La revue RH&M - N°58 - Juillet 2015 - (Page 28)

RH À L'INTERNATIONAL Will LINSSEN Marshall Goldsmith Stakeholder Centered Coaching Practice Leader APAC and Europe Entretien mené et rapporté par Andrew Farnsworth © Nicolas Cottong Leadership development that gets results AF : Tell us a about your current role and background. WL : I'm the Practice Leader for Marshall Goldsmith Stakeholder Centred Coaching responsible for business in Asia and Europe. I manage large coaching engagements with international clients and coach high level leaders up to CEO level. I have a systems engineering background. I started my career in chemical and pharmaceutical industries and moved about 15 years ago into the field of executive coaching. I have been working with Marshall Goldsmith for the past 10 years. AF : What drew you to Marshall Goldsmith ? WL :Marshall is the number one leadership thinker recognized by Harvard Business Review. Marshall has been coaching some of the highest level leaders in the world including the Head of the World Bank, the CEO of Wallmart and the former CEO of Ford Motor Company, Alan Mulally who last year was recognized as top 3 leader in the world by Fortune magazine. His philosophy has consistently been to deliver a coaching service and get paid based on results. Or in other words no growth, no pay. AF : What characterizes Stakeholder Centered Coaching ? P.28 | JUILLET 2015 | LA REVUE RH&M N°58 WL :It's all about coaching leadership behaviour to improve effectiveness and employee engagement. We exclusively work with successful leaders to help improving their leadership effectiveness through behavior change as many of the most successful leaders become successful despite a few key behaviours. AF : Can you tell us a bit about the process itself ? WL :We start off by helping the leader determine one or two key behaviours that he or she feels wants to improve, that are important both to them and to the organization. It needs to be behaviours they are committed to changing and that is really going to make an impact. The process typically starts off with the results of a 360 feedback or behavioural interviews with key stakeholders. The next step is for the leader to obtain feedforward from identified stakeholders. The leader calls the stakeholders together and asks for concrete suggestions for improvement over the next 30 days. Let's say the leader is working on empowerment and delegation. The leader takes the suggestions from the stakeholders, thinks those over, makes an action plan (along with the coach) , implements selected changes, and then follows up with each individual stakeholder (for a few minutes) every 30 days. On a quarterly basis, we conduct a short survey with all stakeholders. How on a scale of +3 to -3 is the leader doing at empowerment ? Has the leader been following-up with you ? Have you as a stakeholder been providing him with suggestions ? Did he follow the action plan ? What did he do in the last three or four months that made them particularly effective in this area ? We prepare progress reports every four months throughout the coaching process which go to the leader, and to the leader's manager. At the end of the process if the results are positive we get paid, and if the results are not positive we don't get paid. AF : What is the role of the coach in this process ? What about stakeholders ? WL :The no growth no pay approach changes the dynamics between the coach and the leader and the organization. Everyone gets aligned. The organization wants to invest in the leader to get better, the leader wants to get better and the coach is there to make sure that the leader gets better. The coach becomes like a personal trainer to help the leader build leadership muscle. Now, why are stakeholders involved ? Because in the end results are only useful and impactful if they are recognized by the people who work

Table des matières de la publication La revue RH&M - N°58 - Juillet 2015

Couverture
FORCES & IDÉES -C. BAKI-BOISIER - OSER DÉFIER LA MAJORITÉ ÉCRASANTE
ACTUALITÉ - M. NEBRA - MOOCS : CES SALARIÉS QUI ONT DÉJÀ PRIS LE TRAIN EN MARCHE
SOMMAIRE
LE GRAND ENTRETIEN JEAN-DOMINIQUE SENARD, PRÉSIDENT DU GROUPE MICHELIN
TENDANCES RH
ENTRETIEN AVEC, MICHEL DE ROVIRA - DIRECTEUR GÉNÉRAL ET CO-FONDATEUR, MICHEL ET AUGUSTIN MICHEL ET AUGUSTIN, UNE AVENTURE ENTREPREUNARIALE EUPHORISANTE!
ÉTUDE, CHRISTIAN MAINGUY - DIRECTEUR GÉNÉRAL DE RÉHALTO UNE RÉFORME BIEN MAL ENGAGÉE !
ÉTUDE, AMÉLIE D’HEILLY - AVOCAT À LA COUR, ASSOCIÉE, GLH ASSOCIÉS UN PROJET DE LOI FAVORISANT UN DIALOGUE SOCIAL DE QUALITÉ !
ÉTUDE, PIERRE-MARIE ARGOUARC’H - DIRECTEUR DES RELATIONS HUMAINES ET DE LA TRANSFORMATION DU GROUPE LA FRANÇAISE DES JEUX UNE DIRECTION DES RELATIONS HUMAINES ET DE LA TRANSFORMATION POUR LA FRANÇAISE DES JEUX
QUESTIONS À… AUDREY POULAIN - DRH DE LA DSI GROUPE SNCF
TENDANCES MANAGEMENT
TÉMOIGNAGE, THIERRY SMAGGHE - SPIE, LA CULTURE DE L’INNOVATION AU SERVICE DE SES CLIENTS
TÉMOIGNAGE, PHILIPPE ROSSIGNOL - UNE RÉFORME BIEN MAL ENGAGÉE !
RÉMUNÉRATION & AVANTAGES SOCIAUX, RENÉ THOMAS - LA PROTECTION SOCIALE, UN DES AXES PRIORITAIRES DE LA POLITIQUE SOCIALE DE CARREFOUR FRANCE
RH À L’INTERNATIONAL
EMMANUEL JAHAN - GUERRE DE L’EMPLOI EN EUROPE
KARINE CLOLUS-DUPONT - CONGÉ PARENTAL PARTAGÉ :UN PAS DE PLUS VERS L’ÉGALITÉ
WILL LINSSEN - FOCUS ON LEADERSHIP
MARC DELUZET - DEVOIR DE VIGILANCE ET DIALOGUE SOCIAL
RH & RECHERCHES ACADÉMIQUES
PASCAL MARTIN - QUAND LA CONTAGION ÉMOTIONNELLE FACILITE L’ACCEPTATION DE LA PRISE DE DÉCISION MANAGÉRIALE
JEAN-LUC CERDIN - ÉTAT DE LA RECHERCHE ACADÉMIQUE : LES NOUVELLES APPROCHES DE LA GESTION DES CARRIÈRES
AGENDA
CONSEIL EN DROIT SOCIAL, NICOLAS MANCRET
LANGAGE AUX AGUETS, JEANNE BORDEAU
CHRONIQUES
DU LEADERSHIP, ERIC-JEAN GARCIA - LE LEADERSHIP N’EST PAS UNE COMPÉTENCE
DU DIGITAL, DOMINIQUE TURCQ - LE POUVOIR DE LA CURATION
DE LA COMPLIANCE, BLANDINE CORDIER-PALASSE - COMPLIANCE ET DIRECTION DES RESSOURCES HUMAINES
DE LA RSE, PASCAL BELLO - COP 21 : DES ENJEUX MULTIPLES POUR LES ENTREPRISES
DE L’INNOVATION RH, SYLVIE BRÉMOND MOOKERJEE - INNOVATION ET COMMUNICATION, UNE AFFAIRE DE CONNEXIONS !
DU FUTUR, FABIENNE GOUX-BAUDIMENT - IL SERA UNE FOIS…L’OPEN INNOVATION
FOCUS - Le cahier des RH Managers
SOMMAIRE
INTERNATIONAL
PROTECTION SOCIALE
SIRH
ORGANISATION RH
INNOVATION RH
FORMATION RH
LIBRIS CLUB RH&M
LE PRIX DU LIVRE
VOTRE CERVEAU, CE HÉROS, ELENA PASQUELLINI
LU POUR VOUS, JEAN-MICHEL GARRIGUES - ATLAS DES PRÉJUGÉS
REPORTAGE
REPORTAGE DES TROPHÉES BINÔMES PDG/DRH
REPORTAGE DRH ENTREPRENEUR
DOSSIER
TRAITS DE CRAYON : LES VACANCES DES DRH
COMMENT GARDER LA LIGNE PENDANT LES VACANCES, JEAN-MICHEL COHEN
ART ET ENTREPRISE J.-P. LORRIAUX

La revue RH&M - N°58 - Juillet 2015