Practice leadership. Just as attorneys practice law, leaders need to practice leadership. Great leaders influence others toward a better future. Leadership requires public optimism. Narcissism. Confidence. Practice, and more practice. Every day I identify the top 8-10 people I need to influence. They may be clients, colleagues, prospects, friends, loved ones. Then I write their names on my list and practice leadership. Some require a phone call, others need a direct meeting. All on my daily target list need to know that they are important to me and my business. When I practice leadership daily, then I stay focused on my objective of being a leading provider of outcome-based leadership development solutions. You can practice leadership daily.
Doug Gray, PhD, author of Objectives and Key Results (OKR) Leadership, CEO of Action Learning Associates, has worked with over 10,000 leaders in multiple sectors since 1997.
For a print or digital copy of Objectives + Key Results (OKR) Leadership; How to Apply Silicon Valley’s Secret Sauce to Your Career, Team or Organization, click here. This book is a great read during the holidays, as you prepare for a New Year, a New You or New Decade in 2020.
Then write a review in your favorite social media platform. Mention my title: Objectives + Key Results (OKR) Leadership; How to apply Silicon Valley’s secret sauce to your career, team or organization.
Please share these testimonials with your team or organization:
“Doug Gray makes the complex understandable. More important, he makes it doable.”
Craig E. Aronoff, Ph.D., author, Chairman and co-founder, The Family Business Consulting Group, Inc.
“Doug builds on the OKR approach with practical and valuable guidance for individuals, teams and organizations. If you plan on implementing OKRs for your organization, you need this book.”
John Mattox, PhD, author, Head of Talent Research, Metrics that Matter, Explorance
“Introducing the OKR framework has not only allowed us to align our company goals throughout the organization, but it has also provided an easy mechanism to give visibility into how we drive operational accountability.”
Justin Jude, Acting President, LKQ Corp, North America
“Finally, a much needed leadership focus on the importance of clear objectives and specific, measurable results. This book will be useful not just for the present but throughout a practitioner’s career.“
Dave Vance, PhD, author, Executive Director, Center for Talent Reporting
2. The paper and audible book releases will be available after 11.14.19. Please forward this page to your friends and colleagues today.
3. Share these testimonials:
“Doug’s leadership training of the OKR process has been received positively by my sales team due to the coaching being simple, engaging and very effective.” Terry Fortner, VP Sales and Marketing, North America LKQ Corporation.
“Doug Gray makes the complex understandable. More important, he makes it doable.” Craig E. Aronoff, Ph.D., author, Chairman and co-founder, The Family Business Consulting Group, Inc.
“John Doerr’s book “Measure What Matters” describes how OKRs (Objectives and Key Results) transformed Silicon Valley. With this new book, Doug builds on the OKR approach with practical and valuable guidance for individuals, teams and organizations. If you plan on implementing OKRs for your organization, you need this book.” John Mattox, PhD, author, Head of Talent Research, Metrics that Matter, Explorance
“The top five companies in Silicon Valley have an economic value as great as the United Kingdom. They must know something. Doug has uncovered their secrets in his OKR Leadership approach.” Jac Fitzenz, PhD, author, Founder Saratoga Institute and Human Capital Source
“Doug Gray provides readers with a ‘moment of truth’ concerning how we can transform lofty objectives into down-to-earth results.” James Dillon, co-Founder, Emerging Step
“Introducing the OKR framework has not only allowed us to align our company goals throughout the organization, but it has also provided an easy mechanism to give visibility into how we drive operational accountability. That visibility now exists for both our employees and supervisors. OKR Leadership has encouraged broader and more in-depth conversations about the right key results to drive individual or team objectives.” Justin Jude, Acting President, LKQ Corp, North America
“Doug’s new book challenges me to be a leader and to practice leadership. This book provides a practical framework that will make you a more successful leader.“ David Cardwell, SVP, IT Operations, F100 company
“Finally, a much needed leadership focus on the importance of clear objectives and specific, measurable results. This book will be useful not just for the present but throughout a practitioner’s career.“ Dave Vance, PhD, author, Executive Director, Center for Talent Reporting
“In his new and exciting book, OKR Leadership, Doug Gray shares how his proven techniques can help you move the needle to achieve the business outcomes you’ve been striving for. If you’re ready for a transformation, then OKR Leadership is a must read!” Sheri Bankston, VP, Alliance Safety Council
“History is littered with the graves of organizations who had the right strategy but were unable to execute. Lack of execution is a very real threat to every organization’s survival. This is a very practical look at the OKR system to accomplishing results. Written incredibly clearly, Doug Gray has brought OKR Leadership to life in a way that would benefit any organization.” Brian Underhill, Ph.D., author, Founder and CEO, CoachSource
4. Share this back cover:
Leaders practice leadership, just as physicians practice medicine and attorneys practice law. Objectives and Key Results (OKRs) are the secret sauce that drives the largest migration of financial assets and technological innovation ever recorded in human history to Silicon Valley, California, USA, since the 1970s. OKR Leadership — the process for managers and leaders to practice what matters – is the secret sauce that drives transformational leadership, employee engagement and the next generation of management consulting. Join the OKR Leadership movement. See details at www.Action-Learning.com or www.OKRLeadership.com. This practical and valuable book will help you practice OKR Leadership in your career, team or organization immediately.
How to make your next proposal better than your last one.
Let’s face it, of all the skills you can bring to bear to help your clients, the limiting factor is your ability to get proposals signed. You need to make money. You want to share your genius with the world world. You need to get your proposal written and sold. You need to deliver value at each step of the sales process. Here are three great ways to write coaching proposals that sell. You can be smarter than your competitors.
Less fluff, more value. Your job is to add value and solve your client’s problems. Nothing else matters. Your model, framework, tactic or magical gifts do NOT provide value to your client. Your solution is the value. Stay focused on the results you can deliver.
2. Fewer credentials, more results. Congratulations, your certification/ degree is a huge accomplishment. But nobody understands what it means. Make sure more space is devoted to results than credentials.
3. Make it easy to understand. If your buyer has to exercise their brain to realize how good your proposal is, then you haven’t done the work required to make it great. Keep the structure simple.
The Feedback Process
EXPERT CONTRIBUTOR: Tom Stone
We all talk about feedback a lot. Most leaders think they do it well. But my opinion is that we simply don’t know how to give feedback well. The problem is our inability to give good feedback creates problems down the road.
A lack of feedback gives people unspoken approval for unacceptable behavior. This false approval encourages people to continue patterns of behavior that don’t help them or anyone else.
But it gets worse. Everyone in an organization is constantly evaluating competency. So a lack of feedback not only affects the person who needs to receive, but it also affects everybody else who knows that feedback should be given.
A leader is never out from under the microscope. Giving good feedback is one of the surest ways to encourage effective behavior and to demonstrate leadership competency. It is a skill that can be learned, and we can learn to teach it and demand it as part of our culture.
Feedback leads to learning.
The Leadership Wisdom of Dogs
EXPERT CONTRIBUTOR: Krissi Barr
The attributes, traits and characteristics that separate leaders from the rest of the pack can be clearly seen in the behavior of dogs: loyalty, perseverance, friendship, teamwork, honesty, bravery, ingenuity, playfulness, curiosity and an unflagging desire for more information.I call it the Fido Factor.
Faithful leaders earn the trust of their team and their customers by doing the right things and living up to their word.
Inspirational leaders move people to do the meaningful and the extraordinary.
Determined leaders combine perseverance with a dose of fearlessness to keep moving toward goals.
Observant leaders are committed to taking in as much information as possible in order to make the best decisions.
Recently I was asked this question by someone who desperately wanted to be certified as an “executive coach.”
Be careful. Here are the facts.
There is not one “best coaching certification or methodology for those who work with executives,” for several reasons.
1. Executive coaching is a new approach with a short history (about 20 years) within psychology (about 100 years). The protocols that would be “certifiable” have not yet been well defined. There is no external board or established practices, as in other professions such as healthcare, finance or law. I often ask, “Who certifies the certifiers?” (And I have been certified by several coaching providers for decades.) One example of certification based on my dissertation research with global professional coaches is here.
2. The coach training industry is estimated at 53,500 global coach practitioners and over $7B in annual revenue, with 115 accredited coach training programs (ICF, 2016). The reality is that coaching certifications and silly acronyms abound. I co-developed one back in 1999, when there were only about 20 ICF accredited coach training programs.
3. There is market confusion about definitions and coaching outcomes. The result is that vendors have responded to the market confusion. A gap exists between theory and practice because executive coaching lacks rigorous measurement, evidence-based protocols and standard processes. The largest organization, the International Coaching Federation (ICF) stated “the top future obstacles for coaching are (a) untrained individuals and (b) marketplace confusion (ICF, 2016).” That survey understates the confusion. Your question illustrates the desire by many to “get certified.”
4. In any marketplace vacuum, competitors emerge. Countless colleges and universities will declare that their certification programs define standards. Be careful. That archaic model presumes that academics know best, and we are increasingly aware of disruption in the marketplace. I like academics. My dissertation explored the competitive advantage of coaching protocols, using global professional coaches. As the “coaching profession” develops momentum, I encourage you to study the practical market demands for coaching protocols. You may want to be cautious. “The top future opportunities for coaching are (a) increased awareness of the benefits of coaching, and (b) credible data on ROI/ROE/outcomes (ICF, 2016)”. In short, we need to define protocols for outcome-based coaching, including useful certification programs.
5. Certification programs exist. I favor the ROI methodology described at the ROI Institute, and a 2-level executive coaching certification process. Last week the co-founder, Patti Phillips, and I discussed certification programs that moved beyond knowledge to practical demonstrations of mastery. She encouraged me to focus on practical applications. (Disclosure: I trademarked the AD-FIT coaching protocol when some F500 clients asked “How do you operationalize what works?” Those details are at Products Archive – Action Learning (https://action-learning.com/products/) and throughout this website. The fact is that “Many professional consultants or coaches do not adhere to evidence-based protocols (Foster & Auerbach, 2015; MacKie, 2014. Citation sources available upon request.)
6. Organizational clients may design their own executive coaching certification programs. They are cost-effective and foster cultural expectations. (Disclosure: I also serve as an engagement manager and executive coach at CoachSource | Executive Coaching Excellence (http://coachsource.com/), the largest global provider of executive coaching.) Those internal coaching certification programs are customized internally, with expertise from coaches like me, for specific business outcomes that are proprietary.
Bottom line: Certification for executive coaching implies a mature profession with protocols that satisfy a market demand.
If useful, please contact me here. I’d love to discuss your interest in executive coaching certification programs.