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Management when talking about his Chinese students:
“We will challenge them to think critically and creatively.
In their previous education in China, the goal was most
likely rote memorisation and seeking standard solutions.
Thinking differently is very hard when everything up to
now has been about conforming, herding and group think-
ing.”
Yingyi Qian’s words emphasise a need to develop emo-
tional intelligence (EI) rather than just adopting an IQ
approach. Daniel Goleman, who originally codified the
elements of EI in the mid-1990s has identified that up to
90% of engaging leadership performance is based on
emotional intelligence. He puts it this way:
“If your emotional abilities aren’t in hand, if
you don’t have self-awareness, if you are not
able to manage your distressing emotions, if
you can’t have empathy and have effective
relationships, then no matter how smart you
are, you are not going to get very far.”
The challenge for leadership development
in China therefore is not necessarily to pro-
vide more classroom-based one way teach-
ing; it is to engage Chinese leaders in cus-
tomised, experiential and action orientated leader-
ship development programmes, supported with 1-2-
1 executive coaching, which deliver sustainable behav-
ioural change and performance improvement by develop-
ing the leaders’ emotional competencies as well as their
IQ.
My own experience of working with Chinese leaders in
organisations, such as Lucite International and Rolls
Royce Marine China, is that they are inspired and en-
gaged by this experiential and action orientated approach
and the learning and development environment that it
creates. Moreover, the response of the leaders has been
extraordinary and we have seen significant individual
and team performance improvements with increased
confidence to work effectively with internationally based
colleagues in a cross-cultural global business environ-
ment.
Following the initiation of a leadership development pro-
gramme for his own team, Piet Daenen (SVP - Asia Opera-
tions for Rolls Royce Marine) reflected;
“In my 20 years of
working in Asia, the classroom approach to leadership de-
velopment has been - and still is - all too common. Indeed,
it has its merits but only if it is a small part of a progressive
programme that is geared towards sustainable leadership.
Furthermore, in terms of leadership development, it is not
a case of 'one size fits all'. Whilst there are many generic
Leadership models in the business environment today, it is
important to recognise and understand the baseline of the
leadership audience that you want to develop. Once we
understand the baseline development needs, we can focus
on the gaps, individually as well as a team, to then develop
a programme that is progressive and sustainable. This, in
my experience, gives demonstrable benefits and will deliver
leaders and leadership teams in China that will match any
high performing management team.”
The recognition of the need to develop the leadership
skills and abilities of Chinese managers is not new. Per-
haps what has changed, however, is the understanding of
what this means in a global economy in which China and
Chinese managers feature so significantly. Neither China
nor the West can afford for leadership
to be a restriction
for companies operating in China, and thus for China's
development. So, there is an opportunity for China and
the West, as a partnership, to grow and develop Chinese
managers who can truly operate in a global context.
When this is addressed it will be significantly easier to
find our generals as well as our armies.
Book Review
Effective Modern Coaching
By Myles Downey
Myles Downey published his first version of
Effective
Coaching
in November 2003 and it became one of the
must have books that practicing coaches used as a ref-
erence and guide. I have referenced this book ever
since Downey first wrote it and have found it most
helpful because it is practical, full of stories and exam-
ples and is easy to read for both the qualified coach
and the manager as coach.
Its chapter on ‘Coaching in the Workplace’ gives man-
agers the opportunity to explore in detail the ‘manager
as coach’ by highlighting the im-
portant aspect of a managers role
where a coaching style can be help-
ful with areas such as coaching
through major change and using
coaching as part of a leadership
role.
So I was really interested to learn
that Downey has recently pub-
lished (October 2014)
Effective
Modern Coaching
and immediately
went to see what this new version
offered. In summary,
Effective Modern Coaching
does
cover the key aspects and models of coaching that his
first version outlines; but it is more than just a new
edition. In particular, in part 3 of the book, which
starts with ‘Coaching in the Workplace’, Downey has
added to his original thinking and has included a sec-
tion on coaching upwards (in other words, coaching
your boss!). He comments; ‘
coaching upwards in the
informal sense can happen much more easily and fre-
quently, but is dependent on the prevailing culture with-
in the organisation’.
So, for me, it was good to re-visit Downey and his phi-
losophy on effective coaching and this modern version
gives you all that his original book offered plus more
that is relevant for the second decade of the 21
st
centu-
ry. Well worth a read.
Reviewed by Karen Frost
Director of Operations Values Based Leadership
Publisher: LID Publishing
By John Frost,
Managing Director of Values Based Leadership
John Frost
The response of the leaders has been
extraordinary and we have seen
significant individual and team
performance improvements.”