1. Simpson Executive Coaching
“Unlocking Potential” The 4 Roles of All Great Leaders Michael K. Simpson June 1, 2018
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2. Great Leaders Are Different in 4 Ways
WHO
THEY ARE
HOW THEY
THINK
ACTIONS
THEY TAKE
RESULTS
THEY ACHIEVE

3. See-Do-Get Mindset / Paradigms Desired Speak / Results Behave
Alignment to
Principles
Desired
Results
Speak /
Behave
(Source: Dr. Stephen R. Covey, The 7 Habits of Highly Effective People.)
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4. What is a Paradigm? Paradigms can be… Paradigms can be a:
Accurate (principle-based)
Inaccurate (false-narrative)
Incomplete (limiting)
Paradigms can be a:
Pattern
Framework/lens
Perspective
Viewpoint/belief
Model to interpret the world
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5. Mindset—Emotions, Words, Behaviors
Judger Self
Problem-focused
Rational
Inflexible
Reactive
Blame
Judgment
Exclusion
Defend
Know it already
Direct or tell
Afraid of change
Win-lose
Yes, BUT…
Learner Self
Solution-seeking
Possibilities
Open
Proactive
Explore
Acceptance
Inclusion
Discovery
Inquiry
Active listening
Embrace change
Win-win
Yes, AND…
What is our default positions? Be very intentional in which role we are in. Where is the client landing on one of these ways of behaving. SEE, Do, and Get.
It reveals the how our words, phrases, and questions are landing on the client.
Most of us have a default position, help them reflect – help them listen
Think about those who have listen best to you in your life and the yearning to have more of theses people show up.
How is this serving you?
Build our questioning from a L/J mindset on thinking, feeling, etc. Coach – amplify the learning mindset. Help
Source: Marilee Adams, Change Your Question, Change Your Life.

6. Leadership Power and Influence
Industrial Age Management vs. Knowledge Age Leadership
Industrial (Control)
Knowledge (Release)
Empower people with authority to make decisions at all levels.
Manage self-directed teams in win-win ways.
Unleash talents toward the key goals and priorities.
Create high-trust systems, structures, and policies.
High-trust behaviors.
Boss-centered paradigm.
Tell people what to do.
Tell people how to do it.
Make every decision.
Control System: Top-down bureaucracies.
External controls: carrot/stick rewards.
Fear-based, micro-managed behaviors.
Source: Michael K. Simpson. Unlocking Potential: 7 Coaching Skills That Transform individuals, Teams, and Organizations (2014), pg
® Simpson Executive Coaching. All rights reserved.

7. Moving the Middle
70%
10%
20%
(Source: Michael K. Simpson, Unlocking Potential. Tap into Talent, Move the Middle, (2014) Ch )
® Simpson Executive Coaching. All rights reserved.

8. The 4 Roles of Leadership

9. How Much Time Do You Spend In Each Area?
Examine 4 Roles of Leadership Competencies
How Much Time Do You Spend In Each Area?
STRATEGY %
Knows the marketplace, competition, and customers needs.
Envisions the future desired state vision yrs.
Establishes clear strategic plans with goals and targets.
Engages the org./team in a shared mission, vision, strategy.
EXECUTION %
Sets compelling and realistic goals with clear measures.
Scales, grows, sustained significant business results.
Aligns the organization’s roles/structure/capabilities.
Builds a culture of accountability, discipline, high trust.
TALENT %
Recruits, promotes, rewards top talent.
Coaches, mentors, and develops great leaders.
Effectively communicates, collaborates, and empowers people with authority to act at all levels.
Rewards the right values/behaviors, and results.
TRUST %
Models high trust behaviors and conversations.
Has high credibility with all key stakeholders.
Knows how to build, extend, and restore trust with others.
Builds a sustainable culture of high trust.

10. How Much Time Do You Spend?

11. The 4 Cores of Credibility
COMPANY PERFORMANCE
4. Results
COMPETENCE
3. Capabilities
2. Intent
CHARACTER
1. Integrity
COMPANY VALUES
(Source: Leading at the Speed of Trust, Stephen M. R. Covey.)
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12. Stakeholder Assessment Tool
Stakeholders
Rate
(1–5)
Needs/Issues/Counterfeits
Practice Which Trust Behaviors? 1. 2. 3. 4. 5.
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13. Most leaders under-communicate their change vision by a factor of 10.
Vision Statement
Most leaders under-communicate their change vision by a factor of 10.
—John Kotter – Professor
Harvard Business School
—JOHN KOTTER

14. Health Systems Vision Examples
Every person feels safe and is connected with a strong family and a healthy community.
To be the trauma informed provider of choice positively impacting the lives of children, families, and communities.
We will leverage our expertise in serving children and families at risk to form strategic partnerships in order to improve the lives of people.
We envision a day when abuse, neglect, violence, disease, and crime are so diminished that when they do occur, the response is available effective and immediate.
We will maximize human potential through the advancement of health and wellness.

15. Vision Statement Why is a clear and compelling vision so important?
Where are we leading our organization or team?
Is our vision shared at all levels?
How can we best engage others in a clear vision?
What is our organization’s or team’s vision?

16. Strategy to Execution To: From: Specific Goals X to Y (Targets)
and Finish-lines (Dates)
Improve Guest Sat
From 42 to 55
Problem Resolution
From 47 to 60
Arrival Experience
From 50 to 60
F & B Quality
From 43 to 58
Room Availability
65% to 90%
Luggage Delivery
112 min to 15 min
Ave Check-in
12 min to 6min
From:
Strategic Intent
What
Where
Why
How ? ?

17. Strategic Direction Questions
What is our core purpose and reason for being?
Where can we win and differentiate ourselves against the competition?
Where are the biggest growth and market opportunities?
What are our greatest strengths and opportunities for success?
What critical steps or actions do we need to take to achieve our strategy over the next 2-5 years?
How can we dominate, compete, and win?
How can we leverage our core capabilities?
Where can we add the greatest value to our customers and the marketplace?

18. The 4 Disciplines of Execution
Focus on the Wildly Important
Characteristics (3Fs)
Narrow the Focus (1-2)
Formula (X to Y)
Finish Line (by When?)
Counter Intuitive
Must say “No” to Good and Great Ideas at the Same Time!
Barrier
Too Many Goals
WIG D2
Discipline 2
Act on Lead Measures
Characteristics (PIM) Predictive
Influence-able
Measurable
Must focus on the Lead Measure, not fixate on the Lag Measure!
Know the Actions
Lead Measures D3
Discipline 3
Keep a Compelling Scoreboard
Characteristics
Simple
Visible
Lead and Lag Measures
Winning or Losing?
Must have a Players Scoreboard, not only a Managers Scoreboard!
Lack of Engagement
Discipline 4
Create a Cadence of Accountability
Barrier
Whirlwind Commits
Strategic Bet
Execution Bet
Engagement Bet D4
Scoreboard
Accountability
Characteristics
Weekly WIG Session:
(Past) Report on Commits
(Present) Update Scoreboard
(Future) Make New Commits
Counter Intuitive
Can’t tell someone their 4DX Commitment, even if they ask you to!
Source: The 4 Disciplines of Execution, C. McChesney, S. Covey, and J. Huling

19. Strategic Goal Definition
What is the most strategically important or wildly important goal that must be achieved this year or nothing else matters?

20. How to Fully Engage Your Team Talent
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21. 3 Essential Leadership Conversations
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22. “Coaching 5 Dimensions of The Whole-Person” What Are Levels of Individual Engagement & Success?
What Are Your Job Performance and Career Development Goals?
What Is Your Life’s Purpose, Mission, Service, or Contribution Goals?
HP & IBM – Cyber Jaya
Billy Wang and Walter Levy – Billy leaving China NCH
What Are Your Personal, Family, and Professional Relationship Goals?
What Are Your Personal Health, Fitness, and Financial Goals?
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23. Exercise: The Whole-Person Assessment
Assess Whole-Person Needs
Rate
(1–5)
Define Needs/Gaps/Development Big Opportunity/Desired Goal
Define Action Steps?
1. Physical
2. Financial
3. Social & Emotional
4. Professional Development
5. Spiritual
® Simpson Executive Coaching. All rights reserved.

24. “Whole-Person Goal Planning”
What are your needs, opportunities, and goals? How can you design a fulfilled life as a Whole-Person?
1. PHYSICAL
2. FINANCIAL
3. EMOTIONAL
4. INTELLECTUAL
5. SPIRITUAL
GOALS / ACTIONS
GOALS / ACTIONS
GOALS / ACTIONS
GOALS / ACTIONS
GOALS / ACTIONS
A. Maslow, F. Hertzberg, C. Alderfer, and SR Covey
® Simpson Executive Coaching. All rights reserved.

25. How Can I Be a Great Peer Coach?
Be a guide on the side.
Give your partner a safe place to practice and get better.
Coach and mentor others on their journey.
Listen and maintain ongoing support.
Ask great questions? Test assumptions, role play, check for stakeholder support.
Balance courage (honest feedback) with consideration (be respectful).
Focus on the right mind-set, trust behaviors, key actions, and results.
Practice, practice, practice.

26. Simpson Executive Coaching
Contact Information
Michael K. Simpson – CEO
Simpson Executive Coaching
My Coaching Contacts: c