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Jean-Francois Cousin, MCC
Global Executive Coach
Director, Global Board of the International Coach Federation
Beijing, China, October 17th 2018
MCC 全球高管教练， MCC
ICF 国际教练联合会全球董事
Copyright Jean-Francois Cousin; all rights reserved; www.greatness.coach
•Jean-François Cousin, ICF Master Certified Coach, former Senior Executive in AsiaICF 大师级教练，前亚洲高级执行官
•Coached over 800 senior executives and teams since 2006, for a total of 10,000 hours in June 2018
•2006年起，为超过800 位高管及团队提供教练，截止 2018年6月超过10000 教练小时
• One of his main interests is helping leaders and organizations enhance collaboration and agility
•主要兴趣之一是帮助领导者和组织提升合作及敏捷度
• Former Managing Director in Thailand for a Fortune-500 company (1998-2004)
•曾在泰国世界500强企业担任公司总经理 （1998-2004）
• Director, Treasurer and Secretary, Global Board of the International Coach Federation 2017-2018
•ICF 国际教练联合会全球董事 (2017-2018)
Copyright Jean-Francois Cousin; all rights reserved; www.greatness.coach
这是一个VUCA时代
The big picture and its hard truths宏观看，残酷的事实表明：
Directive leadership is lethal指令式领导是致命的
Which kind of leadership
do organizations need,
to thrive in a VUCA world?
组织在VUCA时代中成长，
需要怎样的领导力 ？
Copyright Jean-Francois Cousin; all rights reserved; www.greatness.coach
Riccardo Muti Herbert von Karajan
Who got FIRED? Who got RICH & FAMOUS?谁会被解雇？谁会富有并且出名？
1 2
Riccardo Muti Herbert von Karajan
Who got FIRED? Who got RICH & FAMOUS?谁会被解雇？谁会富有并且出名？
Please vote！/ 请投票!
1 2
THE Maestro-Superstar: Herbert von Karajan赫伯特·冯·卡拉扬 大师
功成事遂，百姓皆謂我自然。
老子中国古代思想家、《道德经》作者
Traits of a collaborative leader合作型领导的特质
Brings out 激发her/his best
卓越自我
Brings out 激发her/his best
卓越自我+
Others’ best卓越伙伴
+ Teams’ best
卓越团队+
Orga’s best卓越组织
Brings out 激发her/his best
卓越自我+
Others’ best卓越伙伴
+ Teams’ best
卓越团队
Brings out 激发her/his best
卓越自我+
Others’ best 卓越伙伴
Copyright Jean-Francois Cousin; all rights reserved; www.greatness.coach
Traits of an agile leader敏捷式领导的特质
Agile Leader
敏捷式领导
learns from mistakes
从错误中学习
keen to experiment 渴望尝试
comfortable not knowing 接受未知
versatile thinker
广泛思考
courageous decision-
maker勇于决策
eager learner 愿意学习
Copyright Jean-Francois Cousin; all rights reserved; www.greatness.coach
To thrive in a VUCA world,
leaders must nurture the collaboration & agility that unleash
collective intelligence
在VUCA时代茁壮成长，
领导者必须培养合作和敏捷性，以释放集体智慧
Copyright Jean-Francois Cousin; all rights reserved; www.greatness.coach
Which kind of leadership is being
nurtured by the “world’s
most admired companies”?
世界最受欢迎的公司在孕育
哪些领导力？
Source: http://fortune.com/worlds-most-admired-companies/ April 20183,900 executives, analysts, directors, and experts voted
Fortune’s ‘World most-admired companies’ 2018《财富》2018 世界最受欢迎的公司
Leadership lessons we can learn from Tim Cook向蒂姆·库克学习领导力
• 敢于冒险
• 专注并且倾听与你交谈的人
• 相信你周围的人
• 多样性很重要
• 保持谦卑
• 承认错误
• […]
Source: https://www.lifehack.org/articles/productivity/11-leadership-lessons-can-learn-from-tim-cook.html
• Take risks
• Focus and listen attentively to those you speak with
• Trust others around you
• Diversity is important
• Be humble
• Admit when you’re wrong
• […]
Leadership Principles亚马逊领导力准则
• Customer Obsession (leaders start with the
customer and work backwards)
• Ownership. Leaders are owners
• Invent and Simplify
• Are right, a lot (leaders seek diverse
perspectives + work to disconfirm their beliefs)
• Learn and Be Curious
• Hire and Develop the Best
• Insist on the Highest Standards
• Think Big
• …
• 客户导向 （领导从客户出发，逆向思考）
• 责任感，领导者就是责任人
• 创造和简化
• 决策正确 （领导寻求不同维度+ 反向验证自己的观
点）
• 学习和保持好奇
• 招聘和发展最佳人才
• 坚持最高标准
• 大局观
• …
Source: https://www.amazon.jobs/principlesWatch: https://www.youtube.com/watch?v=B-xdfQv3I1k
Is a good coach 做一个好教练
Creates an inclusive team environment, showing concern for success and well-being 创造包容的团队氛围，关注成功和幸福
Is a good communicator, listens and shares information 良好沟通， 倾听并分享信息
Has a clear vision / strategy for the team 团队有清晰愿景和战略
Collaborates across Google 在公司内合作
Empowers team and does not micromanage 赋能团队，不做微观管理
Is productive and results-oriented 成效、结果导向
Supports career development and discusses performance 支持职业发展、讨论绩效
Has key technical skills to help advise the team拥有关键技术能力以指引团队
Is a strong decision-maker 强有力的决策者
Google managers behaviors谷歌管理者行为
Sources: https://rework.withgoogle.com/guides/managers-identify-what-makes-a-great-manager/steps/learn-about-googles-manager-research/https://www.weforum.org/agenda/2015/11/8-skills-google-looks-for-in-its-managers/
Employees’ responsibility to innovate at Google在谷歌，创新是员工的职责
Source: Ben Wood, March 2016; “Innovation @ Google”
• 如果客户不会拼写，那是我们的问题。
• 如果他们不知道如何查询，那是我们的问题。
• 如果他们不知道使用那个词，那是我们的问题。
• 如果他们不能说某种语言，那是我们的问题。
• 如果在网页没有足够的内容，那是我们的问题。
• 如果页面太慢，那是我们的问题。
我们着眼于所有问题
“Focus on the user + Freedom + [Innovate] 10X”聚焦用户+自由+10倍【创新】
• If users can’t spell, it’s our problem.• If they don’t know how to form the query,
it’s our problem. • If they don’t know what words to use, it’s
our problem. • If they can’t speak the language, it’s our
problem. • If there’s not enough content on the web,
it’s our problem. • If the web is too slow, it’s our problem.
We look at the whole problem
接下来看什么
随处可看，随时取消
Agile Team Organization: Squads, Chapters, Tribes and Guilds敏捷型团队组织： 小分队、组、部落、工会
Source: http://www.full-stackagile.com/2016/02/14/team-organisation-squads-chapters-tribes-and-guilds/
Scaling Agile @ SpotifySpotify 组织内的敏捷规模化
Source: http://www.full-stackagile.com/2016/02/14/team-organisation-squads-chapters-tribes-and-guilds/
The Rare Responsible Person做真正有责任感的人
•Self motivating 自我激励
•Self aware 自我觉察
•Self disciplined 自律
•Self improving 自我改进
•Acts like a leader 像一个领导行动
•Doesn’t wait to be told what to do 不被动工作
•Picks up the trash lying on the floor 主动捡起地板的垃圾
Netflix CultureNetflix 文化
Freedom & Responsibility 自由&责任感
Source: http://www.slideshare.net/reed2001/culture-1798664Read: How Patty McCord created what Sheryl Sandberg called "the most important document ever to come out of the Valley“:
https://www.fastcompany.com/3056187/the-future-of-work/the-woman-who-created-netflixs-enviable-company-culture
To develop agile and collaborative leaders, ‘most admired’ Companies
have integrated Coaching in their Leadership-DNA and
a Coaching Culture in their organization
培养敏捷、合作型领导，
最受欢迎的公司已将教练融入领导力基因并创建教练文化
Copyright Jean-Francois Cousin; all rights reserved; www.greatness.coach
How do employees value
coaching in their organizations?
员工如何评价组织中的教练？
千禧一代追求自我实现，胜于一切C
oac
hin
g/教
练
Ro
le r
ota
tio
n/轮
岗
Co
llab
ora
tio
n/合
作
Source: Accenture presentation at ICF Converge 2017
As coaches and Leaders, how do we need to be with leaders, to support the growth of agility and collaboration in their organization?作为教练和HR，我们需要如何与企业领导一起支持组织的敏捷和合作式成长?
Brings out激发her/his best
卓越自我+
Others’ best卓越伙伴
+ Teams’ best
卓越团队潜能
Collaborative leader 合作式领导
Agile leader敏捷式领导
learns from mistakes
从错误中学习
keen to experiment渴望
尝试
comfortable not knowing接受未知
versatile thinker广泛思考
courageous decision-maker
勇于决策
eager learner 愿意学习
Copyright Jean-Francois Cousin; all rights reserved; www.greatness.coach
Think of your ‘posture’, your way of being… and it’s ripple effects on the leaders you support思考一下你的“姿势”，你的状态以及这种状态对你所支持的领导产生的涟漪反应
Think of the ripple effects of your way of being on a leader you support…思考一下你的状态对你所支持的领导产生的涟漪反应
How are you being with the leader when
she/he becomes more agile and collaborative?当领导变得更敏捷和合作时，你的状态又会是怎样的呢？
8 traits of a coach/HR Leader enabling in a leaderhigher confidence, agility in thinking and collaboration教练/HR领导赋能领导更自信、敏捷式思考和协作的8个特质
• Authentic and humble 真实和谦卑
• Holistic listener 全身心倾听
• Learner of the leader’s Greatness 学习领导的伟大之处
• Non-judgmental thinking-partner 无评判的思考伙伴
• Comfortable with not knowing, with failure, trusting process
坦然面对未知、失败，建立信任的过程
• Empathetic, yet detached from outcome 共情，不纠结于成效
• Courageous feedback-provider 勇于给予反馈
• Supportive challenger 支持性挑战
Leader领导
Coach教练
Copyright Jean-Francois Cousin; all rights reserved; www.greatness.coach
Invitation: practice the posture of ‘a learner from the leader’s Greatness’邀请：实践学习领导者伟大之处的姿态
Suggestions of questions to ignite
the session/此环节推荐的提问
•What would you like to explore
today?
• 你今天想探讨什么？
•What makes this important to you?
• 为什么这个对你很重要？
•At a deeper level, what is it all
about?
•再更深入一层，它对你意味着什么？
Leader 领导
Coach 教练
Copyright Jean-Francois Cousin; all rights reserved; www.greatness.coach
Shifts in leader’s posture, enabling greater collaboration & agility in the organization / 调整领导的姿势，赋予组织更多的合作和敏捷
Coach’s posture教练状态
Leader’s posture with coach 教练式领导的状态
Leader’s posture with others/与他人在一起的状态
Ripple-effects on others (linked to agility & collaboration)
连锁反应（与敏捷和合作l联系）
Holistic listener 全身心倾听
Makes sense of her/his thinking, personal ‘experience’ and emergent learning
了解思维方式、个人经验，产生新的学习
Listens to make others’ thinking visible倾听并使他人看见自己的思考过程
Think and contribute at best, listen and help to make others’ thinking visible 思考并全力贡献，倾听并帮助
他人思考可视化
Empathetic, yet detached from outcome 共情，不纠结于成效
Accountable for outcome, makes sense of conversation为结果负责，使谈话有意义
Holds others accountable, in adult-to-adult relationships 使他人为自己负责（在成人与成人关系中）
More accountable, in adult-to-adult relationships with others在成人关系中更有责任感
Non-judgmental thinking-partner 无评判的思考伙伴
Crosses boundaries, attains self-acceptance打破思维界限，获得自我认同
Less judgmental thinking-partner 较少的批判性思维
Think more freely,less judgmental of others更自由地思考，更少地评判他人
Learner of Coachee’s Greatness 学习被教练者的伟大之处
Learns and gains self-awareness as s/he ‘teaches’ the coach在教练教学中，学习并获得自我觉察
Open to be taught by others对向他人学习保持开放
Gain self awareness of one’s thinking, grow confidence; open to be taught by others获得自我觉察，增强自信，向他人学习保持开放
Copyright Jean-Francois Cousin; all rights reserved; www.greatness.coach
Copyright © 2018, www.greatness.coach all rights reserved
Think of the ripple-effects of your learning today,
on your life and on the people you serve.
How will you make them the best possible?
思考一下，通过今天的学习，你将对
你的生活和周围的人产生怎样的影响。
你将如何使他们做最好的自己？
千里之行，始于足下
--老子
Greatness Leadership Coaching
@JF_Cousin
email: [email protected]
Website: www.greatness.coach
Jean-Francois Cousin
Jean-Francois CousinGlobal Executive Coach, MCC Director,
Global Board of the International Coach Federation
全球高管教练， MCCICF 国际教练联合会全球董事
Copyright Jean-Francois Cousin; all rights reserved; www.greatness.coach
Gre
atn
ess
Le
ade
rsh
ip C
oac
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g
Free resources(click on picture for access)
http://www.greatness.coach/book
Resource(click on picture for a preview)
Available on Amazon (paperback and ebook) On Amazon: https://www.amazon.com/Game-Changers-Circus-Greatness-
Organizations/dp/981095655X/ref=tmm_pap_swatch_0?_encoding=UTF8&qid=1446086545&sr=1-1
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 animportant 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
Self-Leadership
RelationalLeadership
TeamLeadership
OrganizationalLeadership
4 steps towards High Performancethrough Collaboration
and Agility
TeamLeadership
OrganizationalLeadership
Self-awareness
Self-acceptance
Self-esteem & self-trust
+-
Authenticity, Humility &
vulnerability
Trust in othersEmpowerment
Openness to others
Productive relationship
Mindful Growth
The path from self-awareness to productive relationships
Copyright Jean-Francois Cousin; all rights reserved; www.greatness.coach
SELF LEADERSHIP
You and 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
Talking points with Leaders:employees’ self-leadership in the organization
http://www.greatness.coach/wp-content/uploads/2015/06/ASSESSMENT-book-GAME-CHANGERS-at-the-Circus.pdf
RELATIONAL LEADERSHIP
You and your People… Rarely Usually Always
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)
Overall Total = (A) + 2 x (B) / 14http://www.greatness.coach/wp-content/uploads/2015/06/ASSESSMENT-book-GAME-CHANGERS-at-the-Circus.pdf
Talking points with Leaders:relationships productivity in the organization
From productive relationships to collaborative engagement
Productive relationships
Aligned & focused on company-centric goals
Team-members help others play at their best
Collaborative engagement
Authenticity, humility and vulnerability
Copyright Jean-Francois Cousin; all rights reserved; www.greatness.coach
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 uncomfortableSub-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
Talking points with Leaders:collaborative engagement within teams
Example:
An exercise a leader can go for with her/his LT:define with your team the behaviors they will
role-model for the team to engage collaboratively
‘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
Copyright Jean-Francois Cousin; all rights reserved; www.greatness.coach
From collaborative engagement to collaborative and agile organizational culture
Productive relationships
Spread leaders’ beliefs & behaviors
Enhance organizational agility
Authenticity, humility and vulnerability
Collaborative engagement
Collaborative and agile culture
Copyright Jean-Francois Cousin; all rights reserved; www.greatness.coach
ORGANIZATIONAL LEADERSHIP
Your People… Rarely Usually Always
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
Talking points with Leaders:collaboration and agility in the organization
TODAY?
Greatness Leadership Coaching
Source: Kai Clarke https://www.linkedin.com/pulse/old-thinking-vs-new-thinkingwhich-you-kai-clarke-mba-coo-
Source: https://hbr.org/2017/03/bursting-the-ceo-bubbleWatch: https://www.youtube.com/watch?v=9kGdL2GeSCw
Source: Jeremy Stover, Director of Leadership Development and Coaching at LinkedIn
