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An alien-made artefact or just interstellar debris? What ʻOumuamua says about how science works when data is scarce

ASIA-PACIFIC


After NepaLeaks sparks anti-corruption reform, ‘weak’ data transparency still a hurdle for reporters

ICIJ partners who exposed major financial crimes are eager to see whether new measures in the country are more than cosmetic changes to gain the international community’s approval.By Scilla Alecci

After NepaLeaks sparks anti-corruption reform, ‘weak’ data transparency still a hurdle for reporters

Magna Carta Day


Did you know…

… that today is Magna Carta Day? On this day in 1215, King John of England signed the Magna Carta at Runnymede. This first charter of English liberties was the basis for American democratic thought. The Magna Carta still forms an important symbol of liberty today, often cited by politicians and campaigners, and is held in great respect by the British and American legal communities.

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Today’s Inspirational Quote:

“Learn to work harder on yourself than you do on your job. If you work hard on your job you can make a living, but if you work hard on yourself you’ll make a fortune.”

— Jim Rohn

The Marhall Goldsmith Newsletter


 

     
 

My mission is simple. I want to help successful people achieve positive, lasting change in behavior; for themselves, their people, and their teams. I want to help you make your life a little better. Thank you for subscribing! Life is good.


My mission is to help successful leaders achieve positive, long-term, measurable change in behavior. The following process is being used by coaches around the world for this same purpose. When these steps are followed, leaders almost always achieve positive, measurable results in changed behavior – not as judged by themselves, but as judged by pre-selected, key co-workers. This process has been used with great success by both external coaches and internal coaches. If the coach will follow these basic steps, clients almost always get better!

1.  Involve the leaders being coached in determining the desired behavior in their leadership roles.Leaders cannot be expected to change behavior if they don’t have a clear understanding of what desired behavior looks like. The people that I coach (in agreement with their managers) work with me to determine desired leadership behavior.

2.  Involve the leaders being coached in determining key stakeholders. Not only do clients need to be clear on desired behaviors, they need to be clear (again in agreement with their managers) on key stakeholders. There are two major reasons why people deny the validity of feedback, wrong items, or wrong raters. Having clients and their managers agree on the desired behaviors and key stakeholders in advance helps ensure their “buy in” to the process.

3.  Collect feedback. In my coaching practice, I personally interview all key stakeholders. The people who I am coaching are all CEOs or potential CEOs, and the company is making a real investment in their development. However, at lower levels in the organization (that are more price sensitive), traditional 360 feedback can work very well. In either case, feedback is critical. It is impossible to get evaluated on changed behavior if there is not agreement on what behavior to change!

4.  Reach agreement on key behaviors for change. As I have become more experienced, my approach has become simpler and more focused. I generally recommend picking only one to two key areas for behavioral change with each client. This helps ensure maximum attention to the most important behavior. My clients and their managers (unless my client is the CEO) agree upon the desired behavior for change. This ensures that I won’t spend a year working with my clients and have their managers determine that we have worked on the wrong thing!

5.  Have the coaching clients respond to key stakeholders. The person being reviewed should talk with each key stakeholder and collect additional “feedforward” suggestions on how to improve the key areas targeted for improvement. In responding, the person being coached should keep the conversation positive, simple, and focused. When mistakes have been made in the past, it is generally a good idea to apologize and ask for help in changing the future. I suggest that my clients listen to stakeholder suggestions and not judge the suggestions.

6.  Review what has been learned with clients and help them develop an action plan. As was stated earlier, my clients have to agree to the basic steps in our process. On the other hand, outside of the basic steps, all of the other ideas that I share with my clients are suggestions. I just ask them to listen to my ideas in the same way they are listening to the ideas from their key stakeholders. I then ask them to come back with a plan of what they want to do. These plans need to come from them, not me. After reviewing their plans, I almost always encourage them to live up to their own commitments. I am much more of a facilitator than a judge. I usually just help my clients do what they know is the right thing to do.

7.  Develop an ongoing follow-up process. Ongoing follow-up should be very efficient and focused. Questions like, “Based upon my behavior last month, what ideas do you have for me for next month?” can keep a focus on the future. Within six months conduct a two- to six-item mini-survey with key stakeholders. They should be asked whether the person has become more or less effective in the areas targeted for improvement.

8.  Review results and start again. If the person being coached has taken the process seriously, stakeholders almost invariably report improvement. Build on that success by repeating the process for the next 12 to 18 months. This type of follow-up will assure continued progress on initial goals and uncover additional areas for improvement. Stakeholders will appreciate the follow-up. No one minds filling out a focused, two- to six-item questionnaire if they see positive results. The person being coached will benefit from ongoing, targeted steps to improve performance.

While behavioral coaching is only one branch in the coaching field, it is the most widely used type of coaching. Most requests for coaching involve behavioral change. While this process can be very meaningful and valuable for top executives, it can be even more useful for high-potential future leaders. These are the people who have great careers in front of them. Increasing effectiveness in leading people can have an even greater impact if it is a 20-year process, instead of a one-year program.

People often ask, “Can executives really change their behavior?” The answer is definitely yes. At the top of major organizations even a small positive change in behavior can have a big impact. From an organizational perspective, the fact that the executive is trying to change anything (and is being a role model for personal development) may be even more important than what the executive is trying to change. One key message that I have given every CEO that I coach is “To help others develop – start with yourself!”

Life is good. Marshall.

International Day of FAmily Remittances 16 June


International Day of Family Remittances – 16 June 

This day is celebrated to recognize the contribution of over 200 million migrant workers who work tirelessly to improve the lives of their family. 

Content marketing ideas:     

  • Listicle idea: X Steps to prevent another migrant crisis during a pandemic  
  • Infographic idea: How to make the lives of female migrant workers safer  
  • Video idea: Here’s how ILO ensures the welfare of migrant workers  
  • Podcast idea: Can digitization provide better jobs to migrant workers? 

Brand campaign that worked: 

This ad by PhonePe shows the sweet exchange between a housewife and her migrant husband who has sent her a gift for her birthday. 

World Day to Combat Desertification and Drought – 17 June