Vietnam HR 2015 Summit - Building high performing teams

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Copyright © 2015 Greatness Leadership Coaching, all rights reserved
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Building High Performing Teams
By Jean-Francois Cousin
for Vietnam HR Summit,
25th November 2015
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Jean-François Cousin, ICF Master Certified Coach,
serving Clients across Asia and the Middle-East,
former Senior Executive in Asia
Coaching and corporate experience Successful Clients
• Delivered over 6,000 hours of coaching
to executives and teams since 2006
• One of his main interests: help leaders and
organizations enhance collaboration and agility
• Former Managing Director of a Fortune-500
Company in Thailand (1998-2004)
Contact: jfc@1-2-win.net

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Higher competitiveness & engagement needed!
• Competitiveness of almost all Asian
countries stagnating
• Most advanced economies have
recovered to their pre [2008] crisis level
of competitiveness
• Percentages of engaged workers are
relatively low in Asia, whilst they stand
at 24% in Australia or 30% in the US
Latest Gallup “State of the Global Workplace” survey, October 2013
No data for Vietnam
The ‘big picture’…
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High performing teams needed, NOW!

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Concern…
70% of change programmes fail
(in “Changing Change Management”, McKinsey, July 2015)
… because people are disengaged…
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How can Leaders themselves to become
Change Agents?
Then how can they transform their teams
into high performing teams?
And ultimately create and sustain
a high-performance culture?
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What defines a
high performing
team?
A…
E…
C…
How does a
high performance culture
look like?…
A…
E…
C…

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A group of people who
• share a common vision,
• are aligned on goals and metrics,
• collaborate,
• challenge each other, and
• hold each other accountable
to achieve outstanding results.
What defines a high performing team?
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People
• care passionately about winning,
• focus on customers and competitors
rather than on internal politics,
• think like owners & have a bias to action,
• build teamwork and are open to change.
Source: http://www.bain.com/consulting-services/organization/performance-culture.aspx
How does a high performance culture
look like?…

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Role of leaders
in
building high performing teams
and
a high performance culture
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What type of leader will have followers…
in times of tough changes?

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Once upon a time…
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Poor performances, no collaboration

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Silo-mentalities
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You little
guys smoked
your bamboo
sticks or
what?
Hidden or overt hostility between leaders

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Under-par manager
Fake superiority / pretence of invulnerability
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Under-par manager
Limiting beliefs about themselves

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Under-par manager
Black-and-white judgments and
plays the smartest guy in the room
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Under-par manager
Fear of mistakes / perfectionism
and micro-management

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Under-par manager
Hangs out only with one’s group only
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Under-par manager
Blind selfishness

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Disengaged boss
Change resistance and the
comfort-zone of managing silos
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How can
these
‘animals’
change
themselves,
to ‘change
the game’?

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Change Leaders must first let go of toxic habits
Such as…
Black-and-white judgments and playing the smartest guy in the room
Fear of mistakes / perfectionism and micro-management
Hanging out only with one’s entourage
Change resistance and the comfort-zone of managing silos
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To be trusted throughout change and uncertainty,
Change Leaders must become authentic.
Then they can ‘change the game’

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Self-awareness
Self-acceptance
Self-esteem &
self-trust
+-
Growth
Authenticity &
Humility
The necessary path from self-awareness to authenticity
for Change Leaders and high performance team-players

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Healthy self-confidence replaces toxic habits
by positive ones
Let go of… Embrace…
Black-and-white judgments and playing the
smartest guy in the room
Fear of mistakes / perfectionism and micro-
management
Hanging out only with one’s entourage
Change resistance and the comfort-zone of
managing silos
Humility and openness
Their aspirations
Their ability to help others perform
at their best
Mistakes as sources of growth, and
empowerment
Interest in others
Change and a purpose-driven leadership
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SELF LEADERSHIP
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
Assessment of individuals / high performance
http://www.greatness.coach/wp-content/uploads/2015/06/ASSESSMENT-book-GAME-CHANGERS-at-the-Circus.pdf

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Tips and tools for Leaders and Managers
The path from
self-awareness to authenticity
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With self-acceptance, fear of mistakes subsides
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Accelerate your personal growth, way beyond your comfort-zone

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Being authentic and vulnerable…
and the benefits
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Self-
awareness
Self-
acceptance
Self-esteem
& self-trust
+-
Helping
others grow
Openness
to others
Productive
relationships
Growth
Authenticity
& Humility
Growing High Performing Team Members
to nurture productive relationships
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Remove the fear of mistake and let go at calculated risk
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Rescuer
Victim Aggressor
Adult
Develop Adult-to-Adult relationships
Adult
Parent-Child

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RELATIONAL LEADERSHIP
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)
Assessment of relationships / high performance
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From productive relationships to
collaborative engagement
Productive
relationships
Align on the Vision
Share the same ‘rules
of the game’
Authenticity
Collaborative
engagement

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Ignite a brainstorm on Vision with your team
With 2 simple questions
• “What positive difference do you as a team want to offer
the world through our Organization?”
• “What kind of experience can attract our future clients
to buy from us again and again?”
A wise owl’s advice
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Example:
Define with your team the behaviors they will role model
for the team to perform at the highest level
‘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

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Strengthen the team’s bond and empower
Coach team members who exhibit difficult behaviors
Stop toxic behaviors
Help team members reconnect with sincerity
Invite stakeholders’ perspectives to the discussion about the Vision
Share your leadership
A wise owl’s advice…
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Bring out the best from the team
NOT playing the smartest guy in the room!

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Assessment of teams / high performance
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 uncomfortable
Sub-totals (A) (B)
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From collaborative engagement
to high performance culture
Productive
relationships
Spread supportive
beliefs & behaviors
Enhance
organizational agility
Authenticity
Collaborative
engagement
High performance
Culture

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Spread supportive beliefs & behaviors
We connect truly with one another
Beliefs Behaviors
Authenticity and trust inspire reciprocity We are authentic and we choose to trust others upfront
It is more productive to look for the best in others than to
obsess about their flaws
We look for others’ inner beauty
Everyone has worthwhile and different things to say;
we find better solutions to our problems with diverse ideas
We fully listen to others
We grow capabilities, initiative, and accountability
Everyone has potential;
It is our duty (and it is rewarding) to help unleash more of it
We help others unleash more of their potential
Blame promotes the fear of mistakes and discourages
initiatives;
Tolerating excuses decreases accountability
We choose a no-excuse and no-blame approach to
everything we do
A rising tide lifts all the boats We do all we can to help everyone play at their best
We collaborate tightly to delight audiences beyond their expectations
Collaboration and agility are critical to High Performance
and its sustainability;
Celebrating progress motivates to sustain the efforts
required
We build bridges, not walls, by making our employees
more cooperative across groups and more agile at
teamwork, and we celebrate our progress
The quality of our clients’ experience determines our future We center our decisions on the quality of our Clients’
experience
Solving problems from the perspective of “what can best
serve our organization’s purpose” yields greater good for the
circus
When we are stuck at conflict resolution, we take a step
back from our individual goals and ask ourselves, “What
can best serve our organization’s purpose?”
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Tips to nurture a high performance culture
• Ensure employees are aligned with, motivated by, and
proud of the Organization’s purpose
• Grow their self-esteem and authenticity
• Nurture a bias for diversity of ideas
• Cascade down decisions to lowest
• Enhance agility

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Continuously raise the bar for performance
It simply keeps everyone playing at their best…
and leaves no time for unproductive activities!
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Assessment of organizations / high performance
ORGANIZATIONAL LEADERSHIP
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)
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The 4 levels of leadership necessary
to create high performing
teams and culture
http://www.greatness.coach/wp-content/uploads/2015/06/Game-Changers-Spiral-.pdf

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Steps to master Leadership Levels Outcome Rewards
1. Self Leadership
 Self awareness
 Self acceptance
 Personal growth
 Self confidence
Leaders ‘drop the mask’ and
become authentic and vulnerable;
they bring out the best in
themselves
Employees follow such leaders with
sincerity and energy
2. Relational Leadership
 Openness
 Helping others grow
Leaders ‘lift others up’ and bring
out the best in others
Relationships become more productive;
leaders groom leaders at all levels
3. Team Leadership
 Choose as a team a ‘Great Way
forward’ towards high performance
 Decide how the team will ‘play
together’ to change the game and
get there
Teams ‘get their acts together’ and
bring out their best collective
performance
Collaborative engagement soars
4. Organizational Leadership
 Inspire employees to adopt beliefs
and behaviours that support
progress towards high performance
 Enhance organizational agility
ruthlessly
A Culture of Greatness and high
performance is established within
the organization
Employees are highly engaged, and
accountable;
bolder and more profitable growth
strategies;
greater contribution to society.
The 4 levels of leadership necessary to create
high performing teams and corporate culture
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‘Build right’ from the hiring process:
hire team players who fit with and
will support the corporate culture

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Identify the critical aspects of mindset and
behaviours your Organization Culture needs
Dare to experiment, within reason, and learn from mistake
Develop new skills
Reach out to others
Reminder/example
Candidates…
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Assess candidates motivation drivers and
fit with the organization culture
(‘highlight of the weekend?’)
Helping others
Status / Self-esteem
Certainty / Security
Autonomy / Freedom
Relationships / Belonging Fairness / Justice
Learning
Beauty / Harmony
Sense of Purpose
$$$

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• Attitude to change
‘tell me about the worst change that happened in your
life… What did you learn from it?’
• Stress resistance
Ask challenging questions at a fast pace, and
observe body-language and rationality of responses
• Maturity level (for senior people)
Assess self-awareness, authenticity, leadership-style
fit, and the alignment of their sense of purpose with
the Organization’s purpose
Assessing critical aspects of mindset and behaviours
at recruitment process
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• Learning agility
Use assessments or case-studies
• Team-player
Enquire about hobbies; asks what the candidate
recently learnt from friends…
• Winning Mindset
Ask about hardships in candidate’s life and assess
ability to rebound
Assessing critical aspects of mindset and behaviours
at recruitment process

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Leverage development programs
to integrate everyone
in the corporate culture
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Integrate the development of mindsets and behaviors
required by your Organization Culture
in training programs
Dare to experiment, within reason, and learn from mistake
Develop new skills
Reach out to others
Reminder/example

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Roll-out mentoring and peer-coaching programs
across your organization
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Who was your best boss (so far)? Why?

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The retaining-power of asking regularly:
« What have you learnt here? »
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• Lead with authenticity
Critical steps for leaders:
self-awareness – self-acceptance - personal growth – genuine self-
confidence
• Foster productive one-on-one relationships
Critical steps for leaders: demonstrate openness, remove the fear of
failure and help others grow in an ‘adult-to-adult’ posture
• Build high performing teams
Critical steps: involve team-members in deciding the way-forward
together, have them choose winning-behaviours, hold them
accountable, and promote continuous learning about how they can
‘play better together’
• Build high performance culture
Critical steps: spread supportive behaviours, kick-out politics and
favouritism, promote agility across departments, stream-line
decision-processes
In a snapshot: role of leaders in building
high performing teams and corporate culture

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The 4 levels of leadership necessary
to create high performing
teams and culture
http://www.greatness.coach/book/
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Building High Performing Teams
By Jean-Francois Cousin
for Vietnam HR Summit,
25th November 2015
Thank you
for
your engagement today!

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Contact and resources
• Contact
– Email: jfc@greatness.coach
– Skype: jfcousin8
– Telephone: (+66) 879 960 679 (main office: Bangkok, Thailand)
• Free resources + my interviews and articles for the press
– Website: www.greatness.coach
• Inspirational posts + join the conversation on-line
– LinkedIn: https://th.linkedin.com/in/greatnesscoach
– Facebook: https://www.facebook.com/greatness.coach
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Free web resource
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My latest book, about unleashing high performance
Available at MPH bookstores in Malaysia, Kinokuniya in Singapore and Thailand
and on www.Amazon.com (paperback and ebook)
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Current prices @ Amazon.com: paperback 19.90 USD; e-book 9.77 USD

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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 an
important 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
Click here to see sample pages
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Case study #1
Foster a Culture of high-performance across a disengaged organization
As the coach to the CEO of a large FMCG Multi-National Company in Thailand, and then to his team
The main challenge:
Engage the 3,000 employees, whose morale was at an all-time low in very tough economic environment.
The game change:
The newly appointed CEO had no prior experience to draw from and was not highly charismatic. Knowing he
had been promoted for his outstanding analytical skills and sharp acumen in strategy, he doubted his ability
to reach out to and mobilize all employees.
Greatness Leadership Coaching approach followed its four leadership-levels model:
•Self Leadership: I helped the CEO expand his self-awareness, gain confidence, develop self-trust and bring
out his best; his growing authenticity and candour appealed to employees, who grew to like ‘the big boss’
very much - a critical factor for engagement in Thailand
•Relational Leadership: the CEO nurtured close relationships with his VPs, and found ways to help them play
at their best; they in turn became keener to help their own direct reports bring out their best, and the trend
towards ‘developing talents’ across the organization picked up new momentum. Retention level improved as
the workplace became quite a ‘talent factory’
•Team Leadership: the CEO developed an inspiring vision with his Executive Committee and the team re-
defined how they had to ‘play together’ to bring out their best collective performance.
•Organizational leadership: the CEO and his teams ruthlessly removed inefficiencies and raised the bar for
performance, which kicked out politics from the workplace. They all engaged into Company-wide project to
generate “leaders” at all levels, and walked the talk relentlessly.
The results:
2 years after the start of coaching, the business outperformed competition in its key-markets, staff
turnover decreased from 25% down to 11% (a relatively low level in Thailand), and sales grew 15% year-on-
year in a still slow economy.

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Case study #2
Bring out the best from a dysfunctional project-team for the launch of a new car
As the coach to a project-team for the launch of a new car
The main challenge:
The project team-members were the heads of different departments, and joined the project with some toxic
behaviours that had been pervading the organization for years.
The game change:
•Self Leadership: I helped project team-members individually to overcome their insecurities, clarify which
strengths they could bring to the team and which areas for development they had to work on as team-
players; as they grew more confident, they appeared more authentic, dared to become open and even
vulnerable to others
•Relational Leadership: team members grew to listen keenly to one another, looking for value in what others
said and building on one another’s ideas; appreciation for each other soared and so did the desire to help
one another out; growing interpersonal trust enabled team-members to resolve conflicts productively
•Team Leadership: the team brainstormed regularly about how to further improve the effectiveness of their
team-work and their collective accountability; they also took time to step back, reassess and adjust their
plans in light of new developments in their competitive environment
•Organizational Leadership: appreciation for the value they created as a team through their improved
behaviours led team-members to adopt the same behaviours outside of their project work; their
subordinates - startled at first- gradually adjusted their own behaviours and in turn- became more
collaborative with colleagues from other departments. That enhanced significantly the organization’s agility,
and progressively rooted out silo-mentality from the company.
The results:
The sales far exceeded budget, from Day One, and the new car accounted for 40% of the sales, 1 year after
its launch. It became the car with the most number of co-branding promotions that year.
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Unite an organization to overcome a severe crisis in IT business
As a coach to the Singaporean Managing Director of an IT company during a severe crisis, and then to her team
The main challenges:
(1) identify and focus on real priorities whilst many multiple changes were happening in the business and could overwhelm
the MD
(2) enhance the agility of departments, as competitors were moving fast and aggressively.
The game change:
•Self Leadership: the Managing Director (MD) had lost confidence in herself, as the number of simultaneous challenges and
the level of uncertainty were far higher than she had ever experienced and her corporate headquarters didn’t relinquish the
pressure for short-term results; through an update of her self-awareness, she realized that she was bringing enough
strengths and experience to the table for success, and gained clarity of what fears she needed to confront. As a result she
regained her cool and poise, which drew her teams to also regain confidence in her
•Relational leadership: pressure had previously taken an emotional toll on the MD, who had had several heated
conversations with her direct reports. As a result, they had been trying to distance themselves from her. She apologized to
them for her past outbursts and started to listen with full openness to their ideas. Her regained patience allowed her to
hear value in what they said, and the conversations became a co-creation of solutions for the business. It took only a few
weeks to rebuild productive relationships. That ensured all key-managers stayed on board throughout the crisis
•Team Leadership: the MD and her team adopted the mindset that ‘in any crisis there are winners and there are losers’, and
looked for opportunities in adversity to get stronger than competitors. They crafted a smart ‘Way Forward’ and also
identified practical ways to enhance the effectiveness of their collaboration
•Organizational Leadership: the Executive Team united their efforts in boosting the organization’s agility, particularly by
trimming heavy processes and accelerating decision-making. Their behaviours inspired the staff to brave the storm together
and get stronger from it - a key motto was ‘In this crisis, we get smarter and closer together’.
The results:
One year after the coaching start, the Company had secured 4 new key-accounts worth tens millions in USD and gained 5%
market-share in its main market.
Case study #3

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World Economic Forum’s
“Global Competitiveness
Report 2015-2016”
released on 30th
September 2015

Vietnam HR 2015 Summit - Building high performing teams

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