier in China to meet the increased orders was
insufficient to meet the demand created, without
diverting production from other customers. So
customers, whose orders couldn't be fulfilled,
became very annoyed. Moreover, sensing that they
were now in a seller's market, the Chinese supplier
increased prices, turning the premium product into
one with much reduced margins. The goal was DIM
because it didn't take into account the wider context
and because it had no room for adaptability as it
worked out.
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What is a coaching culture?
In a COACHING CULTURE, all members of the
culture courageously engage in candid, respectful
coaching conversations, unrestricted by reporting
relationships, about how they can improve their
working relationships and individual and collective
work performance. All have learned to value and
effectively use feedback as a powerful learning tool to
produce higher levels of personal accountability,
professional development, high-trust working
relationships, continually-improving job performance,
and ever-increasing customer satisfaction.
Tom will share the development process, where
coaching cultures fit in the big picture, and several of
the diagnostic tools he has created to guide the
transformational journey of his clients. He will cover:
· What distinguishes a "coaching" culture from
a "coached" culture
· An overview of the two distinctive genre's all
coaching fits into
· Experiences regarding his consultative approach to
changing culture
About Thomas G. Crane
Tom is an international consultant, facilitator, author,
and speaker who specializes in assisting leaders in
creating high-performance through the development
of coaching cultures. He works with all levels of
leaders and their teams to embrace coaching as a
primary method of communication designed to
enhance both individual and team effectiveness in
achieving performance objectives. He now travels
internationally and works through Strategic Partners in
Chile, Jamaica, Asia and Australia.
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The Success Delusion
Why It Can Be So Hard for Successful Leaders to
Change
By: Marshall Goldsmith
Any human, in fact, any animal will tend to repeat
behavior that is followed by positive reinforcement.
The more successful we become, the more positive
reinforcement we get - and the more likely we are to
experience the success delusion.
I behave this way. I am successful. Therefore, I must
be successful because I behave this way.
Wrong!
The higher we move up the organizational ladder, the
more our employees let us know how wonderful we
are! Our behavior is often followed by positive
reinforcement, even when this behavior makes
absolutely no sense. One night over dinner, I listened
as a very wise military leader shared his learnings
from years of experience with an eager, newly-minted
General, "Recently, have you started to notice that
when you tell jokes, everyone erupts into laughter -
and that when you say something 'wise' everyone
nods their heads in solemn agreement? The new
General replied, "Why, yes, I have." The older General
laughed and continued, "Let me help you. You aren't
that funny, and you aren't that smart! It's only that star
on your shoulder. Don't ever let it go to your head."
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