Leading Leaders

Leading Leaders: The Art & Science of Boosting ROP
Leading Leaders
The Art & Science of Boosting Return on People (ROP)
Thomas D. Zweifel, Ph.D.
2010 Thomas D. Zweifel All rights reserved, including the right of reproduction in whole or in part in any form.
1 2010 ThomasZweifel.com
As for the best leaders, the people do not notice their existence. The next best leaders, the people admire. The next, the people fear, and the next the people hate. But when the best leader's work is done, the people say, "We did it ourselves". Lao Tzu, 6th century BCE
Dedication
To Rani and the one million women in India elected to panchayats (village governing councils) in what is perhaps the greatest social experiment in history, summoned to lead without knowing how to; marshalling more courage and leadership every day than you and I might summon in a year.
Table of Contents
Preface Acknowledgments Chapter 1 Chapter 2 Chapter 3 Chapter 4 Chapter 5 Chapter 6 Chapter 7 Further Reading The Author Leadership-In-Action: A Lab What Is Leadership (to You)? What Would Churchill Say? ROP = Return on People Coaching: Fad or Future? The Education of a Leader What Coaching is Not 4 7 10 13 16 24 28 34 39 42 44
Preface
The important thing is this: to be able at any moment to sacrifice what we are for what we could become. Charles DuBois
Leading Leaders is for three kinds of people: those who dream of a mission, an adventure, a possibility larger than themselves, and who need a whole new level of leadership from the people around them; those who are ready to take a risk that only few dare; and those who are open to exploring what it means to be a leader in the new century. If you are one of the following, this book is for you: Board members and senior managers who need to master the art of herding cats, i.e. managing knowledge workers Global managers who need to lead multi-cultural teams and get results across cultures Team leaders who need to mobilize their colleagues for superior performance Young, dynamic managers who aspire to lead others Government officials who need to mobilize for change in a bureaucratic environment Leaders of non-governmental organizations (NGOs) who need to deliver program resultswith dwindling government support Women and men in emerging countries who are ready to don the mantle of leadership
in short, if you are someone who wants to lead leaders for an accomplishment larger than yourself, welcome to the club. Leading Leaders makes the case that (a) coaching is an indispensible competence for 21st-century managers; (b) coaching, if done right, greatly enhances sustainable performance; (c) coaching, if done wrong, can backfire and do great harm to the human capital pool of organizations; and (d) coaching is not just a new fad or method to squeeze more out of people, but a mission to unleash the human spirit and build a new human being. After coaching hundreds of entrepreneurs and Fortune 500 executives from Amex to Unilever, from GE to Google, I can say it without reservation: The Leading Leaders approach works brilliantly for managing performanceor rather, for unleashing leaders to produce performance breakthroughs. And with the great management theorist Peter Drucker, I assert that all organizations, from firms to governments, from churches to the military, face essentially the same challenge: to meet organizational objectives through people. My clients in all sectorscorporate, government, nonprofit, educational, militaryhave invariably used this methodology to call forth leaders with top performance. So it is time to make available the secrets I have picked up from people like Nelson Mandela, from CEOs and business leaders, but also from people in the slums of Mumbai or the bidonvilles of Port-au-Prince. And it is my hope that this book contributes to a more scientific and systematicin a word, a more Swiss understanding of how to (and how not to) go about leading leaders.
Speaking of Swiss: As many doubtless know, my last name Zweifel is German for doubt or skepticism. You may be wondering why someone named Doubt, or worse, Doubting Thomas, would write a book on leadership, since leaders are supposed to brim with confidence and not be haunted by nagging doubt. But perhaps an integral element of leadership is to doubt, question, be skeptical, and not accept things at face value. The physicist and Nobel laureate Richard Feynman argued that without doubt, there is no innovation. The Spanish philosopher George Santayana said that Skepticism is the chastity of the intellect and it is shameful to surrender it too soon or to the first comer; there is nobility in preserving it coolly and proudly through long youth, until at last, in the ripeness of instinct and discretion, it can be safely exchanged for fidelity and happiness. Maybe leadership is based on facing your doubts and acting nevertheless, as expressed by Arnold Schnberg, who famously said that courage is not the absence of fear, but action with or despite fear. Speaking of fear: Did you know that typical politicians spend up to 90 percent of their time anxiously preventing others from unseating them, and as little as 10 percent working for the social good they have been elected to serve? Therefore, a disclaimer: Do not use this book for harmful purposes. Ask yourself whether your undertaking will uplift people in some way. Unless that intention is part of your endeavor, rethink your enterprise. Much misguided leadership has done much harm; too many times, leaders have abused their power to cause
damage. If you have any plans to continue this tradition, I ask you to give the book to someone else. As Gandhi said over sixty years ago, Ask yourself whether the deed you contemplate will be of any use to someone. In other words, will it free the millions of people from poverty The question is this: at the end of your life, what will you say about your life? What will be written on your tombstone? Will you look back upon a life of going through the motions, or upon a life of meaning, service and contribution? Whatever your aspirations, may Leading Leaders give you an appetite for leading leaders as a life-long questthe commitment to revealing the very best in people. May it encourage you to integrate the coaching paradigm in your organizational culture asat least in the medium and long termthe highestleverage investment in the organizations bottom line.
TDZ, New York City & Zurich, November 2010
Acknowledgments I am grateful to so many people who directly or indirectly, knowingly or not, contributed to who I am and what I do, and therefore to this book. Here are only a few outstanding examples: The people who trained me in leading leaders way back in the 1980s before the term coaching was even in use outside of sportsand who gave me a mission larger than myself and a global playing field: Joan Holmes, Jay Greenspan, Lawrence Flynn and Linda Howard. My clientsincluding 30+ Fortune 500 companies from Amex to Google to Unilever, government agencies from the U.S. State Department to the government of Kazakhstan, nonprofits from Haiti to the UN Development Programme, and armed services from the U.S. Military Academy at West Point to the U.S. Air Force Academywho demonstrate the validity of the coaching approach in their work. Vistage/TEC, Brooks International Speakers Bureau, International Speakers Bureau, and European Speakers Academy, who make my keynotes and workshops available. Our workshop participants who helped me refine the coaching concepts, and my leadership students at Columbia University, St. Gallen University, and other schools in the United States, Australia, Israel, and Switzerland who use coaching to make the maximum difference in their positions of power.
Swiss Consulting Group coaches and advisors on the cutting edge of unleashing the human spirit: Carlos Acevedo, Art Gutch, Mitch Harris, Joe LeBoeuf, Richard Murray, Richard Radu, Tapas Sen, Nicholas Wolfson, Yoram Wurmser and Jan Yager in the Americas; Tony Bchle, Mick Crews, Franois Knuchel, Dalila Schnfeld, Peter Spang, Guido Spichty, Klaas van der Horst, Johannes van de Ven and Poriya Vaudecrane in Europe; Sinan Arslaner, Askar Kereyev, Nathan Levy and Tal Ronen in Asia; Glenn Hankinson and Peg Thatcher in Australia. They show me that I dont own the truth. Philippe Baeriswyl, my fearless and indefatigable colleague who makes whats possible actionable. Our licensees Jean-Guy Perraud of Hexalto, Frank Clemente and Stephen Campitelli of Total Systems Education, and their colleagues; and all certified Swiss Consulting Group workshop leaders and coaches, who infuse our approach with their own unique humanity and bring our work to more people than I could imagine. My parents Eva and Heinz Wicki-Schnberg, for believing in me; and above all Gabrielle, Tina and Hannah, for giving me life and a future to live for.
Chapter 1 Leadership-In-Action. A Lab

People are always blaming their circumstances for what they are. I don't believe in circumstances. The people who get on in this world are the people who get up and look for the circumstances they want, and, if they can't find them, make them. George Bernard Shaw
If you think that this book will make something happen, you are dead wrong. Books rarely accomplish anything. People do, and they may or may not achieve results out of reading a book. It depends on taking action. You are going to have to go out into the market, into the battlefield, and actually live life. This bookany bookcan only offer a framework for thinking before and between actions. It works best if you approach it with a specific project, relationship, or enterprise in mind. As my doctoral advisor Adam Przeworski liked to say, theories are not to be believed; theories are to be used. If you dont apply this book, it might be interesting, instructive, clever; but it will remain theoreticalit will not truly affect things. In my leadership courses, I ask students at the start of each semester to come up with a leadership breakthrough project that is a real stretch unpredictable, visionary, but also measurable. Many of them create highly original projects. One woman took on a project to build an e-commerce platform for her Pashmina family business; another built a movie company in India; a man set out to launch a Brazilian restaurant in Harlem; another created a development project for children in his native Rwanda; another to build an
Internet-based storage business in Switzerland. I am asking you to do the same. Take a few minutes right now and think of something you really wantan objective that you cannot achieve alone but that calls you to lead others. Readers often skip over these types of labs. But perhaps you find it in yourself to invest a few minutes in answering these questions. What if this small investment of your time led you to a new future?
Lab: Leadership-In-Action. What one-year objective is so vast that it would force you to lead not followers but leaders? (Tip: be specific, and include many people in your objective.) _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ What is missing in your leadership to meet this objective? ________________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ What blockages (in and around you) must you transcend to meet the objective? _______________________________________________________________________ _____________________________________________________________________ _______________________________________________________________________
What recurring, chronic issue(s) do you face vis--vis your colleagues, customers or suppliers worldwide? _____________________________________________________________________ _______________________________________________________________________ _______________________________________________________________________ What opportunities (i.e. activities that already point to your desired future today) could you take advantage of to meet the objective? _____________________________________________________________________ _______________________________________________________________________ _______________________________________________________________________
Chapter 2 What Is Leadership (to You)?

You see, one thing is, I can live with doubt and uncertainty and not knowing. I think it's much more interesting to live not knowing than to have answers which might be wrong. Richard Feynman, Nobel Laureate for Physics
Be warned: Leadership is not neat, and its not something you can simply tick off on a checklist. Its a messy affair, usually uncomfortable, often chaotic and always uncertain, especially when you deal with making and managing change. I dont recommend being a leaderunless of course you go with Theodore Roosevelt, who said:
It is not the critic who counts: not the man who points out how the strong man stumbles or where the doer of deeds could have done better. The credit belongs to the man who is actually in the arena, whose face is marred by dust and sweat and blood, who strives valiantly, who errs and comes up short again and again, because there is no effort without error or shortcoming, but who knows the great enthusiasms, the great devotions, who spends himself for a worthy cause; who, at the best, knows, in the end, the triumph of high achievement, and who, at the worst, if he fails, at least he fails while daring greatly, so that his place shall never be with those cold and timid souls who knew neither victory nor defeat.1
It should not come as a surprise, then, that there is no universal, unified definition of leadership (and those leadership books that claim there is usually fail to provide access to leadership). Leadership has diverse meanings in different cultures, and most of them are misleading myths. For example, in our male-dominated culture that has prevailed for several thousand years, many people associate leadership with forceful, assertive, competitive, even overbearing behavior, or with top-down command and control.
In German-speaking cultures, the word leadership would be literally translated as Fhrerschaft, still not a word most German-speakers use lightly less than seven decades after the Nazi terror. To avoid this heavy baggage, some German-speakers translate leadership as Handlungskompetenz (action competence), which does not even come close to the essence of leadership. Others avoid the issue by simply using the English term, which leaves the notion of leadership in a fog of mystery. And Germans are not alone. Jewish scholars do not approve of lordship, because no mortal can lord over another. Rabbi Johanan reportedly said, Woe to leadership, for it buries those who possess it.2 Both in Sweden and Japan, leadership is a much lower priority than building consensus. In Britain, there is a degree of skepticism in the U.K. toward anyone who wants to lead, and a belief in the inspired amateur which discourages people from having leadership roles, according to the director-general of the Institute of Directors in Britain. This reluctance is reinforced by the British view that it is unseemly to blow your own horn. In the former Eastern Bloc countries, there is a marked reluctance to lead and take initiative, since the omnipotent state has taken charge of peoples lives for so many years. In the U.S. culture, the term leadership is used just about for anything that can be marketed and makes it sound better, from leadership leases to leadership donors to the Democratic Leadership Council. As we could see again in the most recent U.S. elections, Americans are often caught in the myth of
the faultless leader. We like to believe in Camelot, the white knight who saves us from the mundane. If our leaders are not super-human in character, we soon discredit and discard them. There are countless definitions of leadership, but such definitions are of limited utility. I urge you to come up with your own criteria as you launch and implement your own leadership challenge. Leadership is an intensely individual endeavor that depends on your personal talents, situation, opportunities, and cultural background. For example, most participants in my leadership workshops come up with Hitler as an example of a bad leader who led through intimidation and destruction; but in India, some people came up with Hitler as an example of great leadership. Why? Because from the vantage point of preindependence India, he was seen as a liberator from the real enemythe British empire. Even if one unified definition of leadership were to exist, I would ask you to invent your own unique expression. (Some of my clients keep a list of the leadership characteristics they want and those they dont want.) As the 18thcentury Rabbi Zusya said, In the world to come, I shall not be asked, Why were you not Moses? I shall be asked, Why were you not Zusya? Your job is not to be like any other leader who came before you. That leader already did his or her job. Your job is to reveal your own life purpose and then fulfill that purpose with all your might.
Chapter 3 What Would Churchill Say?

Twentieth-century politics, dominated by the rise of totalitarian movements, [was] the most ambitious attempt in humankind's history to establish total control over both the internal and external condition of the human being itself. ... The failure of the totalitarian experiments coincided with the awakening of humankind on a truly global scale. Zbigniew Brzezinski
A quiet and little-noticed revolution is underfoot. Extraordinary leaders towering figures like Winston Churchill or Mahatma Gandhi, John F. Kennedy or Martin Luther King, Jr., who seemed larger than life and single-handedly altered the course of historyhave become a vanishing breed. The time when a few great leaders guided affairs with a firm hand is coming to an end. Reality has become such a complex jungle that no single leader, no matter how great, can cut through the thicket alone. The old leadership model is bankrupt. Why? Because a transformed leadership landscapeglobalization and democratization, flattening organizational hierarchies and virtual teams, outsourcing and offshoring, the Internet and ubiquitous mediamakes leading a greater challenge than ever. Even the twentieth centurys greatest leaders, were they alive today, might have a hard time at the helm in the twenty-first. Since Winston Churchill, for one, wrote most of his speeches on at least a slight buzz of champagne, he would be all over YouTube today for his battle with the bottle.
Three basic changes have altered the landscape of leadership. The first is democracy. Churchill was famous for saying that the higher you rise, the more clearly you see the big picture of vision and strategy. (He also said, presciently, that the higher the ape climbs, the more you can see of his bottom.) But is that still true today, when the receptionist or the front-line salesperson interface with customers every day, and likely have at least as much insight into customers and markets as do top managers and board members? As firms flatten, essential intelligence is now bound to lie at the organizations bottom and periphery where the company meets the customer. Even the U.S. military recognizes that soldiers on the ground in Sadr City or pilots in Bagram Airbase have at least as much access to local strategic intelligence as do commanders at headquarters and must take part in strategic decision-making. In uncertain environments, topdown leadership is about as reliable as playing Russian roulette. The good news is that leadership is no longer confined to the realm of the select few. Throughout history, leadership was scarce. Now it is a public good. As democracy sweeps our planet, millions of people are being thrust into leadership positions for the first time. While many countries are still authoritarian, close to forty nations have become democracies since 1974 alone. This wave of democratization has given rise to emerging leaders everywherein government, business, and other organizations. Take just one example: In an unprecedented social experiment, India recently passed a new law. For thousands of years the roughly 200,000 villages across the subcontinent were
ruled by local councils (panchayats), and 98 percent of the council leaders had been elderly men. But the government in Delhi put an end to all that. The new law says that one-third of panchayat leaders must be women. This has led to the groundbreaking fact that, in the last election, one million women leaders were elected as village representatives. And democracy is not happening in politics alone. Google and Wikipedia have put knowledge at peoples fingertips with the click of a mouse. Skype and Facebook connect them across the world for free or next to nothing. In the twentieth century, consumers chose among a few TV channels and magazines; by 2007 there were 70 million blogs on the World Wide Web. MySpace and YouTube, where 65,000 videos are posted daily, democratize entertainment and give anyone a shot at being a musician or movie director. Thanks to Macs and Web 2.0, you too can be an industrial designer in the new design democracy. So-called lead users are often on the forefront of innovation and product development, from software to high-performance windsurfing equipment. Patients have stopped blindly trusting their doctors and instead demand answers and choicesomething unthinkable a generation ago, when doctors were thought to be omniscient demigods whose judgment no one dared question. In business, companies are flattening as the hierarchical model of organization is called into question. In the new knowledge-based organization, change cannot be planned or implemented by small numbers of top executives or
change agents. All employees must have leadership skills; no one is exempt from leading. So our inability to find extraordinary leaders like Churchill today is not because leadership is vanishing. Quite the contrary: Leadership is flourishing like never before. The second basic change is, of course, globalization. For much of history, only a tiny elite ever traveled more than walking distance from where they were born. In 1900, a trip from New York City to London took six days and cost a fortune; today, the same trip by airplane takes seven hours and a few hundred dollars or euro. Lower transportation costs enhance international mobility and migration. According to one estimate, there were 214 million migrants in the world in 20103roughly one out of every thirty humans. One result of these trends is the rise of the virtual team whose members rarely, if ever, see each other. Mobile computing allows people to work at home, in airplanes or at the beach, and make the virtual team more dominant in the global economy. An American telecom is taking advantage of low rates by using Indian customer service reps in Bangalore who pose as Americans with American names and are trained to speak with American customers in American accents. Hi, my name is Susan Sanders, and Im from Chicago, a 22-year-old introduces herself with a broad smile and even broader vowels. In fact, Susan Sanders is C.R. Suman, a native of Bangalore who fields calls from customers in the United States. Just in case her callers ask personal questions, Ms. Suman has created a fictional biography, complete with her parents Bob and Ann, brother Mark and a made-
up business degree from the University of Illinois. Her training by Customer Assets, the calling center, included listening to sit-coms like Ally McBeal or Friends without the picture and then reconstructing the dialogue; and being quizzed by the trainer, who would pose as a caller, on American movies, sports and television programs.4 Churchill would have been flabbergasted with this onslaught of cultures. An undying supporter of Queen Victoria, he came from a time when the British empire commanded one-quarter of the worlds landmass. To him the colonies were the white mans burden; he could still call his adversary in the Indian Raj, Mahatma Gandhi, that little naked man. Under todays globalization, where certain British writers or Danish cartoonists survive fatwas only under police protection, Churchill would be all too easily misunderstood by other cultures, and would not get away with his disdainful idioms that were such delightful sport with members of his own class and culture. Under the heavy-duty globalization of recent years, coaching has become an even more important skill. You cant tell people in other countries what to do; you cant give orders to your distributor in Italy or to the Indian software designer on your virtual team. You simply dont have the authority; and even if you did, a co-leader approach would still fare better, since the Italian distributor or the Indian software engineer likely knows more than you do about his or her area of expertise. If the command-and-control model is obsolete in a domestic context, it is surely bankrupt across borders.
The third basic change is how leaders must communicate. Churchill was a gifted orator whose words could thunder and rouse his weary compatriots to give their blood, sweat, and tears for the cause of vanquishing the Nazi juggernaut. He was a great tragedian, who understood the appeal of martyrdom and could tell his followers the worst, hurling it to them like great hunks of bleeding meat5but who was not known for that other skill crucial today: being a great listener. In fact when one of his peers in the House of Commons reminded Churchill that leaders should put their ear to the ground to hear what the people need, he bent over sideways and quipped: All I can say is that the British nation will find it very hard to look up to the leaders who are detected in that somewhat ungainly posture.6 But that ungainly posture might be exactly what is needed today. Imagine a hypothetical firm with seven reporting levels. If the people at every level report fifty percent of what they know up to the next higher level, the leader at the top will know less than two percent of what is actually going on in the organization. If control resides solely at the top, the consequences of being so out of touch can be disastrous for decision-making. Imagine what happens if the leader bases his or her decisions not on the right two percent but on the irrelevant ninety-eight percent. In response to these fundamental trends, a new generation of leaders, unlike the ones weve known in the past, is emerging. Just as the industrial age
has given way to the information age, we are seeing the end of one era of leadership and the birth of another. This transformation is happening because the way we live and do businessthe landscape in which leaders must leadis changing. In the new era coming into being, each of us has the opportunity to express leadershipto shape our own destinies and those of our organizations and societiesto an extent never before thought possible. Perhaps more than ever before in history, ordinary people are being summoned to lead. Whether we are managers or workers, women or men, students or teachers, soldiers or generals, whether we live in industrialized or developing countries, we can no longer wait for an extraordinary, charismatic leader to tell us what to do or who to be. How do you manage leaders? The answer is: you dont, lest they stop leading. You empower them. You coach them. In the old industrial paradigm, managers could get by without coaching. Command-and-control was good enough. But knowledge workers are far more independent than traditional ones, and employees can no longer be treated as mere subordinates. When a companys true assetsits human and intellectual capitalleave the office every night, traditional command-and-control is largely irrelevant. One cannot look for leadership only at the top, and bosses cannot simply tell knowledge workers and free agents what to do. The legendary Stanford University head coach Bill Walsh recognized this: Today, in sports as elsewhere, individualism is the general rule. Some of the most talented people are the ones who are the most independent.
That has required from management a fundamental change in the art and skill of communication and in organizational development.7 You may need to overhaul your management and leadership style. You may need to learn how to manage specialists who know far more than you do in a particular field. Ordering people around is simply not good enough anymorenot even in traditional hierarchies like the military. But doesnt such an overhaul take a huge investment? And will the payoff be worth it?
Chapter 4 ROP = Return on People

Leadership is the lifting of a human being's vision to higher sights, the raising of a person's performance to a higher standard, the building of a person's personality beyond its normal limitations. Peter Drucker
During the Civil Rights era in the United States, the Reverend Wyatt Walker, Martin Luther Kings right hand man, preached during a major crisis in the movement that above all, everyone needed to unite behind one leader, and that leader was Martin Luther King. Walker (who called King simply Leader in private) had to be reminded by a frail, bespectacled, soft-spoken student activist, Bob Moses, that one leader, no matter how great, is not enough to make real change. Rev. Walker, Moses said with the quiet conviction of a young man who had been trained in philosophy at Harvard, why do you keep saying one leader? Dont you think we need a lot of leaders? Walker gave him only a quizzical look and walked on without responding.8 A lot of leaders. That is what coaching is all about. If you have an enterprise committed to building a future that doesnt yet exist, if you want to build something bigger than what you can manage alone, you better have a lot of leaders around you. Having mere followers is simply not good enough anymore, if it ever was. Leaders who do not empower others are not leaders but dictators. Unfortunately, our current model of management is rather deeply ingrained. It began in the nineteenth century: the German army invented the
modern general staffinstead of a king or emperor personally leading the army into combatto organize large numbers of troops for war. Most modern organizational skills were forged in the fire of battle: planning and control, operations and logistics, orders and rules, discipline and training all came from the field of war.9 So did the concept of a chain of command. And the model was vastly successful, until recently. The twentieth century was dominated by war and by the threat of war: World War I, World War II, the Cold War, and liberation struggles around the world. It was a century whose agenda was dominated by ideological and geopolitical issues. It was also a century that achieved for many peoples freedom from tyranny, freedom of selfdetermination, freedom for individuals to shape their own lives. At the beginning of the twenty-first century, after long neglecting the human factor, we may be finally coming around to learning human skills like communication and empathy, empowerment and coaching. Trouble is, we havent learned much yet. Empowerment remains one of the great secrets of all times. We have achieved extraordinary scientific and technological breakthroughs, we know what type of matter exists on Mars, we know the secrets of life in the core of atoms, and yet we have learned precious little about coaching another person to lead. Despite complex systems theories to model the unpredictable behaviors of human organizations, and despite pathbreaking theories by researchers like Frederick Herzberg in the 1970s on
workers fulfillment and teamwork, we still know little about what empowers a human being to exceptional performance. But these human or soft skills, or the lack thereof, have very hard consequences. Your vision may be compelling and your strategy clear, but unless you empower the right people to own and implement them, it will come to naught, or worse, to a fiasco: quality problems, lost shareholder value, lawsuits, or strategic blunders. History has seen a fascinating broadening of leadership and a trend toward its democratization and self-determination, with humans making a remarkable transformation within a few hundred years from being commodities and subjects of rulers to being individuals with a mind of their own, and then from organization men in the 1950s who asked what was wanted of them, to self-managing people who asked themselves what they wanted.10 Now, through successive waves of democracy, an information-based economy and the Internet, we have arrived once again at a new paradigm of leadership. Coaching and co-leadership might be the cusp of the next evolution of what it means to be human. In this new paradigm, the best managers will no longer be the ones who treat their people like objects to move around and manage; the best managers will be the ones who are committed to their organizations leadership pipeline, and who use coaching as a methodology to widen their funnel of leadership. And leadership is that elusive quality that you can never have enough of. How many real leaders (not just managers) does your
company have right now? Imagine the organization had double the number of real leaderswhat would be achievable, and achieved, that is now but a frivolous dream? That type of leadership explosion is what coaching can bring about. Coaching has become the essential competence. How did that happen?
Chapter 5 Coaching: Fad or Future?

I can't understand why people are frightened of new ideas. I'm frightened of old ones. John Cage
Most peoples understanding of coaching comes from the world of sports, where pros and teams have used coaches for a long time. Already in the 1980s, Boris Becker worked with coach Ron Tiriac to win Wimbledon and become the worlds #1 tennis player. In 2010, Roger Federer, one of the greatest players of all time, was not above signing Paul Annacone as his coach. Tiger Woods uses a coach (though admittedly that did not help him stay out of trouble in his personal life). Not to speak of basketball or football teams who have used the likes of Red Auerbach, Pat Riley or Phil Jackson for a long time. But now coaching seems to reach beyond sports into virtually every walk of life. Its a virtual epidemic: Professionals use career or life coaches. Actors and opera singers use acting and voice and accent coaches. Singles use dating coaches. In 2003 the New York City Board of Education began employing coaches, offering weekly 55-minute sessions to incoming teachers. The Swiss federal government has hired a pool of coaches to empower technology entrepreneurs and their startups. Even the staid German Federal Agency for Employment has introduced coaching in its work processes. Though they hate to admit it, politicians use coaches too: After then-presidential candidate Howard Deans bad performance in a presidential debate, his supporters called on him to hire an image/debate
coach.11 Last but not least, each morning on my familys breakfast table, I get to look at the Kelloggs cereal box on which a Special K FigurCoach is your holistic, daily, and above all individual support on the path to your desired figure. Finally, managers use executive coaches. Just a few years ago, news that a CEO or senior executive had a coach would have raised eyebrows in the boardroom, and several of my clients were at pains to keep our coaching relationship secret. But now coachingor leading leaders, the two terms are interchangeable in this bookis all the rage. David S. Pottruck, CEO of the Charles Schwab Corporation; eBay CEO Meg Whitman; and Paul ONeill, the former Alcoa CEO and U.S. treasury secretary, to mention just some examples, all have used executive coaches. While coaches are most prevalent in the United States, the use of coaching is spreading globally. A survey of human resources professionals by the Hay Group, an HR consultancy, found that more than half the 150 organizations in Europe, Asia, Australia, and North America had increased their use of coaching in the previous year; 16 percent were using coaches for the first time.12 According to one author, 40 percent of Fortune 500 companies use professional coaching services;13 and one study reported that 93 percent of managers said that coaching should be available to all employees, regardless of seniority.14 Why? Because coaching appears to boost performance. For example, the International Personnel Management Association claims that ordinary training
typically improved performance by 22 percent, while training accompanied by coaching increased performance by 88 percent. And Fortune magazine cited a poll by the coaching provider Manchester of its own customers, executives mostly from Fortune 1,000 companies that had engaged in executive coaching. (Now, asking a coaching firm whether coaching works has the distinct miff of a fox-in-the-chicken-coop deal; conducting and publishing the survey was clearly in Manchesters interest, and if the results had not been in the companys favor, it probably would not have published them. Still, the answers came from the customers.) Asked for a conservative estimate of the monetary payoff they got from the coaching, these managers reported an average return of more than $100,000, or about six times what the coaching had cost their companies, and 28 percent of them claimed they had learned enough to boost quantifiable job performancewhether in sales, productivity, or profitsby $500,000 to $1 million since they took the coaching.15 It is becoming clear that coaching is a key success factor in exceptional performance. But the coaching process is often badly understood and largely absent from management; and there are a lot of quacks out there. According to the American Society for Training and Development, companies spend about $55 billion per year on formal training of all kinds. Often they use elaborate and eccentric methods to get their point across: competitions where groups of employees have to pass oranges from neck to neck; paintball wars; fighter-pilot simulations; or a course at the BMW Performance Center in Spartanburg, South
Carolina that features driving a car while blind-folded. The only trouble is that such programs, while offering fun and a respite from the drudgery of day-to-day management, have little relevance to Monday morning back at the office, and they add zero durable value.16 They are cost-centers. Worse, the term coaching is often used to mask old-style methods like advice or criticism, or more sinister applications like manipulation or coercion. And unless manager-coaches understand the deep-seated and often subconscious experiences and psychodynamic structures of their team members, they will likely do more damage than help, even with the best intentions. All too often senior managers, especially those who get their coaching ideas from sports, sell themselves as suppliers of simple answers and quick results, or worse, they focus merely on behavioral changes17 and ignore the hidden mindsets that give rise to peoples behaviors. No wonder: I have seen many executives who were promoted to senior management positions because they had excelled in a specialized technical skill-setfor example finance or engineering or marketingbut never had the chance to develop their people skills, let alone their ability to look for the hidden drivers in their colleagues. It is my conviction that unless leaders address these underlying ways of being, thinking and attitudes, they will not produce lasting change. Managers need a deeper, fuller and more systematicin one word, a more Swissunderstanding of the leading-leaders process. One client of mine, a senior executive at a multinational energy company, told me that my coaching
methodology differs from conventional approaches. You provide a backbone of principles, not just the fad of the moment, he said. This is not just theory, but applied. Normally there is no reflection, we just file the notes; but with you there is reflection, and we incorporate the concepts in our everyday business. Normally we end up with a slew of new problems; you on the other hand solve problems. Your coaching does not waste time; on the contrary, it speeds up our work. I could not have asked for a better summary of my approach. A combination of features makes the leading-leaders approach uniqueindeed, it is my conviction that coaching will not produce sustainable breakthrough results unless it sports these features: A dedication to revealing the clients leadership and brilliance (rather than remedial coaching designed to fix the client); A focus on action (rather than merely on theory in costly seminars, where ideas sound good and never have to be proved); An undying commitment to leaders success and measurable, bottom-line, breakthrough results (rather than relying on a pre-existing program); An emphasis on communicationspeaking and listeningas the medium in which all coaching happens (rather than on mysterious psychological concepts); A cross-cultural approach that allows clients to decode their own and other peoples cultures (rather than assuming a one-fits-all methodology that is blind to other value-systems);
And last but not least, an understanding of the coach as a transformative leader, a catalyst that interrupts business-as-usual (rather than a mere expert or a mentor).
I know of few greater pleasures than seeing another human being reach beyond his or her limits and realize a vision. But how did I get to build this unique methodology?
Chapter 6 The Education of a Leader

The theorist operates in a pristine place free of noise, of vibration, of dirt. The experimenter develops an intimacy with matter as a sculptor does with clay, battling it, shaping it and engaging it. The theorist invents his companions, as a nave Romeo imagined his ideal Juliet. The experimenter's lovers sweat, complain, and fart. James Gleick
I learned leading leaders the hard way. Three decades ago, The Hunger Project quietly pioneered a new style of leadershipleadership from below. So in 1986, at the tender age of twenty-four, I was thrust into a global leadership position for The Hunger Project, an international organization on the roster of the United Nations. The promise of the organizationto bring about the end of world hungerwas so outlandish that its managers had to unleash leaders at all levels, from heads of state like Bill Clinton, Nelson Mandela, or Jerry Rawlings of Ghana, to tens of thousands of volunteers in countries from Australia to Zambia. I was in charge of performance management in twenty-seven global affiliates; eventually, all affiliates worldwide reported to me as director of global operations; but de facto they were not required to listen to me at all. In a legal sense they were not accountable to me but to their respective national boards of directors, who were their legal and fiduciary bosses. The only legal authority I wielded was to revoke their right to use the name of the organization if they embezzled money or worked counter to the organizations mandate. So I could
never tell any global affiliate what to do. I couldnt hire or fire people in Japan, or determine the expense budget in Sweden. As if that were not enough, our objectives outstripped my resourcesthey were far bigger than what I could accomplish with the existing people capacity, so I was continuously forced to generate new leaders who would carry out the organizations mandate. This was true for all managers at the organization, since our job was to create a global movement to meet the goal of ending world hunger. Our motto unleashing the human spirit was much more than a slogan: the ratio of staff to activists was extraordinarysome 150 staff worldwide in charge of coaching and mobilizing up to some 65,000 activists. Our relationships were not transactional. Local leaders were not on my payroll, so I couldnt even offer them incentives for top performance. Volunteers had no contractsif they didnt like their jobs anymore, they would simply walk out on us. The bottom line: Old techniques based on command-and-control were useless. I was forced to lead through inspiration, persuasion, empowerment, listening, and yes, sometimes manipulation. And my ability to lead leaders produced the results: from 1992 to 1996 we produced an annually compounded 45 percent increase in revenue while holding expenses stable, and empowered millions of people to get out of the conditions of hunger. Years later, after I had left the organization and had coached privatesector clients, the genius of this structure dawned on me: it had forced me to work in true partnership with people around the world. My lack of formal
authoritythe very thing that had given me so many sleepless nightshad made me build potent relationships, foster peoples internal commitment to the organizations mission and methodology, become a transformational leader who inspired rather than merely a transactional one wielding carrots or sticks. In short, I had become an effective manager-coach. My job had forced me to become a new kind of leader: one who supports the people rather than ruling over them; one who focuses not on feeding his own ego, but on coaching others to fulfill their aspirations; one who is not merely about pushing his own agenda but about unleashing the human spirit to make a difference. I learned the art of coaching on the job, in the action. It was not neat but often messy. I made lots of mistakes. In hindsight, some of them seem stupid. Looking back, I often wonder: How could I have been so blind? Yet I am grateful for my blunders. They taught me what works and what does not. Perhaps my mistakes and successes mean that others wont have to reinvent the wheel, but see what works and what doesnt in their own endeavors as leaders leading leaders. Quite frankly, it was a pain in the neck at the time, but in hindsight it was the best education in performance coaching that I could have asked for. And in the decades since then, it has come to be exactly the leadership style we need in a time when command-and-control is bankrupt. Even in the U.S. Army, the soldier in Sadr City has access to local intelligence that planners in the Pentagon simply lack and needs to be empowered to make good decisions based on that
intelligence; in other words, to lead from wherever they sit. That is why the Army has introduced a Teams of Leaders (ToL) approach in its command structure and published a Teams of Leaders Coaching Guide in June 2009 that defined ToL as an approach for rapidly building and effectively employing cross-boundary teams that are highly competent both in making and executing decisions and in learning and adapting together.18 That is precisely what leading leaders is all about. But is it an art that only the talented can practice, or a science that can be learned and mastered by everyone? Coaching is an art, but I believe it is also a science: Far from being a mystery, it consists of laws that can be taught and learned. True, there is scant scientific evidence or statistical research on the efficacy of the coaching approach, compared to traditional top-down control. Most books and articles on coaching involve only one successful case or a few anecdotes, which doesnt prove anything. How can we know conclusively that the coaching approach, as an independent factor, makes a positive difference in an enterprises productivity? But my experience in over twenty-six years of coaching shows the superiority of the coaching methodology. My coaching has reliably produced hundreds of leaders who think for themselves, transform obstacles into opportunities, and get results virtually impossible prior to coaching. In one company, the retail team produced an 11 percent increase in sales while the industry average declined by 1 percent in a difficult year. Another client exceeded his annual revenue goal of 5
million euro with new products that had not even been on the market when the coaching process began. So coaching is about performance, yet not merely about results. Nor is it a euphemism for ordering people to do stuff. And that brings us to the final chapter: To do coaching justice, perhaps the most important task is to distinguish coaching from what it is not.
Chapter 7 What Coaching Is Not

I have no theory. I only show something. I show reality... I take those who listen to me by the hand and lead them to the window. I push open the window and point outside. I have no theory, but I lead a conversation. Martin Buber
The role of coach is an unusual one for most managers. After all, our responsibility is to produce operational and financial results, not to dabble in peoples internal processes. And usually senior managers got promoted to where they are today less for their competence at empowering others than for their technical or financial or strategic skills. But a thorough understanding of coaching is essential for leading teams and can cause a quantum leap in organizational productivity. Let us say what a coach is not. First is the difference between coaching and management, which are not entirely separate domains (coaches must manage and managers must coach), and of course neither is better than the otherthat would be like saying that air is better than water. The management hat and the coaching hat are both required if you want to lead effectively, and you better know which hat you are wearing at any given time (remember, breathing under water is not good for you). The coach-client relationship is distinct from a whole range of other relationships. The coach need not be an expert, although he or she may possess expertise in a certain area. Experts are paid to give advice, but their very
expertise can lock them in a box of outdated thinking; it was one of the great experts of our time, Albert Einstein, who said that The world we have made as a result of the level of thinking we have done thus far creates problems we cannot solve at the same level at which we created them. When I coached the president of a multinational energy company, I told the top manager that I could not hope to ever match his expertise in his field (he was an imposing fellow who had been around the block several times during his thirty years as an industry insider); but that I might nevertheless be useful in interrupting business-as-usual precisely because I was an outsider. In fact the coach need not be a great player. Tennis coach Tiriacs expertise lay not in playing better than Becker, but in the quality of his observation and his conversations with him. The same is true for the relationship between Federer and his coach Annacone today. Federers technique is flawless; it is the mental part of the game that he needs his coach for. Neither is a coach a trainer or teacher, who usually wield authority over their trainees or students. In coaching, the player is and remains the boss. Becker, not Tiriac, was ultimately accountable for winning and able to fire Tiriac any time (and eventually did). And it is Federers job to win again; it was his failure when he lost in the 2010 U.S. Open semifinal to Serbias Novak Djokovic in five grueling sets. A coach is not even a mentor. Mentoring is a modeling behavior, usually by a more experienced colleague: Do what I do to be successful. But I have coached leaders many years my elders. They had more experience in life as well
as in their particular business. But they invariably told me that the coaching made a big difference in their work and their lives. One senior executive, age 62 when I was barely 40, told me: I wish I had had your tools 35 years ago when I was starting out. At least four key characteristics distinguish a coach from everybody else. First, a coach talks straight and is not concerned with being nice. Second, a coach generates a demand for coaching. In other words, a coach does not coach without a request for coaching. Third, a coach has an unconditional commitment to the clients success. When Andy Roddick hired Brad Gilbert as his coach in 2003, Gilbert agreed immediately, saying here was somebody I felt like had a chance to be No. 1 in the world.19 Fourth, a coach provides new ways of seeing. Rather than talking about circumstances, a coach provides new ways of looking at those circumstances that have the world show up in a new way for the player. In leading leaders, there is no time to lean back or rest on the laurels of the past. Comedian Jerry Seinfeld once said that the challenge of being funny never lets up: No matter how funny you were five minutes ago, the audience is unforgiving. Five minutes of bad jokes, and you have lost them.20 Since coachees are constantly watching whether the interactions with you are worth their while, being a coach is very similar to being a comedian: You dont have the luxury of one bad move. (But dont let that discourage you.)
Further Reading
Self-Knowledge Covey, Stephen R. 1991. Principle-Centered Leadership. New York: Summit Books. Freud, Sigmund. 1938. The Basic Writings of Sigmund Freud. A.A. Brill, ed. New York: Modern Library. Gandhi, Mohandas K. [1927] 1992. An Autobiography, Or The Story of my experiments with truth. Ahmedabad: The Navajivan Trust. Gardner, Howard. 1995. Leading Minds: An Anatomy of Leadership. New York: Basic Books. Goleman, Daniel. 1995. Emotional Intelligence. New York: Bantam Books. Jung, Carl Gustav. 1923. Psychological Types. New York: Harcourt and Brace. Lukes, Steven. 1974. Power: A Radical View. London: Macmillan. Machiavelli, Niccol. [1505] 1961. The Prince. London: Penguin Classics. http://www.bibliomania.com/2/1/64/111/frameset.html Messick, David M. and Max H. Bazerman, Ethical Leadership and the Psychology of Decision Making, Sloan Management Review, Winter 1996, 9-22. Northouse, Peter G. 1997. Leadership: Theory and Practice. Thousand Oaks CA: Sage Publications. Weick, Karl E. 1996. Drop Your Tools: An Allegory for Organizational Studies, Administrative Science Quarterly, 301-313. Zweifel, Thomas D. 2003. Culture Clash: Managing the Global High-Performance Teams. New York: SelectBooks. Zweifel, Thomas D. and Aaron Raskin. 2008. The Rabbi & the CEO: The Ten Commandments for 21stCentury Managers. New York: SelectBooks. Relationship Buber, Martin. 1970. I and Thou. New York: Charles Scribners Sons. Drucker, Peter F. 1988. The Coming of the New Organization. Harvard Business Review (January-February), 45-53.. Evered, Roger D. and James C. Selman. 1989. Coaching and the Art of Management, Organizational Dynamics (Autumn), 16-32. Flaherty, James. 1999. Coaching: Evoking Excellence in Others. Boston: Butterworth-Heinemann. Goleman, Daniel. 1997. Emotional Intelligence. New York: Bantam Books. Handy, Charles. 1995. Trust and the Virtual Organization, Harvard Business Review, May-June. 40-50. Katzenbach, J.R. and Smith, D.K. 1993. The Wisdom of Teams. Cambridge: Harvard Business School Press. Meyer, Christopher and Julia Kirby. 2010. Leadership in the Age of Transparency, Harvard Business Review. April. 38-46. Zweifel, Thomas D. 2003. Communicate or Die: Getting Results Through Speaking and Listening. New York: SelectBooks. Vision Goss, Tracy, Richard Pascale, and Anthony Athos. 1993. The Reinvention Roller Coaster: Risking the Present for a Powerful Future, HBR Reprint #93603. Hamel, Gary and C.K. Prahalad. 1989. Strategic Intent, HBR Reprint #89308 (May-Jun), 63-76. Zaleznik, Abraham. 1992. Managers and Leaders, Are They Different? Harvard Business Review 3-92, Reprint # 92211, 126-138. Strategy Hinterhuber and Popp. 1992. Are You a Strategist or Just a Manager? HBR Reprint # 92104, 105-113. Hamel, Gary. 1996. Strategy as Revolution, HBR (Jul-Aug), 69-82. 42 2010 ThomasZweifel.com
Leading Leaders: The Art & Science of Boosting ROP Senge, Peter. 1990. The Leaders New Work: Building Learning Organizations, Sloan Management Review (Fall), Reprint #3211. The Hunger Project. 1991. Planning-in-Action: an innovative approach to human development. New York: The Hunger Project. http://www.thp.org/programs/index.html Action Manchester, William. 1988. The Last Lion: Winston Spencer Churchill. Vol. 1: Visions of Glory; Vol. 2: Alone 1932-1940. Boston: Little Brown. Mandela, Nelson R. 1994. Long Walk to Freedom. Boston: Little, Brown and Company. Scherr, Allan L. 1989. Managing for Breakthroughs in Productivity, Human Resource Management 28:3 (Fall), 403-424. Zweifel, Thomas D. 2009. Leadership in 100 Days: A Systematic Self-Coaching Workbook. New York: iHorizon. Global Leadership Hofstede, Geert. 2001. Cultures Consequences: Comparing Values, Behaviors, Institutions and Organizations Across Nations. (2nd ed.) Thousand Oaks, CA: Sage Publications. Prahalad, C.K. and Lieberthal. 1997. The End of Corporate Imperialism, HBR. Schell, Michael and Charlene M. Solomon. 1997. Capitalizing on the Global Workforce. New York: McGraw-Hill. Zweifel, Thomas D. 2005. International Organizations and Democracy: Accountability, Politics, and Power. Boulder CO: Lynne Rienner Publishers. Political and Public Sector Leadership Allison, Graham. 1971. Essence of Decision: Explaining The Cuban Missile Crisis. Weber, Max. "Bureaucracy" in From Max Weber: Essays in Sociology, H. H. Gerth and C. Wright Mills, eds. Oxford: Oxford University Press, 1946. Paper ed., 1958, pp. 196-244. Wilson, Woodrow. "The Study of Administration," Political Science Quarterly 2 (June 1887): 197222. Business Leadership Brands. 1999. Masters of Enterprise. New York: Free Press. Slater, Robert. 1999. Jack Welch and the GE Way: Management Insights and Leadership Secrets of the Legendary CEO. New York: McGraw-Hill. Nonprofit Leadership Drucker, Peter F., Managing the Nonprofit Sector: Principles and Practices. New York, NY: HarperCollins Publishers, 1990. The Hunger Project. 1995. Ending Hunger and the New Human Agenda. New York: www.thp.org/reports/nha.htm The Hunger Project. 1996. Unleashing the Human Spirit: Principles and Methodology of The Hunger Project. New York: www.thp.org/reports/prin496.htm Women and Minorities Leadership Branch, Taylor. 1989. Parting the Waters: America in the King Years, 1954-63. Holmes, Joan. 1995. Womens Leadership and the New Human Agenda, Statement to the Fourth Conference on Women, Beijing. www.thp.org/reports/jhbeij95.htm Sargent, A. 1981. The Androgynous Manager. New York: American Management Association Communications.
The Author
I was born not knowing and have only had a little time to change that here and there. Richard Feynman
Thomas D. Zweifel is a specialist in performance management and human-centered strategies, especially leadership coaching, effective communication, and cross-cultural management. The co-founder and CEO of Swiss Consulting Group has coached hundreds of leaders in Fortune 500 companies, SME's, governments, and non-governmental organizations since 1984. Living in Europe, India, Japan and the United States, he has enabled largescale change processes, built virtual high-performance teams, and realized breakthrough results with clients, often working as a manager-coach. Beginning in 2000, Dr. Zweifel has taught leadership at Columbia University, St. Gallen University, and other business schools in Australia, Israel, Switzerland and the United States. He publishes frequently on leadership and is the author of Culture Clash: Managing the Global High-Performance Team (SelectBooks, 2003); Communicate or Die: Getting Results Through Speaking and Listening (SelectBooks, 2003); The Rabbi and the CEO: The Ten Commandments for 21st Century Leaders (SelectBooks, 2008, a Jewish Book Award and Foreword Book Award finalist); and Leadership in 100 Days: A Systematic Self-Coaching Workbook (iHorizon, 2010). In addition to his writing, he speaks often in corporations and the media, most recently on ABC News, Bloomberg TV, CBS and CNN.
Born in Paris, Thomas was educated in Switzerland, Germany and the United States, and is fluent in English, German, French, and Italian. He holds a masters degree in international affairs from Columbia University and a Ph.D. in International Relations from New York University. In 1996 he realized his dream of breaking three hours in the New York City Marathon, and in 1997 was recognized as the fastest CEO in the New York City Marathon by Wall Street Journal. He is based in New York City and Zurich, where he lives with his wife and family.
Theodore Roosevelt, Citizenship in a Republic, Speech at the Sorbonne, Paris, April 23, 1910. Goldin, Hyman. 1962. Ethics of the Fathers. New York: Hebrew Publishing Company. 10. According to an ancient rule, slavery was forbidden among Jews, except when one could not repay his debt, in which case the creditor became the debtors lord. But after a maximum of seven years, the slave had to go free, unless he asked the lord to keep him. In that case, the lord had to put the debtors ear against a wall and drive a nail through his ear, so that the debtor could not hear Gods commandment that you shall have no lord beside me. 3 International Organization for Migration. See http://www.iom.int/jahia/jsp/index.jsp 4 New York Times 21 March 2001. 5 William Manchester, The Last Lion: Winston Spencer Churchill. Vol. I: Visions of Glory 18741932. 4. 6 Speech to the House of Commons, September 30, 1941. 7 Richard Rapaport. 1993. To Build a Winning Team: An Interview with Head Coach Bill Walsh, Harvard Business Review, January-February. 8 Taylor Branch, Parting the Waters, 300-301. 9 I owe this idea to Richard Kilburg, Executive Coaching, 54. 10 Peter Drucker. 1999. Managing Oneself, Harvard Business Review, March-April 1999. 65-74. 11 New York Times, 6 September 2003, A1. 12 Des Dearlove and Stuart Crainer. 2003. My Coach and I, Strategy and Business, Issue 31. 1-6. 13 Debbie Campbell Wade, Coaching Firm Rallies Businesses, Austin Business Journal, 2003. 14 Coaching at Work survey, Chartered Management Institute, 2002. 15 Anne Fisher, Executive CoachingWith Returns a CFO Could Love, Fortune, February 19, 2001. 16 Training Programs Often Miss the Point on the Job, New York Times, 29 March 2000. C12. 17 Steven Berglas. 2003. Wenn der Trainer falsche Tipps gibt, Harvard Business Manager. 1/2003. 98-105. 18 United States Army Combined Arms Center, 2009. Teams of Leaders: Building Adaptive, HighPerforming Interagency Teams, Vol. 2 Coaching Guide. Fort Leavenworth TX: Combined Arms Center. http://usacac.army.mil/cac2/bcks/ToL.asp 19 New York Times 22 June 2003. Section 8/1. 20 Jerry Seinfeld, Comedian, documentary, 2002.
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Leading Leaders

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Leading Leaders: The Art & Science of Boosting ROP

Thomas D. Zweifel, Ph.D.

Leading Leaders: The Art & Science of Boosting ROP

Leading Leaders: The Art & Science of Boosting ROP

Leading Leaders: The Art & Science of Boosting ROP

Leading Leaders: The Art & Science of Boosting ROP

Leading Leaders: The Art & Science of Boosting ROP

Leading Leaders: The Art & Science of Boosting ROP

TDZ, New York City & Zurich, November 2010

Leading Leaders: The Art & Science of Boosting ROP

Leading Leaders: The Art & Science of Boosting ROP

Leading Leaders: The Art & Science of Boosting ROP

Chapter 1 Leadership-In-Action. A Lab

Leading Leaders: The Art & Science of Boosting ROP

Leading Leaders: The Art & Science of Boosting ROP

Leading Leaders: The Art & Science of Boosting ROP

Chapter 2 What Is Leadership (to You)?

Leading Leaders: The Art & Science of Boosting ROP

Leading Leaders: The Art & Science of Boosting ROP

Leading Leaders: The Art & Science of Boosting ROP

Chapter 3 What Would Churchill Say?

Leading Leaders: The Art & Science of Boosting ROP

Leading Leaders: The Art & Science of Boosting ROP

Leading Leaders: The Art & Science of Boosting ROP

Leading Leaders: The Art & Science of Boosting ROP

Leading Leaders: The Art & Science of Boosting ROP

Leading Leaders: The Art & Science of Boosting ROP

Leading Leaders: The Art & Science of Boosting ROP

Leading Leaders: The Art & Science of Boosting ROP

Chapter 4 ROP = Return on People

Leading Leaders: The Art & Science of Boosting ROP

Leading Leaders: The Art & Science of Boosting ROP

Leading Leaders: The Art & Science of Boosting ROP

Leading Leaders: The Art & Science of Boosting ROP

Chapter 5 Coaching: Fad or Future?

Leading Leaders: The Art & Science of Boosting ROP

Leading Leaders: The Art & Science of Boosting ROP

Leading Leaders: The Art & Science of Boosting ROP

Leading Leaders: The Art & Science of Boosting ROP

Leading Leaders: The Art & Science of Boosting ROP

Leading Leaders: The Art & Science of Boosting ROP

Chapter 6 The Education of a Leader

Leading Leaders: The Art & Science of Boosting ROP

Leading Leaders: The Art & Science of Boosting ROP

Leading Leaders: The Art & Science of Boosting ROP

Leading Leaders: The Art & Science of Boosting ROP

Leading Leaders: The Art & Science of Boosting ROP

Chapter 7 What Coaching Is Not

Leading Leaders: The Art & Science of Boosting ROP

Leading Leaders: The Art & Science of Boosting ROP

Leading Leaders: The Art & Science of Boosting ROP

Leading Leaders: The Art & Science of Boosting ROP

Leading Leaders: The Art & Science of Boosting ROP

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