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Copyright © 2015 Greatness Leadership Coaching, all rights reserved

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Building High Performing Teams

By Jean-Francois Cousin for Vietnam HR Summit, 25th November 2015

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Jean-François Cousin, ICF Master Certified Coach, serving Clients across Asia and the Middle-East,

former Senior Executive in Asia

Coaching and corporate experience Successful Clients

• Delivered over 6,000 hours of coaching to executives and teams since 2006

• One of his main interests: help leaders and organizations enhance collaboration and agility

• Former Managing Director of a Fortune-500 Company in Thailand (1998-2004)

Contact: [email protected]

mailto:[email protected]





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Higher competitiveness & engagement needed!

• Competitiveness of almost all Asian countries stagnating

• Most advanced economies have recovered to their pre [2008] crisis level of competitiveness

• Percentages of engaged workers are relatively low in Asia, whilst they stand at 24% in Australia or 30% in the US

Latest Gallup “State of the Global Workplace” survey, October 2013 No data for Vietnam

The ‘big picture’…

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High performing teams needed, NOW!

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Concern…

70% of change programmes fail (in “Changing Change Management”, McKinsey, July 2015)

… because people are disengaged…

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How can Leaders themselves to become Change Agents?

Then how can they transform their teams into high performing teams?

And ultimately create and sustain a high-performance culture?

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What defines a high performing

team?

A…

E…

C…

How does a high performance culture

look like?…

A…

E…

C…

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A group of people who

• share a common vision,

• are aligned on goals and metrics,

• collaborate,

• challenge each other, and

• hold each other accountable

to achieve outstanding results.

What defines a high performing team?

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People

• care passionately about winning,

• focus on customers and competitors rather than on internal politics,

• think like owners & have a bias to action,

• build teamwork and are open to change. Source: http://www.bain.com/consulting-services/organization/performance-culture.aspx

How does a high performance culture look like?…

http://www.bain.com/consulting-services/organization/performance-culture.aspx





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Role of leaders in

building high performing teams and

a high performance culture

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What type of leader will have followers… in times of tough changes?

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Once upon a time…

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Poor performances, no collaboration

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Silo-mentalities

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You little guys smoked your bamboo

sticks or what?

Hidden or overt hostility between leaders

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Under-par manager Fake superiority / pretence of invulnerability

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Under-par manager Limiting beliefs about themselves

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Under-par manager Black-and-white judgments and

plays the smartest guy in the room

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Under-par manager Fear of mistakes / perfectionism

and micro-management

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Under-par manager Hangs out only with one’s group only

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Under-par manager Blind selfishness

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Disengaged boss Change resistance and the

comfort-zone of managing silos

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How can these ‘animals’ change themselves, to ‘change the game’?

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Change Leaders must first let go of toxic habits

Such as…

Fake superiority / pretence of invulnerability

Limiting beliefs about themselves

Black-and-white judgments and playing the smartest guy in the room

Fear of mistakes / perfectionism and micro-management

Hanging out only with one’s entourage

Change resistance and the comfort-zone of managing silos

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To be trusted throughout change and uncertainty,

Change Leaders must become authentic.

Then they can ‘change the game’

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Self-awareness

Self-acceptance

Self-esteem & self-trust

+ -

Growth

Authenticity & Humility

The necessary path from self-awareness to authenticity for Change Leaders and high performance team-players

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Healthy self-confidence replaces toxic habits by positive ones

Let go of… Embrace…

Fake superiority / pretence of invulnerability

Limiting beliefs about themselves

Black-and-white judgments and playing the

smartest guy in the room

Fear of mistakes / perfectionism and micro-

management

Hanging out only with one’s entourage

Change resistance and the comfort-zone of

managing silos

Humility and openness

Their aspirations

Their ability to help others perform

at their best

Mistakes as sources of growth, and

empowerment

Interest in others

Change and a purpose-driven leadership

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SELF LEADERSHIP

Your People… Rarely Usually Always

Are sincere, humble, and trustworthy

Share ideas and propose initiatives

Dare to experiment, within reason, and

learn from mistake

Jump in to solve problems

Embrace change out of their comfort zone

Develop new skills

Deliver on promises, without excuse

Sub-totals (A) (B)

Overall Total = (A) + 2 x (B) / 14

Assessment of individuals / high performance

http://www.greatness.coach/wp-content/uploads/2015/06/ASSESSMENT-book-GAME-CHANGERS-at-the-Circus.pdf
















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Tips and tools for Leaders and Managers

The path from self-awareness to authenticity

http://www.greatness.coach/wp-content/uploads/2015/06/Self-awareness-exercises-GAME-CHANGERS-at-the-Circus.pdf

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With self-acceptance, fear of mistakes subsides

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Accelerate your personal growth, way beyond your comfort-zone


http://www.greatness.coach/wp-content/uploads/2015/06/Finding-more-of-your-Inner-Greatness-book-GAME-CHANGERS-at-the-CIRCUS.pdf

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Being authentic and vulnerable… and the benefits

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Self-awareness

Self-acceptance

Self-esteem & self-trust

+ -

Helping others grow

Openness to others

Productive relationships

Growth

Authenticity & Humility

Growing High Performing Team Members to nurture productive relationships

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Growing High Performing Team Members Remove the fear of mistake and let go at calculated risk

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Rescuer

Victim Aggressor

Adult

Growing High Performing Team Members Develop Adult-to-Adult relationships

Adult

Par

en

t -

Ch

ild

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RELATIONAL LEADERSHIP


Communicate with authenticity

Reach out to others

Seek others’ ideas and feedback

Listen for value in what others say

Care for and support others

Help others grow and play at their best

Trust and empower others, within reason

Sub-totals (A) (B)


Assessment of relationships / high performance

















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From productive relationships to collaborative engagement


Align on the Vision Share the same ‘rules

of the game’

Authenticity

Collaborative engagement

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Ignite a brainstorm on Vision with your team

With 2 simple questions

• “What positive difference do you as a team want to offer

the world through our Organization?”

• “What kind of experience can attract our future clients

to buy from us again and again?”

A wise owl’s advice


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Example:

Define with your team the behaviors they will role model for the team to perform at the highest level

‘Rules of the Team Game’ Supportive Behaviors

Team’s goals override individual goals We act for the greater good of the

organization

We are equally engaged

We clarify our responsibilities

We say what we think and what we don’t

know

No blaming

No excuses

We listen for value in different opinions

We talk about the elephants in the

room

We build on each other’s ideas

We help each other play at our best

We follow-up on our decisions until

success

We ask for help when we need it

We apologize when appropriate

We hold each other accountable to

play by our rules

We hold each other accountable to

model after our chosen behaviors

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Strengthen the team’s bond and empower Coach team members who exhibit difficult behaviors Stop toxic behaviors Help team members reconnect with sincerity Invite stakeholders’ perspectives to the discussion about the Vision Share your leadership

A wise owl’s advice…


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Bring out the best from the team

NOT playing the smartest guy in the room!

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Assessment of teams / high performance

TEAM LEADERSHIP

Team members across your Organization… Rarely Usually Always

Maintain clarity on roles and

responsibilities

Play by the team’s rules

Agree on the organization’s Vision

Prioritize team goals vs. personal goals

Speak frankly with each other

Trust each other

Discuss the real problems together,

even when it is uncomfortable Sub-totals (A) (B)


















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From collaborative engagement to high performance culture


Spread supportive beliefs & behaviors

Enhance organizational agility

Authenticity

Collaborative engagement

High performance Culture

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Spread supportive beliefs & behaviors

We connect truly with one another Beliefs Behaviors

Authenticity and trust inspire reciprocity We are authentic and we choose to trust others upfront

It is more productive to look for the best in others than to

obsess about their flaws

We look for others’ inner beauty

Everyone has worthwhile and different things to say;

we find better solutions to our problems with diverse ideas

We fully listen to others

We grow capabilities, initiative, and accountability Everyone has potential;

It is our duty (and it is rewarding) to help unleash more of it

We help others unleash more of their potential

Blame promotes the fear of mistakes and discourages

initiatives;

Tolerating excuses decreases accountability

We choose a no-excuse and no-blame approach to

everything we do

A rising tide lifts all the boats We do all we can to help everyone play at their best

We collaborate tightly to delight audiences beyond their expectations Collaboration and agility are critical to High Performance

and its sustainability;

Celebrating progress motivates to sustain the efforts

required

We build bridges, not walls, by making our employees

more cooperative across groups and more agile at

teamwork, and we celebrate our progress

The quality of our clients’ experience determines our future We center our decisions on the quality of our Clients’

experience

Solving problems from the perspective of “what can best

serve our organization’s purpose” yields greater good for the

circus

When we are stuck at conflict resolution, we take a step

back from our individual goals and ask ourselves, “What

can best serve our organization’s purpose?”

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Tips to nurture a high performance culture

• Ensure employees are aligned with, motivated by, and proud of the Organization’s purpose

• Grow their self-esteem and authenticity

• Nurture a bias for diversity of ideas

• Cascade down decisions to lowest

• Enhance agility



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Continuously raise the bar for performance

It simply keeps everyone playing at their best…

and leaves no time for unproductive activities!



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Assessment of organizations / high performance

ORGANIZATIONAL LEADERSHIP


Are aligned with, motivated by, and proud

about the Way Forward

Share supportive beliefs and behaviors

Grow their self-esteem and authenticity

Have a bias for diversity of ideas

Continuously raise the bar for performance

Nurture healthy work practices

Maintain productive collaboration across

departments

Sub-totals (A) (B)

Overall Total = (A) + 2 x (B) / 14 http://www.greatness.coach/wp-content/uploads/2015/06/ASSESSMENT-book-GAME-CHANGERS-at-the-Circus.pdf
















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The 4 levels of leadership necessary to create high performing

teams and culture

http://www.greatness.coach/wp-content/uploads/2015/06/Game-Changers-Spiral-.pdf













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Steps to master Leadership Levels Outcome Rewards

1. Self Leadership

Self awareness

Self acceptance

Personal growth

Self confidence

Leaders ‘drop the mask’ and

become authentic and vulnerable;

they bring out the best in

themselves

Employees follow such leaders with

sincerity and energy

2. Relational Leadership

Openness

Helping others grow

Leaders ‘lift others up’ and bring

out the best in others

Relationships become more productive;

leaders groom leaders at all levels

3. Team Leadership

Choose as a team a ‘Great Way

forward’ towards high performance

Decide how the team will ‘play

together’ to change the game and

get there

Teams ‘get their acts together’ and

bring out their best collective

performance

Collaborative engagement soars

4. Organizational Leadership

Inspire employees to adopt beliefs

and behaviours that support

progress towards high performance

Enhance organizational agility

ruthlessly

A Culture of Greatness and high

performance is established within

the organization

Employees are highly engaged, and

accountable;

bolder and more profitable growth

strategies;

greater contribution to society.

The 4 levels of leadership necessary to create high performing teams and corporate culture

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‘Build right’ from the hiring process: hire team players who fit with and will support the corporate culture

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Identify the critical aspects of mindset and behaviours your Organization Culture needs



Dare to experiment, within reason, and learn from mistake



Develop new skills



Reach out to others






Rem

ind

er /

exa

mp

le

Candidates…

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Assess candidates motivation drivers and fit with the organization culture

(‘highlight of the weekend?’)

Helping others

Status / Self-esteem

Certainty / Security

Autonomy / Freedom

Relationships / Belonging Fairness / Justice

Learning

Beauty / Harmony

Sense of Purpose

$$$

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• Attitude to change ‘tell me about the worst change that happened in your life… What did you learn from it?’

• Stress resistance Ask challenging questions at a fast pace, and observe body-language and rationality of responses

• Maturity level (for senior people) Assess self-awareness, authenticity, leadership-style fit, and the alignment of their sense of purpose with the Organization’s purpose

Assessing critical aspects of mindset and behaviours at recruitment process

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• Learning agility Use assessments or case-studies

• Team-player Enquire about hobbies; asks what the candidate recently learnt from friends…

• Winning Mindset Ask about hardships in candidate’s life and assess ability to rebound

Assessing critical aspects of mindset and behaviours at recruitment process

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Leverage development programs to integrate everyone

in the corporate culture

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Integrate the development of mindsets and behaviors required by your Organization Culture

in training programs



Dare to experiment, within reason, and learn from mistake



Develop new skills



Reach out to others






Rem

ind

er /

exa

mp

le

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Roll-out mentoring and peer-coaching programs across your organization

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Who was your best boss (so far)? Why?

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The retaining-power of asking regularly: « What have you learnt here? »

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• Lead with authenticity Critical steps for leaders: self-awareness – self-acceptance - personal growth – genuine self-confidence

• Foster productive one-on-one relationships Critical steps for leaders: demonstrate openness, remove the fear of failure and help others grow in an ‘adult-to-adult’ posture

• Build high performing teams Critical steps: involve team-members in deciding the way-forward together, have them choose winning-behaviours, hold them accountable, and promote continuous learning about how they can ‘play better together’

• Build high performance culture Critical steps: spread supportive behaviours, kick-out politics and favouritism, promote agility across departments, stream-line decision-processes

In a snapshot: role of leaders in building high performing teams and corporate culture

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The 4 levels of leadership necessary to create high performing

teams and culture

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Building High Performing Teams

By Jean-Francois Cousin for Vietnam HR Summit, 25th November 2015

Thank you for

your engagement today!

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Contact and resources

• Contact

– Email: [email protected]

– Skype: jfcousin8

– Telephone: (+66) 879 960 679 (main office: Bangkok, Thailand)

• Free resources + my interviews and articles for the press

– Website: www.greatness.coach

• Inspirational posts + join the conversation on-line

– LinkedIn: https://th.linkedin.com/in/greatnesscoach

– Facebook: https://www.facebook.com/greatness.coach


http://www.greatness.coach/

https://th.linkedin.com/in/greatnesscoach

https://www.facebook.com/greatness.coach

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Free web resource www.greatness.coach


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My latest book, about unleashing high performance

Available at MPH bookstores in Malaysia, Kinokuniya in Singapore and Thailand and on www.Amazon.com (paperback and ebook)

http://www.greatness.coach/wp-content/uploads/2015/06/Game-Changers-Sample-Pages.pdf

http://www.amazon.com/Game-Changers-Circus-Greatness-Organizations/dp/981095655X/ref=tmm_pap_swatch_0?_encoding=UTF8&qid=1446712632&sr=8-1


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Current prices @ Amazon.com: paperback 19.90 USD; e-book 9.77 USD


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Praise for the Book

“Game Changers at the Circus is a unique and charming story with important lessons for every leader. Jean-François Cousin’s creative energy springs from every page. Read this book and make a positive difference in your organization!”

– Ken Blanchard, co-author of The New One Minute Manager® and Leading at a Higher Level

“Enjoyable and compelling, this timely fable and its lessons read like a novel but serves as an

important business manual. With wisdom and context from a long and successful business career, Jean-François Cousin has painted a vivid picture of how to enact change effectively, with page after page of insight!”

– Marshall Goldsmith, a Thinkers50 Top Ten Global Business Thinker and top ranked executive coach, author of the NYT bestseller, What Got You Here Won’t Get You There

“Many organizations struggle to build a high-performance culture. Sometimes leaders can’t get aligned. Sometimes they disagree about what is most important. Let’s face it—sometimes it seems like a circus! Jean-François Cousin’s new book, Game Changers at the Circus, offers a powerful approach to change all that. Packed with easy-to-apply principles and practical action steps, this book will help you and your team achieve new levels of passion, productivity, and performance.”

– Ron Kaufman, New York Times bestselling author of UPLIFTING SERVICE: The Proven Path to Delighting Your Customers, Colleagues, and Everyone Else You Meet

“Game Changers at the Circus is a great story of the roles leaders can play in either limiting or accelerating greatness in an organization. The four leadership levels provide a framework for the future, as well as clarity around the essential behaviours contributing to the success of the organization.”

– Roland B. Smith, Vice President and Managing Director, Center for Creative Leadership

Click here to see sample pages



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Case study #1

Foster a Culture of high-performance across a disengaged organization As the coach to the CEO of a large FMCG Multi-National Company in Thailand, and then to his team

The main challenge: Engage the 3,000 employees, whose morale was at an all-time low in very tough economic environment. The game change: The newly appointed CEO had no prior experience to draw from and was not highly charismatic. Knowing he had been promoted for his outstanding analytical skills and sharp acumen in strategy, he doubted his ability to reach out to and mobilize all employees. Greatness Leadership Coaching approach followed its four leadership-levels model: •Self Leadership: I helped the CEO expand his self-awareness, gain confidence, develop self-trust and bring out his best; his growing authenticity and candour appealed to employees, who grew to like ‘the big boss’ very much - a critical factor for engagement in Thailand

•Relational Leadership: the CEO nurtured close relationships with his VPs, and found ways to help them play at their best; they in turn became keener to help their own direct reports bring out their best, and the trend towards ‘developing talents’ across the organization picked up new momentum. Retention level improved as the workplace became quite a ‘talent factory’ •Team Leadership: the CEO developed an inspiring vision with his Executive Committee and the team re-defined how they had to ‘play together’ to bring out their best collective performance. •Organizational leadership: the CEO and his teams ruthlessly removed inefficiencies and raised the bar for performance, which kicked out politics from the workplace. They all engaged into Company-wide project to generate “leaders” at all levels, and walked the talk relentlessly. The results: 2 years after the start of coaching, the business outperformed competition in its key-markets, staff turnover decreased from 25% down to 11% (a relatively low level in Thailand), and sales grew 15% year-on-year in a still slow economy.

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Case study #2

Bring out the best from a dysfunctional project-team for the launch of a new car As the coach to a project-team for the launch of a new car The main challenge: The project team-members were the heads of different departments, and joined the project with some toxic behaviours that had been pervading the organization for years. The game change: Greatness Leadership Coaching approach followed its four leadership-levels model: •Self Leadership: I helped project team-members individually to overcome their insecurities, clarify which strengths they could bring to the team and which areas for development they had to work on as team-players; as they grew more confident, they appeared more authentic, dared to become open and even vulnerable to others •Relational Leadership: team members grew to listen keenly to one another, looking for value in what others said and building on one another’s ideas; appreciation for each other soared and so did the desire to help one another out; growing interpersonal trust enabled team-members to resolve conflicts productively •Team Leadership: the team brainstormed regularly about how to further improve the effectiveness of their team-work and their collective accountability; they also took time to step back, reassess and adjust their plans in light of new developments in their competitive environment •Organizational Leadership: appreciation for the value they created as a team through their improved behaviours led team-members to adopt the same behaviours outside of their project work; their subordinates - startled at first- gradually adjusted their own behaviours and in turn- became more collaborative with colleagues from other departments. That enhanced significantly the organization’s agility, and progressively rooted out silo-mentality from the company. The results: The sales far exceeded budget, from Day One, and the new car accounted for 40% of the sales, 1 year after its launch. It became the car with the most number of co-branding promotions that year.

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Unite an organization to overcome a severe crisis in IT business As a coach to the Singaporean Managing Director of an IT company during a severe crisis, and then to her team The main challenges: (1) identify and focus on real priorities whilst many multiple changes were happening in the business and could overwhelm the MD (2) enhance the agility of departments, as competitors were moving fast and aggressively. The game change: Greatness Leadership Coaching approach followed its four leadership-levels model: •Self Leadership: the Managing Director (MD) had lost confidence in herself, as the number of simultaneous challenges and the level of uncertainty were far higher than she had ever experienced and her corporate headquarters didn’t relinquish the pressure for short-term results; through an update of her self-awareness, she realized that she was bringing enough strengths and experience to the table for success, and gained clarity of what fears she needed to confront. As a result she regained her cool and poise, which drew her teams to also regain confidence in her •Relational leadership: pressure had previously taken an emotional toll on the MD, who had had several heated conversations with her direct reports. As a result, they had been trying to distance themselves from her. She apologized to them for her past outbursts and started to listen with full openness to their ideas. Her regained patience allowed her to hear value in what they said, and the conversations became a co-creation of solutions for the business. It took only a few weeks to rebuild productive relationships. That ensured all key-managers stayed on board throughout the crisis •Team Leadership: the MD and her team adopted the mindset that ‘in any crisis there are winners and there are losers’, and looked for opportunities in adversity to get stronger than competitors. They crafted a smart ‘Way Forward’ and also identified practical ways to enhance the effectiveness of their collaboration •Organizational Leadership: the Executive Team united their efforts in boosting the organization’s agility, particularly by trimming heavy processes and accelerating decision-making. Their behaviours inspired the staff to brave the storm together and get stronger from it - a key motto was ‘In this crisis, we get smarter and closer together’. The results: One year after the coaching start, the Company had secured 4 new key-accounts worth tens millions in USD and gained 5% market-share in its main market.

Case study #3

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World Economic Forum’s “Global Competitiveness Report 2015-2016” released on 30th September 2015

building high performing …...unite an organization to overcome a severe crisis in it business:

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