THE MASTERFUL COACHING FIELDBOOK Grow Your Business, Multiply Your Profits, Win the Talent War! Second Edition pdf

If you believe that the leader as coach is an idea whose time has come and if you believe in the masterful coaching approach, please fill out the card at the end of this Preface.. Do you

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ISBN: 978-0-7879-8602-5 Library of Congress Cataloging-in-Publication Data Hargrove, Robert A

The masterful coaching fieldbook : grow your business, multiply your profits, win the talent war! / Robert Hargrove — 2nd ed.

p cm.

Includes bibliographical references and index.

ISBN: 978-0-7879-8602-5 (pbk.)

1 Teams in the workplace 2 Industrial efficiency 3 Employee motivation 4 Employees—Training of.

5 Group relations training I Title

HD66.H372 2007 658.3’124—dc22

2006033434 Printed in the United States of America

SECOND EDITION

PB Printing 10 9 8 7 6 5 4 3 2 1

Coaching Is Job #1 in the Age of Talent

The Power to Make the Impossible Happen

3 MASTERFUL COACHING IS ABOUT HOW YOU ARE BEING,

4 COACHING IS A SPECIAL KIND OF CONVERSATION, NOT

A Five-Step Coaching Model

PA R T I I : Y O U R M A S T E R F U L C O A C H I N A B O O K : H O W

T O R E A L I Z E A N I M P O S S I B L E F U T U R E

A N D W I N I N Y O U R B U S I N E S S

7 COACHING EXECUTIVES TO CREATE AN IMPOSSIBLE FUTURE 153

Building a Winning Game Plan

9 EXECUTE WITH ACTION COACHING 205

Leadership and Business Breakthroughs

Coaching in Business as the Ultimate Self-Development and Growth Experience

PA R T I I I : C R O S S I N G T H E C H A S M : I N T E R V I E W S

W I T H L E A D E R S D O I N G C O A C H I N G

What Can Brown Do for You?

12 HERB KELLEHER, EMMA SCHERER, AND TERESA

Sourcing a Powerful TPOV and an Extraordinary Leadership Culture

The Most Leading Edge Corporate Coaching Program in the United States

A Coaching and Mentoring Tale

Marketing Genius and Money Maximizer

Dragon Slayer of Human Resource Myths

Coaching Design and Innovation

Coaching Big, Complex, Team-Based Sales Across Boundaries

F I G U R E S A N D

E X H I B I T S

FIGURES

I.1 The Pull Versus the Push Approach in Leadership Development xxi

5.1 Translating Experiences into Teachable Points of View 102

EXHIBITS

9.1 E-Mail Conversation Between a Leader as Coach and a Coachee 217

to produce extraordinary and tangible results At the same time, what makes the journey to masterful coaching so fascinating and intriguing is that coaching people in business is the perfect alchemical cauldron where people can have the ultimate self-development and growth experience In many ways

I have been successful, but I am still working on getting people to see coaching from this perspective, rather than as everything but the kitchen sink.

Coaching is about passion for life, impossible futures, standing in people’s greatness, talent quests, great groups, transformational journeys, cool projects, and winning results.

Since I wrote Masterful Coaching a decade ago, coaching has crossed the chasm; it has gone from

being a new, good idea that a small cadre of leading CEOs and companies were experimentingwith to a game-changing idea whose time has finally come, one that is ready to go mainstream

It is already transforming the definition of what it is to be a business leader at a time when mostmanagers have a talent war raging right outside their window and the great game of business isfraught with change, complexity, and competition It is already displacing the role of both trainingand consulting in many organizations because it focuses on implementation and winning results

“

I see my job as being not just a leader, coach, and mentor but also a change insurgent I have spent a decade

coaching executives to realize an impossible future and win in their businesses In this book Iwant to share my secrets of masterful coaching with leaders at all levels I have discovered thateven though companies value executive coaches from the outside, they want to be able to bringcoaching deep inside their organizations They want to develop leaders and managers who aremasterful coaches in their own right and human resource departments that are coaching centers

of excellence and that have coaches skilled both in working with executives and in leading peopleand groups to an experience of their own greatness

This book is designed not just for CEOs but for leaders at all levels who aspire to become ful coaches, whether in Fortune 500–type firms or emerging businesses and whether living inthe United States, Europe, China, India, Brazil, Korea, Russia, or wherever I want to invite you

master-to engage in the journey master-to masterful coaching, and at the same time master-to give you not just theroadmap but also all the gear you will need to be successful I have taken the best of the best ofthe masterful coaching approach and put it in this book All these ideas and practices have beenfield-tested, proven, and made foolproof

I particularly want to extend a warm, welcoming invitation to you who are human resource fessionals who want to gain the inspiration, empowerment, coaching skills, and capabilities to makethe difference you have always wanted to make.This starts with defining the role of human resources(HR) in a new way: HR (Talent) Strategy = Business Strategy, and HR Professional = Business Part-ner, Coach, and Mentor In this book you will be introduced to world-class colleagues in your ownprofession who not only have created powerful partnerships with their CEOs but also have designedtop-notch coaching and mentoring programs, becoming masterful coaches in their own right

pro-I dare you to try to read it from cover to cover! This book is just what its title says, a fieldbook pro-It is

chock-full of everything you need to know to become a masterful coach, realize an impossiblefuture, and win in your business I suggest you first get grounded in the masterful coaching mind-set and methods; then use the book as a handy reference guide The Introduction and Part Oneare very important because they will give you the mind-set, guiding ideas, tools, and methodsyou will need Part Two teaches you to realize an impossible future and win in your business, andPart Three gives you examples of how people have brought coaching into their organizations

“OK,” you might think, “there is only so much I can learn about masterful coaching from a book What else do you have?” My colleagues and I have spent the last decade doing executive coaching,

1 Masterful Coaching Certification in Executive Coaching: articulating an impossible future;

reinventing yourself and your organization

2 Masterful Coaching Certification in the Team Strategy Session: creating a winning game plan

3 Masterful Coaching Certification for Line Managers: a one-year program to be used in real

time with direct reports

4 MyGamePlan: the masterful coaching online coaching system used in conjunction with

the masterful coaching certification program

Daring ideas are like chessmen moved forward They may be beaten, but they may start a winning game.

Goethe

I aim to lead a leadership revolution and change the world I believe in the notion of creating a cause,

not just a business I want to lead a leadership revolution—command and control is obsolete; ing and mentoring are in as we all move from the age of the machine to the age of talent.Yes, a lot

coach-of people are talking about coaching, but the topics in that conversation are left over from the days

of abstract leadership training programs focused on homogenized lists of competencies and iors and fixing broken people I am here to start a new conversation about coaching and map the

behav-territory (as I said in Masterful Coaching in 1995), and from what I can see, I still have a long way to

go The reason? Even though the idea of coaching has caught on, mind-sets are slow to change

If you believe that the leader as coach is an idea whose time has come and if you believe in the masterful coaching approach, please fill out the card at the end of this Preface I have been talking about a leader-

ship revolution and the masterful coaching mind-set and method for a decade, using theTechnicolor language approach, making powerful distinctions to set this approach apart from

95 percent of the coaching programs that are out there today For me, coaching is about passionfor life, the CEO as coach not organization man, impossible futures, winning results, talent quests,cool projects, and transformational journeys It is the ultimate self-development and growthexperience I have clearly taken a stand, but it dawned on me in writing this book that what ismissing that could make a difference is a means for others to give me feedback: Do people reallybuy into the approach here? Do people want to join with me in this stand?

I aim to get a critical mass of people to sign up for this cause—75,000 business leaders Are you ready to

take a stand to lead a leadership revolution in your organization? Do you personally want to enterthe journey to masterful coaching, putting into practice the idea that coaching is about realizing

an impossible future and winning in your business and not about analyzing leadership gaps?

Do you want to set up a powerful leadership pipeline in your company based on the masterfulcoaching approach—vision based, business connected, and results oriented rather than the worn-out, burnt-out, psychological, mechanistic, behavioral-based approach that we often see today?

If your answer to these questions is yes, then I would like to ask you to take a stand simply bysigning the following enrollment card When you take a stand you are saying that this is an ideayou believe in and a cause worth signing up for It does not commit you to take any courses, and

it does not require you to be certified in masterful coaching or any other program I know that

if you have a passionate commitment to becoming a masterful coach and taking on the ful coaching mind-set, you will either come to my group or find the right coaching methods

master-or certification programs elsewhere If you allow yourself to be misled by false prophets master-or have

a wrongheaded mind-set, your ideals will be dashed, your effectiveness diminished

I would like to say thank you for picking up this book, and for entering the journey to ful coaching I look at this book as a conversation, not something written in stone Let’s keep theconversation going Share with me about your coaching experiences or what you have done tobring coaching into your organization, or ask any questions or make any comments You cancontact me directly at Robert.Hargrove@MasterfulCoaching.com or call me at 617-739-3300

master-LEADERSHIP REVOLUTION AND MASTERFUL COACHING ENROLLMENT CARD

I take a stand to be a change insurgent and to bring about a leadership revolution in my company Starting in my area, I take a stand for the masterful coaching approach.

1 I believe in the idea of the leader as coach and that coaching is about impossible futuresand winning in your business, not merely filling leadership gaps

2 I believe that coaching people to produce extraordinary business results can transformthem into extraordinary leaders, giving them access to an ultimate self-development andgrowth experience

3 I commit to begin the journey to masterful coaching and to stand for the success of theindividuals on my team—whatever happens

4 I commit that my coaching will be vision based, business connected, and results oriented,not behavior based and not about fixing people

5 I am committed to having my coaching be transformational—altering who people arebeing rather than just getting them to fit the homogenized, corporate competencies list

6 I commit to designing coaching and mentoring programs that are focused on real goalsand real situations and conducted in real time, not done just as separate activities in aclassroom

Mail your signed card to Robert Hargrove, 1732 Beacon Street, Brookline, MA 02445, USA

of an emerging $50 million business who has a passion for growth but has somehow hit a wall.

Or perhaps you are a research and development chief, director of marketing, or team leader who has to achieve an extraordinary result or meet an impossible deadline The Masterful Coaching

Fieldbook is designed to help you become the kind of leader who can realize an impossible future

and produce winning results It will provide you with the guiding ideas, tools, and methods to grow your business exponentially, multiply your profits, and win the talent war.

THE BUSINESS CONTEXT IS WILDLY ALTERED AND SO ARE THE RULES OF THE GAME

Are you up for realizing an impossible future and winning in your business? Before we get startedlet us not forget that today’s business context is wildly altered Globalization, rapid innovation,and the ability of three billion new capitalists to collaborate and compete have altered the rules

of the business game Consider these changes in our thinking: the shift from “CEO as tion man” to “CEO as coach and teacher”; from “big dogs own the street” to “small emergingbusinesses in emerging markets will rock your world”; from “being No 1 or No 2 in your mar-ket” to “creating something new, and cool and owning your market niche”; from “shareholdersrule” to “the customer is king”; from “be lean and mean” to “collaborate and create”; and from

organiza-“hire MBAs” to organiza-“hire passionate people.”

Excuse me while I rant I wrote Masterful Coaching in 1995 with the sincere and honest

inten-tion to map the territory of coaching Coaching is as distinct from training as training is fromconsulting So what is masterful coaching about? A passion for life, transformational leadership,impossible futures, winning in your business, talent quests, great groups, cool projects, daringadventures, the pursuit of excellence, breakthrough results, and the ultimate self-developmentand growth experience I have a beef with those people in the coaching world who are into fill-ing leadership gaps based on homogenized corporate competency lists, along with behavioralmodification and attitude tweaks Some would tell you that this accomplishes the same objec-tives that I am aiming for, but I do not believe that is so The difference is the same differenceyou see between the typewriter and the PC, the iPod and the Walkman, the electric oven andthe microwave They may do some of the same things, but what we are talking about here isstate-of-the-art technology versus something that should be in the Smithsonian

Today coaching is hot; as many as 80 percent of Fortune 500 panies make use of executive coaches or coaching in some way.

com-Today leaders more often than not go to one of the big five consulting firms or big five searchfirms when they have a business problem to solve or a talent to find Further, the people whorun these companies have a set of standard industry principles and practices they follow The field

of leadership coaching, however, has no standard industry principles or practices As a friend,Grace Cheng, president of Russell Reynolds, China, told me,“With coaching there are thousands

of firms, and you don’t know who is a reliable source, or even what it is you are getting.” Thereare self-appointed certifying bodies, like Coaching College, International Coach Federation,Coaches Training Institute, and so on, but who is certifying the certifiers? The sad fact of life is

that coaching is a blinking word that means entirely different things to different people.

WHAT IS A MASTERFUL COACH?

Let’s take a look at what I mean by mastery and also what I mean by coaching A master is

some-one who has found out how to enlighten people—Buddha, Muhammad, the Ba‘al Shem Tov

A master is someone who has found out not just how to deliver a virtuoso musical performance

or paint within a certain tradition but also how to do it in a way that elevates the human spiritand creates a new tradition—Beethoven, Michelangelo, Picasso A master is also someone whohas found out how to dominate the competition and win—Lord Admiral Nelson (“mastery ofthe seas”), Vince Lombardi, Red Auerbach If leadership in business is an art, then names likeAlfred P Sloan, Jack Welch, and Steven Jobs come to mind These men pursued mastery notmediocrity in terms of developing talent, designing their organizations, and creating insanelygreat products They not only played the management game within an established tradition butalso changed the game and became legends

A business guru is a wise man or woman who listens carefully, has a powerful and profound teachable point of view, and can say the one thing that can make a difference.

A masterful coach is someone who has found out how to realize an impossible future and win at the great game

of business Now that we have defined the term mastery, let’s acknowledge that mastery always takes

place in a given context or game—business, the performing arts, sports As far as the context of thisbook is concerned, we are talking about masterful coaching as it pertains to realizing an imposs-ible future and winning at the great game of business.We need to take into account that this involvesthe pursuit of mastery in a whole lot of things—talent quests, dream making and motivating, busi-ness concept innovation, creating great groups, creative collaboration, wow projects, fast prototypes,driving for results, and never settling for less than excellence The pursuit of mastery also involvesrecognizing that winning at the great game of business is not just about great products and greatservice; it is an opportunity “to lead people to the experience of their own greatness.”1

to break through whatever walls they have been staring at, and your job is to help them discoverand express that ability.

WHAT SEPARATES WINNERS FROM LOSERS? GREAT COACHING, GREAT MENTORING, GREAT TEACHING

We’ve done a tremendous amount of research and we have found that leaders who have the best coaching skills have the best busi- ness results.

buying market share and slashing the payroll, rather than by organic growth, cannot be sustainedover the long haul Companies that are on the Fortune 500 list today are often gone tomorrow

In contrast, why is it that companies like General Electric, PepsiCo, Intel, and Southwest

Airlines consistently show up in Fortune’s list of the most admired corporations, not just for

setting new records for financial performance but also for coming up with game-changingstrategies, recruiting top talent, designing great products, and wowing customers Added to thatthey seem to be able to sustain this success over the long haul The X factor here? They are

led by men and women who think and operate from the bone-deep belief that if you are a leader, you are a coach and teacher Former and current CEOs like Jack Welch of General Electric,

Roger Enrico of PepsiCo, and Jeff Fettig of Whirlpool, who have created inspired, performing organizations, have spent a gasp-worthy 30 to 60 percent of their time coach-ing and teaching This is in contrast to most managers, who spend little or no time in coachingand teaching

high-Coaching is the exception, not the rule Walk into a hotel conference room, as I have, to make a speech

to 200 to 300 decision makers and talk about winning leaders Say to people,“Put up your hand ifyou spend at least 30 to 60 percent of your time coaching and teaching.” At most you will see one

or two hands go up, along with mutterings like “Impossible!”“Never!” Then say,“Put up your hand

if you have had a great performance review from your boss that told you your strengths, nesses, and exactly where you stand in the organization.” Again, you will see one or two hands

weak-Question: “When was the last time you had a coaching session with your boss?” Answer: “Never!”

The prevailing mind-set around coaching is wrongheaded What’s wrong with this picture? Why do

so few business leaders, even those who would secretly like either to be the next Jack Welch or

to drop out of the corporate picture altogether to become a coach and teacher, spend so littletime being coaches and teachers on their day jobs? The answer has to do with the fact that theprevailing paradigm of coaching is frighteningly wrongheaded Ralph Waldo Emerson once saidthat everything you say reveals you In speaking with executives over the past decade or so aboutleadership and coaching, I find that everything they have said has led me to the conclusion thattheir mental model of coaching is shrouded in wrongheadedness

THE FIVE MYTHS OF COACHING

Five myths of coaching are at the heart of the reasons why most leaders and managers miss out

on the opportunity coaching provides to attract, excite, and develop talent in the service ofrealizing an impossible dream and winning in business Let’s look at each one

If somebody said to me, “Herb, I’d love to be a great leader and coach, but I don’t have the time to do it,” my response to them would be, “You don’t have time to do anything else until you accomplish that.”

Herb Kelleher 4

NO 1 JOB BUT SOMETHING DONE BY HUMAN RESOURCES AND CONSULTANTS

Leaders are called decision makers, but the long-range consequences of their decisions are oftennot obvious One of the most insane decisions made in the history of bureaucracy was to put linemanagers in charge of performance and the lowly personnel manager in charge of development.The long-range result of that decision is that the vast majority of managers automatically delegatesuch activities as coaching and training to the human resource folks or to consultants In recentyears, however, a handful of CEOs have recognized the power produced when CEOs define theirjobs in terms of maximizing both performance and development Once CEOs take this responsi-bility, they can then get a powerful assist from human resources or consultants as needed

MYTH 2 COACHING IS AIMED AT FILLING LEADERSHIP GAPS,

NOT AT AN IMPOSSIBLE FUTURE AND WINNING

Walt Disney, Warren Buffet, and Steve Jobs did not become some of the greatest leaders of thiscentury and some of the richest men in the world because someone pointed out their leadershipgaps They became great leaders by leveraging their talents and gifts and because they had a dreamthat was burning a hole inside them.They kicked off their leadership journey by making declarationslike “We aim to change the world.”The traditional approach starts with identifying and filling leader-

ship gaps.The masterful coaching approach to leadership development is a pull approach, which starts with a goal or result people passionately care about, rather than a push approach, which starts with a

list of behaviors (as illustrated in Figure I.1) People discover and call forth their leadership ability inthe process of learning to love politics, build teams, mount projects, and clear hurdles

Needs Assessment

• Leadership, teams, coaching, etc.

• Develop a generic model

Human Resources Identifies Gaps

• Taught by human resources consultants

• Enforced by carrots and sticks

People Declare the Future

• Based on personal, collective aspirations

• Goals/projects

• Performance measures

People Declare Their Own Gaps

• Are responsible for their own learning

• Coach is resource

• Human resource tools are resource

Coach Ignites Learning

• Recognized leaders teach key attitudes/

skills

• Performance and development integrated

• Daily coaching conversations

FIGURE I.1 The pull versus the push approach in leadership development

MYTH 3 COACHING IS NOT A GOAL-ORIENTED,

RESULTS-DRIVEN, REAL-TIME ACTIVITY BUT A SEPARATE ACTIVITY DONE IN ABSTRACT TRAINING PROGRAMS

From time immemorial leadership development has been a separate activity, far removed fromthe real world of producing business results It has involved marching managers off to abstracttraining programs where they are introduced to the 100 percent pure, homogenized leadershipcompetencies, are given their 360-degree feedback, do some exercises, and are asked how they

are going to apply what they have learned And therein lies the rub—knowing what does not equal knowing how There is also a big disconnect between the leadership competencies and hav-

ing to produce results in your business with your colleagues and amid change and complexity.When human resource managers and trainers decided it would be a neat idea to take off thetrainer’s hat and put on the coach’s hat, they kept doing the same thing, except under a differentlabel What they often failed to recognize was that coaching is a real-time activity that takes placearound real goals, real problems, and real situations

CALENDAR (THE YEARLY PERFORMANCE REVIEW), RATHER THAN A SPECIAL KIND OF CONVERSATION

As a leadership and coaching guru I have heard thousands of times: “I have an impossible joband I basically don’t have the time to coach and teach.” I tell people, “We are living in an age

of talent, where the team with the best talent and the highest performance wins If you do nothave time to coach because of your job, tell me, just what do you think your job is?” Think ofcoaching as your day job rather than something you do at the annual review, given all the car-rots and sticks that force compliance Coaching is a special conversation, not just a special event

on the corporate calendar Yet, at the same time, you have to calendarize coaching Engage

in monthly coaching conversations with each direct report and each person you mentor

No excuses!

“ Bill Gates, Steven Jobs, and Warren Buffet became great leaders

because they had a dream burning a hole inside them, not because someone handed them a list of leadership competencies.

A LAST-GASP EFFORT BEFORE THEY ARE SHOWN THE DOOR

In the 1950s the ideas of coaching and counseling got introduced into business, usually in a contextlike this:“Joe is a real problem I should fire him, but since he has been kicking around here forfifteen years and, frankly, I hate being confrontational with people (makes me damn uncomfort-able), let’s get him a coach as a kind of last effort before showing him the door.”You can also seethat coaching in most organizations carries with it an onus of this type: “Wow, if the boss says

I need coaching, I must really be screwed up.” It is amazing that this point of view exists in ness, because in sports and the performing arts it is just the opposite Olympic athletes, golfers likeTiger Woods, and great musicians seek great coaches and spend huge chunks of time with them

busi-THE NEW, DYNAMIC MIND-SET AROUND LEADERSHIP DEVELOPMENT AND COACHING

The new leadership draws on a completely different mind-set, the mark of which is inspiration, improvisation, and coaching people

to take successful action.

Most leaders and managers have a wrongheaded mind-set around talent and coaching, left overfrom the days when people who worked in big factories were seen as interchangeable parts Ontop of that their coaching and teaching skills and capabilities are pretty much undeveloped That

is the bad news The good news is that I intend to provide you with a whole new, dynamic

“

mind-set around coaching that is consistent with realizing an impossible future and winning inyour business (and in your life) Once you have this mind-set, you will naturally begin to discoverand express your own ability as a coach At the same time this book will provide you with theneeded skills and attitudes and also practice and reflection assignments

The Masterful Coaching Mind-Set

1 Coaching is a leader’s and manager’s No 1 job

2 Coaching is about finding the best talent on earth

3 Coaching is about creating an impossible future and winning

4 Coaching is about developing leaders in the process of going for extraordinary results

5 Coaching is for winners who seek an edge or advantage

MASTERFUL COACHING IS THE RELIGIOUS FUNDAMENTALISM OF THE COACHING WORLD

It can be important to have adversaries: Boston Red Sox versus New York Yankees, Apple iPod versus Sony Walkman, Google ver- sus Microsoft, Howard Stern and Sirius radio versus terrestrial radio.

I passionately believe in ideas like this: leaders develop in the process of taking a stand to make a ence and bringing about irrevocable change Further, I can hardly believe that most people think about

differ-coaching in the boring, dull, mundane terms of leadership competencies and behavior cation I consider myself the religious fundamentalist of the coaching world One person I have

modifi-a comodifi-aching relmodifi-ationship with, Andy Gfesser, whom I once cmodifi-astigmodifi-ated for squmodifi-andering his gies on the “spiritual supermarket” of too many different leadership (coaching) programs, said to

ener-my assistant, “Tell Robert I am worshipping at the altar of masterful coaching as the one truecoaching religion.”

“ I can only wish for my adversaries to develop, for as they develop,

so will I.

I don’t take myself that seriously, but I do have an adversaries list I have to say my adversarieshave inspired me to more clearly articulate my ideas about masterful coaching, as well as havingempowered me, in a sense, to develop the masterful coaching method and tool chest, which willtake my company to greater heights and perhaps eventually win the day I can only wish for myadversaries to develop, for as they develop so will I

My Adversaries List

• CEOs and leaders at any level who lead without passion

• Human resource development leaders who don’t get that coaching is about realizingimpossible dreams

• Big consultants, like McKinsey, who give answers and don’t deliver results

• Organization development types who try to make talented people match homogenizedcompetencies

• Trainers who teach leadership by way of abstract training programs

• Professional coaches who sell leadership attitudes, culture change, and so on, but forgetresults

THIS BOOK IS ABOUT YOU!

All right, enough about me and my friends and adversaries As I said earlier, this book is aboutyou Whether you are a CEO, business unit chief, or team leader, it is designed to give you theopportunity to transform yourself into a better leader and coach Please answer the followingquestions to determine whether you as a leader are a good fit for the journey we are about toembark on together After you read each question and discussion, rate yourself on a scale from

1 to 5, with 1 being the lowest rating and 5 being the highest rating One of the first questions toask yourself is, “Am I ready to start coaching?” The answer to that question depends more onyour spiritual development, level of maturity as a person, and emotional intelligence than on yourtitle, rank, or subject matter expertise.

TO MASTERFUL COACHING?

Most people in leadership positions are not really leaders but power wielders—they don’t standfor anything except taking the next step up the corporate ladder They are like the kid who putshis or her hand up in class in order to look good, get an A on the test, and go to the head of the

class They operate entirely from a me point of view (“my job,” “my promotion,” “my raise in

pay”) They want to prove how bright they are, what a big job they can do, how bold they can be,and so on Once you develop into a real leader, rather than a power wielder, what you stand for

begins to shift It stops being about you and it starts being about them, and you show up as being interested in making the people around you brighter, bigger, and bolder Rate yourself on a scale

of 1 to 5.

ENERGY AND ENTHUSIASM NEEDED TO TAKE

ON AN IMPOSSIBLE FUTURE?

To lead or coach a team to realize an impossible future and win you need to have boundlessenergy and enthusiasm Leaders like Jeffrey Immelt of GE, Steve Jobs of Apple, and EdwardLampert of Sears Holdings are where they are today not just because they are smart or accomplishedbut due in large part to their sheer, raw physical and mental stamina They have been able to take

on towering goals, mind-boggling problems, pressure-packed decision making, back-to-backmeetings, bone-wearying travel, and often a sixteen-hour workday, six to seven days a week Theyare not only highly energized but also highly energizing to other people, filling the room with

passion and energy wherever they go Rate yourself on a scale of 1 to 5.

QUESTION 3 ARE YOU READY TO AGGRESSIVELY PURSUE

WINNING IN YOUR BUSINESS?

I have discovered that a lot of leaders and managers in Fortune 500 companies don’t care all thatmuch whether or not their company wins or shows up as just another me-too competitor,pushed along by the momentum of the marketplace Their main concern is delivering predictableresults as promised, collecting their bonuses, and keeping their boss in his or her cage You cantalk to these people about becoming extraordinary leaders and coaches, but in truth it is like talk-ing to someone who is just not there I much prefer to talk about coaching to emerging busi-ness leaders, people who aggressively pursue winning rather than just avoid losing The bestcandidates for coaching and becoming coaches themselves are the individuals who have a hunger,

a thirst, a yearning Rate yourself on a scale of 1 to 5.

DEVELOPED LATELY?

You cannot realize a business breakthrough without a corresponding leadership breakthrough

Who do you need to be as a leader, and what do you need to do to reach your impossible future?

At the same time, reaching an impossible future requires that leaders develop other leaders JackWelch mastered this, creating a virtual CEO factory in the process He not only coached GeneralElectric’s business unit leaders to reach goals that were a combination of the possible and impossible

but also personally mentored hundreds of high-potential leaders Rate yourself on a scale of 1 to 5.

ENVIRONMENT?

It takes not only masterful coaching but also a coaching environment to produce extraordinaryleaders and extraordinary results To create a coaching environment a leader must both coach othersand be willing to be coached CEO Robert (Bob) Nardelli of Home Depot, for example, considers

board meetings an opportunity to get some good coaching rather than just an opportunity to try

to look good Nardelli believes it is absolutely impossible for a human being to reach his or herpotential without coaching Ask yourself:“Am I personally a request for coaching?”“Do people

in my team show up as a request for coaching?” “Is feedback around here generally seen as an

opportunity and gift or as a reason to get defensive?” Rate yourself on a scale of 1 to 5.

DO YOU WANT TO DEVELOP INTO AN EXTRAORDINARY LEADER AND MASTERFUL COACH FASTER? BUCKLE YOUR SEAT BELT AND LET’S GO!

I decided to write specifically about winning at the great game of business so I could providereaders with specific rather than generic strategies for coaching in business The masterful coach-ing approach is a powerful, concise, step-by-step, proven method for growing your business,multiplying your profits, and winning the talent war This book will give you both the inspira-tion to be a masterful coach and the guiding ideas, tools, and methods you need to be wildlysuccessful Moreover, what is written here about the leader as coach in business has a wide vari-ety of practical applications in other areas—government, the military, health care, education, andmore To make the connections, you need to read the book extrapolatively, asking yourself,“Howdoes this apply to the world I live in?”

I have had the opportunity to coach some fascinating and intriguing people in areas other thanbusiness For example, John Young, assistant secretary of the Navy, and Rabbi Steward Klammer,

a principal at the Maimonides School in Boston, not to mention highly talented doctors andPhD students from China, India, Brazil, and other places The underlying principles for theseareas are the same, even if the applications are different Here are my five top to-dos

Prescriptions: Top Five To-Dos

1 Study with a master Find a masterful coach and ask him or her to work with you There is

no better way to become an extraordinary leader and masterful coach than to study with

a master

2 Read the book Read it! Dog-ear it! Underline it It will tell you everything you always

wanted to know about becoming a masterful coach Some people have told me they readone page and then spent the rest of the day thinking about it

3 Sign up for the masterful coaching (MC) workshop Reading the Masterful Coaching Fieldbook sets

the stage for participating in the MC workshop The workshop is based on the principle ofstudy a little, practice a little, and as a result learn a lot

4 Sign some people up for coaching (learn by doing) Once you take the workshop you will be

fully ready to start coaching people in your organization Look around you for peoplewho are requests for coaching, or for a coach-ready situation

5 Start by using this simple, powerful coaching conversation model (a) Ask:“Got a goal or

prob-lem? Let’s talk about it.” (b) Listen loudly and assess the situation (c) Provide a able point of view (TPOV) about success (d) Provide a template for action (things to

teach-do, things to watch out for)

THE ORGANIZATION OF THIS BOOK

As I mentioned earlier I intend to transfer my knowledge of coaching people to create animpossible future and win in their businesses, and I also intend to create the ultimate self-development and growth experience for people There are three parts to this book

PART ONE: I WILL TEACH YOU THE MASTERFUL COACHING MIND-SET AND METHOD—THE GUIDING IDEAS, TOOLS, AND METHODS

• Learn how masterful coaching can lead you to—creating an impossible future andwinning in your business

• Learn how extraordinary leaders develop in the process of going for extraordinary results

• Learn why coaching in business is the ultimate self-development and growth experience

• Learn why masterful coaching is a way of being, not just a technique

• Learn why masterful coaches speak from a stand, not out of emotional reactions ormoods

• Learn the five-step masterful coaching method (learn to coach executives).

• Learn how to deliver 360 feedback to executives that is absolutely transformational

• Learn the six-cap coaching conversation system

• Learn about coaching tools: left-hand column and ladder of inference

• Learn about triple-loop learning in coaching

PART TWO: I WILL TEACH YOU HOW TO REALIZE AN IMPOSSIBLE FUTURE AND WIN IN YOUR BUSINESS WITH SPECIFIC,

PRACTICAL, AND IMMEDIATELY APPLICABLE STRATEGIES

• Learn how to discover and call forth the extraordinary leader within you

• Learn how to motivate people to achieve business goals that are impossible but necessary

• Learn how to reframe your business from a mature business to a growth business.

• Learn how to recognize, analyze, and capitalize on trends that will make you a winner

• Learn how to come up with a game-changing strategy that makes competition irrelevant

• Learn how to dramatically improve your business operations

• Learn how to build a company or team known for being the rock star of talent

• Learn how to bypass planning and make change happen through catalytic breakthroughprojects, rapid prototypes, demos, and quick wins

PART THREE: I WILL INTRODUCE YOU TO LEADERS LIKE YOURSELF WHO ARE BRINGING COACHING INTO THEIR COMPANY WITH A BANG

• Learn how Herb Kelleher, chairman of Southwest Airlines, developed and shared a TPOVthat makes every employee think, talk, and act like a CEO and full-fledged businessperson

• Learn how Mike Eskew, CEO of UPS, is using coaching to both create a game-changingstrategy for Big Brown and develop a leadership pipeline

• Learn how Frank Sterns of a large oil company has used masterful coaching to transformbusiness operations and make hundreds of millions of dollars

• Learn how CEO Jeff Fettig and human resource director David Binkley at Whirlpoolhave developed a world-class leadership development, coaching, and mentoring programconsistent with the masterful coaching approach

T H E M A S T E R F U L

C O A C H I N G

F I E L D B O O K

MASTERFUL COACHING— THE METHOD: WAYS OF BEING, MIND-SET, AND SKILL SET

I am taking a stand in this book.Yep! I’m making a powerful commitment to teach you everything

I know about being an extraordinary leader and masterful coach I am going to do this in the service

of two objectives.The first is to expand your capacity to realize an impossible future and win in your business.The second has to do with the fact that business can be the ultimate self-development and growth experience, and my role as a coach is to make sure that this possibility is realized.

P A R T I

Today business has become a brawl, and the only rules are that there are no rules Think al Qaeda,think Wal-Mart, think China and India, think info tech, think talent Think about the need to

do something creative and innovative—to move up the value chain In this kind of world talent

is all there is, the only thing that cannot be reduced to a commodity As a result the old ship based on barking orders, command and control, and doing the same thing better is obso-lete The new leader is a coach whose forte is inspiration and improvisation and who gets people

leader-to initiate and execute

Part One of this book is designed to introduce you to the idea of the CEO as coach and to teachthe ways of being, mind-sets, and skill sets that go with that In this part you will learn the fun-damentals of masterful coaching For example, you will learn that coaching is about realizing animpossible future and winning while developing extraordinary leaders and extraordinary resultsand that coaching is a way of being, not just a technique You will learn about the masterfulcoaching five-step coaching model and how to engage in six-cap coaching conversations Youwill be introduced to the masterful coaching toolbox—power tools for powerful results I inviteyou to join me on the journey to masterful coaching

THE CEO AS COACH

Coaching Is Job #1 in the Age of Talent

REALIZING AN IMPOSSIBLE FUTURE AND WINNING IN THE GREAT GAME OF BUSINESS

in their jobs to inspire, empower, and enable talented people to realize an impossible future and win

at the great game of business As we move from a smokestack economy to a creative economy, the

rules of the business game are changing rapidly The old leadership from up on high, barkingorders and relying on command and control, is obsolete The new leadership is about inspiration,improvisation, and coaching people to initiate and execute projects that will rock the world

I INVITE YOU—LEADERS AT ALL LEVELS—TO JOIN ME ON THE JOURNEY TO MASTERFUL COACHING

I have already said a mouthful Before going on I want to get up close and personal with you I amvery passionate about this idea of the CEO (the leader) as coach I am also very passionate aboutthe idea of using coaching to realize your impossible future and win in your business.Yes! It’s notjust the whole idea of creating game-changing products or services that result in growing yourbusiness exponentially and multiplying your profits that turns me on It is that business providespeople with the possibility of having the ultimate self-development and growth experience Con-sider these questions: Do you want to become an extraordinary leader and masterful coach? Whatwould be an impossible future for you and your business? What would winning look like? Areyou turned on by the idea of creating exciting products for customers and exciting opportunitiesfor people to grow? If so, please join me on the journey to masterful coaching

A DRAMATIC CHANGE IN THE ROLE OF THE BUSINESS LEADER

In the past the [talented] man has been first; in the future the system must be first.

in his 1911 book, The Principles of Scientific Management, even extraordinary individual leaders

would be outperformed by well-organized groups of ordinary men Taylor said that “in the pastthe [talented] man had been first; in the future the system must be first.” According to Taylor,

“Let’s organize this factory more efficiently.”1Henry Ford added the assembly line Later PeterDrucker and Alfred Sloan added the idea of the effective executive and the concept of the cor-poration based on decentralized business units