Leadership Coaching Dr. Bill Mathis Mathis & Associates

. What type of performance are we looking for… Accountability Responsibility to get the job done Initiative Self-motivated Self-managed Creativity/Innovation Integrity Teamwork

Mathis & Associat es. Components of Performance

Mathis & Associat es. Components of Performance Personality States – can change Traits – does not change Leadership/Culture

Mathis & Associat es. Introduce yourself and tell us about… The best leader you have ever had The worst leader you have ever had

Mathis & Associat es. As Constructive leaders we provide… Clear Vision Where are we going? Clear Strategy How we going to get there? Clear Expectations What do you expect of me? Focus on outcomes not the process Create the belief in your staff that their efforts makes a difference!

Mathis & Associat es. FINISHED FILES ARE THE RESULT OF YEARS OF SCIENTIFIC STUDY COMBINED WITH THE EXPERIENCE OF MANY YEARS OF EXPERTS.

Mathis & Associat es.

. FINISHED FILES ARE THE RESULT OF YEARS OF SCIENTIFIC STUDY COMBINED WITH THE EXPERIENCE OF MANY YEARS OF EXPERTS.

Mathis & Associat es. Perception is Reality Reticular Activating System Sub Conscious RAS Conscious Perception Reality

Mathis & Associat es. Corporate Culture Culture is the shared beliefs and values guiding the thinking and behavior styles of members. What is normal. How decisions get made when you can’t be there. The way we do things around here. How people will act under pressure. The glue that holds the organization together.

Mathis & Associat es. Two General Types of Culture Defensive Cultures - Inactive/Reactive How people see you more important that what you do Focus on blame Maintain the status quo Constructive Cultures - Proactive Fosters innovation Reinforces personal responsibility and accountability Value performance

Mathis & Associat es. Defensive culture syndrome: Achieve a dominant market position due to success, vision or luck. Success leads to more success. Begin believing its because of their brilliance. Arrogance sets in. Internal focus begins to build a bureaucracy. Deterioration of long-term performance. It’s always someone else’s fault.

Mathis & Associat es. Culture and Performance Kotter & Heskett: Study of 207 firms over an eleven year period as reported in their book Corporate Culture and Performance Non-Adaptive Non-Performance Enhancing Culture 166% Revenue 74% Stock Prices 1% Net Income

Mathis & Associat es. Constructive culture Pursue standard of excellence. Externally focused -- beat competitors not each other. Balance concern for customers, stockholders, and employees. Open, candid discussion and decision-making. Non-political atmosphere. Leadership (facilitating goal accomplishment) rather than management (monitoring activities).

Mathis & Associat es. Culture and Performance Kotter & Heskett: Study of 207 firms over an eleven year period as reported in their book Corporate Culture and Performance Non-Adaptive Non-Performance Enhancing Culture Adaptive Performance Enhancing Culture 682% 166% Revenue 901% 74% Stock Prices 756% 1% Net Income

Mathis & Associat es. How culture works Outcomes Individual Influence Structures Philosophy Mission Values Goals Operating Culture Norms Expectations Organizational Group Systems Technology Skills/ Qualities Limited Resources Increasing Demands Researched and developed by Dr. Robert Cooke Copyright © 1998 Human Synergistics International. All Rights Reserved.

Mathis & Associat es. The Circumplex OCI Circumplex from Robert A. Cooke and J. Clayton Lafferty, Organizational Culture Inventory ®, Human Synergistics International, Plymouth MI USA. Copyright © , All Rights Reserved. Used by permission.

Mathis & Associat es. Passive/ Defensive OCI Circumplex from Robert A. Cooke and J. Clayton Lafferty, Organizational Culture Inventory ®, Human Synergistics International, Plymouth MI USA. Copyright © , All Rights Reserved. Used by permission.

Mathis & Associat es. Aggressive/ Defensive OCI Circumplex from Robert A. Cooke and J. Clayton Lafferty, Organizational Culture Inventory ®, Human Synergistics International, Plymouth MI USA. Copyright © , All Rights Reserved. Used by permission.

Mathis & Associat es. Constructive OCI Circumplex from Robert A. Cooke and J. Clayton Lafferty, Organizational Culture Inventory ®, Human Synergistics International, Plymouth MI USA. Copyright © , All Rights Reserved. Used by permission.

Mathis & Associat es. Organisational Performance Effective OrganizationsIneffective Organizations OCI Circumplex from Robert A. Cooke and J. Clayton Lafferty, Organizational Culture Inventory ®, Human Synergistics International, Plymouth MI USA. Copyright © 1987, All Rights Reserved. Used by permission.

Mathis & Associat es. Change

Mathis & Associat es. Culture Change… Is Driven by Leadership

Mathis & Associat es. Two Fatal Flaws Over use of command… micro managing Over use of consensus

Mathis & Associat es. Why Micro-Managing Kills Productivity A B Want to… Have to… These are Coaching Opportunities B Performance Issue…

Mathis & Associat es. Styles of Decision Making Time Frame Short Long Risk Low Command Consultative Consensus High

Mathis & Associat es. Leadership Impact Effectiveness—your current performance along personal as well as organisational leadership criteria. Impact on Others—the extent to which you motivate or drive people to behave in constructive versus defensive ways. Leadership Strategies—the extent to which you personally act in prescriptive versus restrictive ways. From Robert A. Cooke, Leadership/Impact ®, Human Synergistics/Center for Applied Research Copyright © 1997, All Rights Reserved. Used by permission.

Mathis & Associat es. Leadership/Impact Model From Robert A. Cooke, Leadership/Impact ®, Human Synergistics/Center for Applied Research Copyright © 1997, All Rights Reserved. Used by permission.

Mathis & Associat es. Group Data Ideal ImpactCurrent Impact From Robert A. Cooke, Leadership/Impact ®, Human Synergistics/Center for Applied Research Copyright © 1997, All Rights Reserved. Used by permission.

Mathis & Associat es. Leadership Strategies Envisioning Role Modeling Mentoring Stimulating Thinking Referring Monitoring Providing Feedback Reinforcing Influencing Creating a Setting From Robert A. Cooke, Leadership/Impact ®, Human Synergistics/Center for Applied Research Copyright © 1997, All Rights Reserved. Used by permission.

Mathis & Associat es. Prescriptive Leadership provides people with: A direction to guide their efforts Models regarding how things could be done Positive reinforcement to encourage the repetition of desired behaviours A set of parameters specifying their shared influence Goal Outcome Focused Possibilities From Robert A. Cooke, Leadership/Impact ®, Human Synergistics/Center for Applied Research Copyright © 1997, All Rights Reserved. Used by permission.

Mathis & Associat es. Restrictive leadership provides people with: Directions that should not be pursued Models regarding behaviours they should avoid Negative feedback to discourage the repetition of undesired behaviours A set of parameters restricting their sphere of Influence Processed Focused One best way From Robert A. Cooke, Leadership/Impact ®, Human Synergistics/Center for Applied Research Copyright © 1997, All Rights Reserved. Used by permission.

Mathis & Associat es. Leadership Golf - Individual You have been named the new Divisional President of Mulligan Enterprises Your task is to choose an approach for each of the 3 holes The Front 9 is your first month The Back 9 is the next six months You have 15 minutes

Mathis & Associat es. Leadership Golf – Best Ball In your Foursomes come to a consensus on your approach for the three holes You have 25 minutes

Mathis & Associat es. First things first All staff meeting (Aggressive – 6) Executive meeting (Constructive – 3) One-on-one executive (Constructive – 4) Department by department (Passive – 5) 1 Par 4 Envisioning – Define the desired state of affairs and emphasize this vision to others Leadership Golf Exercise © Copyright 2004 Star Performance Group

Mathis & Associat es. Bob Zurn Arrange to have him fired (Aggressive - 7) Set up a meeting to discuss the incident (Constructive - 3) Cover for Bob then let him know your disappointment (Passive - 6) Ask Jane for her advice (Constructive - 4) Par 4 7 Role Modeling – Exemplify behaviors and actions that reflect desired values and standards Leadership Golf Exercise © Copyright 2004 Star Performance Group

Mathis & Associat es. Ordering a Coke Let them know they can have a beer if they like but order a coke (Aggressive - 6) Ask the waitress to take their order first (Constructive - 5) Suggest that they order what they are comfortable to celebrate the success (Constructive - 4) Just order you coke (Passive - 6) Par 5 15 Role Modeling – Exemplify behaviors and actions that reflect desired values and standards Leadership Golf Exercise © Copyright 2004 Star Performance Group

Mathis & Associat es. As Constructive leaders we provide… Clear Vision Where are we going? Clear Strategy How we going to get there? Clear Expectations What do you expect of me? Focus on outcomes not the process Create the belief in your staff that their efforts makes a difference!