Execution and Extreme Ownership The DIG/SET/SPIKE Principle

 

Over the last 2 years, I have been blessed with the wonderful opportunity to lead an operational execution team and we have managed to put together a group of fine professionals. They combine knowledge and experience but also curiosity for improvement and a hunger for growth. It has reached a point where we need to stop and look around and reflect. The conclusion I have reached is that we dedicate ourselves to execute plans that are being handed to us… right?  More reflection is needed to find the real purpose:  We hold in our hands the service delivery promise to our clients. Suddenly a job with no apparent complexity has become one with the highest possible stakes.

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Leadership Learning Log Case Study 2 ‘Best’ Session: Jerry Chen & Jennifer Yao, Shanghai

The Leadership Learning Log is a journal which evidences learning and skills development. It is not just a diary or record of ‘what you have done’, but more to the point it is a record of what you have learnt, tried and critically reflected upon.

I use the Leadership Learning Log in my Coaching Master Class (CMC) programme as a tool to follow up the training. I call this ‘Activity 1: Looking Back’. At the end the training I challenge participants to run up to five substantial pre-planned coaching sessions over the following six week period. I ask them to select two of these sessions for self-assessment – the ‘Best’ and the ‘Most Challenging’ – and answer the questions in the Leadership Learning Log for each session. This is their preparation for our first on-to-one coach-the-coach session.

For this article we go back to my friend Allen Tu in Shanghai. Allen is KCGFF Sales Team Leader for Maersk (China) Shipping Co and he attended my Coaching Master Class (CMC) programme in 2011. Using my material he kicked off his ‘Buddy’ Coaching programme in 2016 for his direct report sales managers. One of those managers is Jerry Chen who is the senior manager focussing on Electronic key clients. And Jennifer Yao is an account manager reporting in to Jerry.

In this second article about their coaching experience, we look at how Jerry used the Leadership Learning Log self-assessment questions to reflect on his ‘Best’ case coaching session with Jennifer.

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Leadership Learning Log Case Study 1 ‘Most Challenging’ Session: Jerry Chen & Jennifer Yao, Shanghai

The Leadership Learning Log is a journal which evidences learning and skills development. It is not just a diary or record of ‘what you have done’, but more to the point it is a record of what you have learnt, tried and critically reflected upon.

I use the Leadership Learning Log in my Coaching Master Class (CMC) programme as a tool to follow up the training. I call this ‘Activity 1: Looking Back’. At the end the training I challenge participants to run up to five substantial pre-planned coaching sessions over the following six week period. I ask them to select two of these sessions for self-assessment – the ‘Best’ and the ‘Most Challenging’ – and answer the questions in the Leadership Learning Log for each session. This is their preparation for our first on-to-one coach-the-coach session.

For this article we go back to my friend Allen Tu in Shanghai. Allen is KCGFF Sales Team Leader for Maersk (China) Shipping Co and he attended my Coaching Master Class (CMMC) programme in 2011. Using my material he kicked off his ‘Buddy’ Coaching programme in 2016 for his direct report sales managers. One of those managers is Jerry Chen who is the senior manager focussing on Electronic key clients. And Jennifer Yao is an account manager reporting in to Jerry.

In this first article about their coaching experience, we look at how Jerry used the Leadership Learning Log self-assessment questions to reflect on his ‘Most Challenging’ coaching session with Jennifer.

Continue reading “Leadership Learning Log Case Study 1 ‘Most Challenging’ Session: Jerry Chen & Jennifer Yao, Shanghai”

Leadership Interview & Coaching Case Study 2: Samson Zhou, Sales Manager Shanghai

Exactly one years ago today I published the article ‘Leadership Interview & Coaching Case Study: Samson Zhou, Sales Manager Shanghai’ in which sales manager Samson Zhou was coaching his direct report Tracy Zhi. Here is the latest interview with Samson by his manager Allen Tu about his coaching for sales performance success with another direct report – Eileen Sun.

Allen Tu is KCGFF Sales Team Leader for Maersk (China) Shipping Co. Allen attended my Coaching Master Class programme in Shanghai in 2011. Using my material he kicked off his ‘Buddy’ coaching programme in 2016 for his direct report sales managers. He regularly keeps me in touch with their progress. Allen gave Samson feedback how pleased he was to see Eileen’s business performance improvement in Quarter 4 2017, which he believes relates to Samson’s participation in the ‘Buddy’ programme. He asked Samson to share his recent coaching story as an inspiration for others. Samson is showing really professional attention to detail and thoughtfulness as a coach. And as you will see from the end of the interview below, the story has a very happy ending. Congratulations to both Samson and to Eileen.

 

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Doubting yourself: Why actions not always lead you to results

You automatically push success away when you don’t believe in your capabilities and abilities. If your mind doubts your actions will not follow and you will not get the expected results, as simple as that. Continue reading “Doubting yourself: Why actions not always lead you to results”