1. Effective leadership can have a significant impact on key organizational outcomes such as turnover, customer satisfaction, and financial performance. Great leaders, in particular, can produce twice the impact of good leaders.
2. Traditional leadership development focuses on fixing weaknesses, but research shows building strengths is more impactful. Having multiple strengths can raise a leader's effectiveness to the 81st percentile.
3. Certain combinations of strengths, like driving results and strong interpersonal skills, are especially powerful. Non-linear development approaches that leverage strengths may provide a new path to leadership growth.
Typically, managers don’t spend enough time having performance conversations with their team members. This is largely because they perceive it taking too much time, making little difference, and ‘not wanting to open a can of worms.’ This presentation looks at some simple—but effective—conversation frameworks that make a significant difference in performance. These conversations are practical, easy to use and highly effective.
People Risks, Compliance Motivation and Culture Part 2 Ve 20090818Keryl Egan
Part 2 uses the hypothetical Blue Sky Bank to illustrate how Influencer methodology provides a framework for cultural change to achieve improved compliance motivation and corporate social responsibility.
Here’s a book that talks about the importance of noticing things and trends in a company.
It talks of how leaders can encourage the power of noticing by asking the right questions and probing better.
Employees need to have a strong sense of purpose to be motivated to act. Learn how to go beyond the standard performance evaluation to make it the most meaningful process in the motivation of your staff and the development of your team.
Influencer by Al Switzler & Co describes how to engender a behavioral change in people and organisations. This entails actions in 6 fields. This document provides an overview
- The team's strategy was to collect information on the company and key employees, identify those who could influence the CEO, and convince employees and the CEO to try their new solution.
- After 120 days and 57 decisions, they had 10 employees adopt their solution, with awareness reaching 2 people and interest reaching 8.
- They initially gathered data on top managers and identified relationships before deciding to approach the CEO through others.
- They analyzed successful and failed decisions, like effective memorandums but ineffective emails, to guide future actions to increase adoptions.
- Lessons were to get support from key people quickly while avoiding long analyses or only engaging top management.
This document discusses unconscious bias in the workplace. It notes that unconscious bias stems from stereotypes that are deeply rooted in our beliefs and can influence our behavior. Unconscious bias can bring irrelevant factors into decision making, interfere with diversity efforts, and skew performance assessments. It affects who is hired, promoted, and developed, undermining organizational culture. The document outlines five steps to mitigate bias, including setting expectations, encouraging participation, building bias awareness, reducing bias through structured processes, and measuring goals experimentally rather than by demographics. It also discusses the two systems in our brain and how unconscious biases like confirmation bias, halo effects, and negativity bias can influence our perceptions and decisions.
Conversations are the lifeblood of organisations. If fact: organisations are conversations. This slide presentation is essentially about having better conversations.
The Unintended Outcomes of Unconscious Bias in Performance ManagementInsideOut Development
Managers' performance reviews of employees are often unreliable and biased. Unconscious biases can account for 61% of a performance rating reflecting the manager, not the employee. The document discusses six common biases: the halo effect, horns effect, recency bias, similarity bias, contrast bias, and conformity bias. It provides examples of how each bias might influence ratings and recommends practices like using evaluation matrices, frequent check-ins, and customized evaluations to design performance management systems that minimize the effects of these biases.
The document summarizes a presentation about communicating change to students. It discusses different styles of handling change, perceptions of those styles, and provides tips for leading change including acknowledging feelings, investigating options, implementing changes, and creating a new culture. It also outlines Kotter's 8 steps for leading organizational change.
Tips and Techniques to Measure Social Media Measurement 2009guest344639
Social Media Measurement Techniques and Tips discusses various techniques and tips for measuring social media engagement and success. It begins by noting that different organizations prioritize different metrics, such as engagement for P&G or donations for the Humane Society. It then discusses outdated metrics like AVEs and emphasizes the importance of goals and key performance indicators. The document provides examples of engagement, relationship, and revenue metrics as well as tools for measurement like content analysis, surveys, and web analytics. It outlines a seven step process for measuring social media return on investment and emphasizes the importance of analysis and insight.
Workplace bullying negatively impacts business profits and productivity. It costs businesses billions annually due to decreased work effort, quality and commitment from targets, increased sick leave and turnover, high legal and HR costs, and reputational damage. Eliminating bullying improves team productivity, performance and morale while reducing costs. The opportunity cost of failing to address bullying outweighs any temporary benefits a bully may provide.
This document discusses operational excellence and its impact on credit management. It defines operational excellence as attaining advantage through continual improvement, exceeding customer experience standards, high staff engagement, and sustained financial returns. The document notes that operational excellence requires total organizational commitment and defines the relationships between staff/culture/brand. It states that operational excellence differs from previous methodologies by emphasizing social and right brain thinking. The document argues that operational excellence requires sustained effort from all staff to transform habits and outlines stages of success from initial to optimal.
Transition::IT -- Leadership and Cultural Changemike d. kail
This document discusses driving cultural change within an IT organization. It notes that initially only 15% of people may be positive about change, with others reacting with anger, distrust or uncertainty. To increase acceptance of change, clear communication is important along with encouraging questions, accepting input, avoiding quick judgments, and remaining open to change. Leaders must be comfortable with discomfort and continue pushing boundaries. Defining core cultural beliefs and values is also key, as is assessing performance and removing toxic employees. Driving continual improvement requires ongoing efforts like reinforcing reasons for change, setting objectives, listening, and celebrating wins.
1) The document provides biographies of Jennifer Koski and Lisa Dugan, who are Lean Six Sigma experts at a manufacturing company.
2) It outlines an agenda for a workshop on feedback, discussing how to properly receive and deliver feedback through role plays and group activities.
3) Attendees are encouraged to practice giving feedback again using an AID model of specifying the Action, Impact, and Desired outcome in order to provide constructive feedback.
The document discusses the importance of execution in achieving organizational goals. It outlines seven base points for effective execution: know your people and business, insist on realism, set clear goals and priorities, follow through, reward doers, expand capabilities, and know yourself. Follow through is identified as the single biggest cause of execution failures. Effective leaders demonstrate consistency, ask tough questions, and coach their people to expand capabilities. Differentiators of strong execution include fixing accountability, demonstrating adaptability, and challenging conventional beliefs.
The Five Behaviors of a Cohesive Team is an assessment-based learning experience designed especially for intact teams and work groups to discover the value of cohesiveness.
The document summarizes a presentation about organizational development and preventing organizational failure. The presentation covers topics like defining an organization's purpose, challenges in today's business landscape, a model for the lifecycle of entrepreneurs, ventures and organizations, and a model for stakeholders' attention deficit disorder that can affect organizations. It also discusses intervention strategies to address issues and how to sustain success through mentoring and engagement.
Promotion-focused people play to win and seek opportunities, while prevention-focused people play not to lose and focus on safety. Understanding these motivational focuses can help maximize performance. Managers should adapt their style to match each employee's focus, sharing inspirational stories with promotion-focused staff but constructive feedback with prevention-focused employees. The key is embracing different personality types to bring out the best in each.
- The document discusses the importance of leadership and outlines research showing that highly effective leaders have significant positive impacts such as lower employee turnover, higher customer satisfaction and net income.
- It emphasizes that leaders do not need to be perfect across all skills but should focus on developing their key strengths, getting feedback, and practicing leadership skills.
- Building self-awareness, strengthening a few key competencies, and leveraging strengths can allow anyone to become an extraordinary leader according to the research presented.
This document discusses building employee commitment, especially during turbulent times. It finds that the number one factor influencing employee commitment is the effectiveness of individual leaders. While employees often say they want less work, what truly builds their satisfaction and engagement are challenging assignments that allow them to make significant contributions. The most impactful leadership behavior for improving commitment is inspiring and motivating others to high levels of effort and performance. Regular assessments that focus on strengths as well as weaknesses, coupled with local grassroots efforts, can help increase commitment levels across an organization.
Five tools for managing leadership talent: 1. Measure 2. Find 3. Engage 4. Develop and 5. Move. Practical tips from talent management at blue chip companies
Technical skill is important but building great teams requires a lot more than that. This brief breakfast presentation for the Australian Institute of Credit Management shares some of our thoughts and ideas covered in our more extensive workshops
Stealing a Page from Good to Great PublicDave Oakley
This document discusses how to apply the concept of "First Who" from the book Good to Great. It provides details on assessing employees and placing them in a 9-box grid based on their potential and performance. The key aspects are getting the right people in the right roles, focusing on character traits rather than just skills. Leaders should have candid discussions to properly evaluate employees and take action if needed. Applying this process can improve standards, engagement, and overall performance over time. While challenging, it is important to transform organizations by focusing first on having the right people.
How to Unlock the Hidden Value in Your Emerging Leaders | Webinar 12.23.15BizLibrary
In this program, Chris Osborn of BizLibrary will discuss the most effective ways to give your most promising workers the tools and skills they to advance their careers. You’ll learn how to approach leadership with an intelligent, forward-thinking outlook that will return excellent results and inspire others.
www.bizlibrary.com
Multi-rater leadership assessments are an invaluable tool for leadership coaching. In particular, they allow one to view a leader from the perspective of different groups of observers (e.g., bosses, peers, direct reports). Each rater has a different relationship and set of experiences with the leader they are evaluating, and those relationships influence their perceptions of that leader’s behaviors. Understanding those differences can help us interpret 360 assessments in a more nuanced and effective way, allowing us to help leaders gain a clearer understanding of how their behaviors are perceived and construed by those around them.
In this one-hour webinar, MRG’s David Ringwood and Maria Brown will share new research and insights that shed light on the following questions:
What behaviors do different observer groups associate with effective leadership?
Are there differences in the behaviors perceived by different observer groups?
What do self and observer perceptions tell us about leader blind spots?
How can we use this information to interpret feedback more effectively and to inform the way we coach and develop leaders?
Our discussion will center on insights obtained from a recent global sample of leaders who were rated by their bosses, peers and direct reports using MRG’s LEA 360™.
The document discusses building leadership capabilities for future growth. It outlines assessing executives' leadership styles and emotional intelligence, as well as their readiness to lead through challenges like ambiguity and cultural differences. Executives complete assessments measuring traits like strategic agility and emotional competence. Successful leaders reverse their style from manager to leader, focusing more on flexibility and integration. The document proposes multi-part development cycles to help executives make this transition. It emphasizes experiences over classroom learning and stresses feedback and coaching. The goal is to develop a pipeline of leaders prepared to achieve the company's strategy and adapt to future circumstances.
We’re In a Leadership Development Crisis – Now What?
According to the 2015 annual survey by Deloitte, only 18 percent of organizations hold their leaders accountable for identifying and developing successors. Does this ring true with your organization? In this upcoming spotlight webinar, Howard Prager, president of Advance Learning Group, will share what learning leaders can do to make impactful succession planning programs and where dollars should be invested to achieve the greatest return.
During this spotlight webinar attendee will hear:
What the problem is with leadership development.
Where you can get the biggest bang for your investment growing your leaders.
What the best organizations do to deliver effective leadership development.
How you can grow your talent to be the leaders your organization needs.
How are extraordinary leaders made? Martin Goodwill talks about the importance of exceptional leadership before moving on to the topic of how exceptional leaders can be created.
Value Proposition for Inclusive LeadershipFreddie Alves
A presentation describing the value proposition for inclusive leadership and a description of the approach that leaders can take to managing diversity for performance improvement.
1) The document discusses a new performance management paradigm that focuses on diagnosis and prediction in order to increase the probability of a positive outcome, as opposed to traditional performance measurement that focuses only on goals and targets.
2) It proposes evaluating performance based on dimensions like motivation, quality of work, timeliness, and initiative, rather than specific metrics, in order to better adapt to changing business conditions.
3) The new paradigm aims to identify potential causes of failure ahead of time by correlating behaviors with the ability to achieve certain outcomes in given roles, since behavioral change can be difficult and relying on weaknesses is less effective than strengths.
1. The document discusses defining and developing critical success competencies for leadership in the 21st century. It provides an overview of research showing leadership impacts organizational performance and discusses common leadership derailers.
2. It describes assessing leadership competencies across four domains and measuring current and future job performance across five categories. Best practices include using data to define leadership and track talent management program success.
3. Assessments can predict future job performance and be used for development, improvement, and comparison to help organizations define, develop, and measure critical leadership competencies.
The document is a leadership assessment report for Joann Glive. It provides an overview of her leadership potential based on a leadership assessment test she completed. The report finds that Joann has leadership skills in the top 10% compared to others and operates at a Level 4 or 5 leadership level. It analyzes her strengths in developing visions as a "Modernizer", sharing goals as a "Director", gaining support as a "Catalyst", and delivering success as a "Corporate Manager". The report provides details on her competencies and areas for development based on the assessment results.
Best Practices for Developing Your Emerging LeadersBizLibrary
In this webinar, Jeremy Lieb of BizLibrary will discuss the most effective ways to give your most promising workers the tools and skills they to advance their careers. You’ll learn how to approach leadership with an intelligent, forward-thinking outlook that will return excellent results and inspire others.
www.bizlibrary.com
The Science of Extraordinary - Data Driven Insights for Building Leadership S...Jared Harding
It makes perfect sense that Extraordinary Leaders make a difference. But how much of a difference do they make? In this presentation we turn to our database to discover the impact of Extraordinary Leaders, how to define Extraordinary Leadership and empirical tools to help any leader become Extraordinary.
This document discusses eight critical behaviors that can leverage accountability: drive for results, honesty and integrity, trust, clear vision and direction, problem solving/technical expertise, communication, ability to change, and collaboration/resolving conflict. It provides research findings on how each behavior increases personal accountability based on assessments of over 39,000 leaders. For each behavior, it discusses specific actions leaders can take to strengthen that behavior in themselves and their direct reports, such as focusing on goals, being truthful, building trust through expertise and consistency, providing clear strategy, communicating effectively, embracing challenges, and cooperating over competing. The goal is to help organizations boost employee engagement, productivity and profits by developing these accountability-building leadership strengths.
Management techniques that work webinar deck Adecco Staffingjaccimelvin
Select slides from a webinar that was presented by Adecco Staffing on October 18, 2011. To view the pre-recorded version or to register for any of our upcoming webinars, please visit us at adeccousa.com/webcasts.
ORGANIZATIONAL BEHAVIOUR& LEADERSHIP BY Enkeleda KAPLLANAJEnkeleda Kapllanaj
This document provides an overview of leadership topics including:
- Definitions of leadership and the task of developing leadership skills.
- Critical elements for an effective leadership development plan including feedback, understanding one's style, and targeted training.
- Common challenges modern leaders face such as increased travel, globalization, and changing workforce demographics.
- How leadership effectiveness can be reduced by behaviors like dominance and lack of emphasis on relationships.
- Statistics on the benefits of leadership coaching for both executives and their organizations.
- Evidence-based best practices leaders can use to boost morale and performance like removing low performers and accentuating the positive.
- The role of leaders in creating vision, urgency, values and culture within
3 Steps to Lead Transformational Change Within Your OrganizationSococo
This presentation is part of the Virtual Life Webinar Series, focusing on building a community of distributed workers and addressing common topics we all face.
The panelist in this webinar is Robert Heinzman from Growth River. It is moderated by Mandy Ross, Director of Social and Content Marketing at Sococo.
From Dallas to Houston Exploring Texas.docxKeilyLexi
The Austin housing market has captured the nation's attention due to its rapid growth and dynamic changes. This vibrant city, known for its live music scene and tech industry, is facing both opportunities and challenges in its housing sector. For residents and potential buyers, understanding these complexities is crucial.
Cracking the Corporate Social Responsibilty Code.pptxWorkforce Group
Corporate Social Responsibility (CSR) has evolved from a nice-to-have to a strategic imperative for businesses aiming for long-term success. Understanding and implementing effective CSR strategies can transform your organisation’s relationship with stakeholders, enhance its reputation, and contribute to its financial performance.
Implementing effective CSR strategies involves more than just philanthropic efforts; it requires a comprehensive understanding of your company's role in the community and the environment.
So, how do you approach Corporate Social Responsibility (CSR)?
In this deck you will learn the underlying concept of an effective Corporate Social Responsibility (CSR) strategy.
You’ll also learn
•The various types of CSR initiatives that exists
•Popular CSR strategies deployed by socially responsible organisations
•Tips for creating a socially responsible company.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions. 𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
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➢ Winner [CROSS] Tour in HCM
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Discover the essential steps to register a company in Dubai Mainland. Learn about choosing business activities, legal structures, obtaining approvals, and securing a trade license to ensure a smooth setup process in Dubai.
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Solution manual for canadian income taxation 20222023 25th edition by william buckwold joan kitunen matthew roman.pdf
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Virtual Production Tool Set and Technologies Redefining Cinema.pdfvirtualproduction38
Discover how Virtual Production Tools and cutting-edge tech are revolutionizing filmmaking! Unleash creative freedom with virtual sets and in-camera VFX.
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1. The Extraordinary Leader Turning Good Managers into Great Leaders Presented by Jack Zenger and Joe Folkman
2. The Extraordinary Leader Research The last two years were spent researching the impact of leadership performance and the key behaviors that make great leadership possible The source of our insight – hundreds of thousands of 360 assessments done over the past 10 years Our approach – lead with the data The result – New insights that fundamentally change our philosophy and approach
4. Impact of Leadership Effectiveness on *Turnover More effective leaders have lower turnover. Relationship between *Turnover and Leadership Effectiveness Average Percent Turnover Leadership Effectiveness * Results from a large insurance company
5. Impact of Leadership Effectiveness on *Net Income Net Income More effective leaders generate higher income. * Results from a large mortgage bank
6. Impact of Leadership Effectiveness on *Perceptions of Customer Satisfaction Perceptions of Customer Satisfaction PCTL More effective leaders have more satisfied customers. * Results from a large high technology company
7. Impact of Leadership Effectiveness on *Employee Satisfaction/Commitment Results from a large high technology company Leadership Effectiveness Percentile Employee Satisfaction 90th - 100th 80th -89th 70th - 79th 60th - 69th 50th - 59th 40th - 49th 30th - 39th 20th - 29th 10th - 19th 1st - 9th 4.8 4.6 4.4 4.2 4.0 3.8 3.6 3.4 3.2 Poor Leaders Create Dissatisfaction Good Leaders Have an Adequate Impact Great Leaders Make a Great Difference
8. Implications The relationship between performance outcome and leadership performance is not incremental (e.g., sometimes it takes a substantial change in leadership performance to impact the outcome) Good leaders achieve substantially superior performance outcomes than do poor leaders Great leaders achieve significantly better performance outcomes than good leaders
9. Insight 2 Current approaches to development primarily focus on fixing weaknesses
10. Focusing Development on Weaknesses Works Well When . . . Fatal Flaw 1 2 3 4 5 P O N M L K J I H G F E D C B A . . . people have fatal flaws Strong negative data on an issue can cripple a person’s leadership effectiveness
11. Focusing on weakness works well when…. Fatal Flaw . . . people have fatal flaws Strong negative data on an issue can cripple a person’s leadership effectiveness 1 2 3 4 5 P O N M L K J I H G F E D C B A What Causes Leaders to Fail • An inability to learn from mistakes and develop new skills • Interpersonal ineptitude • Being closed to new ideas • A failure to take responsibility for results • Not taking initiative
12. If someone is average at everything, what is the effect of focusing on lower scores? Typical Approach to Development Evaluate current level of effectiveness Identify areas of strength and weakness Create an action plan to improve areas of weakness Average at Everything Will fixing one or two less-positive issues have a dramatic impact on leadership effectiveness?
13. What Does Performance Improvement Mean to Most People? This philosophy for improvement is reinforced by: Educational experience Performance management approaches Culture Fixing Weaknesses
14. Impact of Leadership Effectiveness Without Any Perceived Strengths Number of Strengths
15. Impact of One Strength On Overall Perception of Leadership Effectiveness Number of Strengths
16. Three Strengths Raises Leadership Effectiveness to the 81st Percentile Number of Strengths
18. Characteristics of a Great Basketball Player Height Speed Tall & Slow Tall & Fast Short & Fast Powerful Combination
19. Impact of Drive for Results and Interpersonal Skills % of Leaders at 90th Percentile What is the impact of being highly competent at driving for results and with interpersonal skills?
20. Insight 4 Not all behaviors are created equal – some are more noticeable and leverage more improvement than others
21. Conventional Wisdom Versus Actual Results Conventional Wisdom Effective executives are prompt for meetings and appointments. Actual Results The best executives are no more likely to be on time than the worst executives. Rarely late for meetings/appointments Best Worst
22. The Research Compiled a data set of 200,000 evaluations on 20,000 people Contrasted the highest performing 10% to the lowest performing 10% Found the behaviors that best differentiated between the best and the worst The behaviors not only told us what high performers did right, but also what the low performers did wrong
23. Differentiating Behaviors Leading Change Developing strategic perspectives Championing change Connecting outside world – networking Character Displaying high integrity and honesty Interpersonal Skills Communicating powerfully and prolifically Inspiring/motivating others to high performance Building relationships Developing others Collaboration and teamwork Driving For Results Drive for results Establish stretch goals Taking responsibility for outcomes/initiative Personal Competence Technical and professional expertise Solving problems and analyzing issues Innovation Practicing self-development
24. Insight 5 The non-linear approach to development may be the most helpful way to develop strengths
25. Is the best strategy changing a direct, heads-on, linear approach? Current Approach to Change Plans Current Performance People question ability on technical expertise Desired Future Performance People have confidence in technical expertise More Better Faster Smarter
26. The Problem with the Direct Approach is That Often “You Can’t Get There From Here” Navigating behavioral change is not especially different from geographical navigation.
27. How Competency Companions Create a New Path to Development Great Skills on Differentiator Poor Skills on Differentiator Differentiator Great Technical Expertise Poor Technical Expertise Strong Interpersonal Skills Weak Interpersonal Skills Behavioral Buddy High Standards of Excellence Low Standards of Excellence Behavioral Buddy
28. How Do You Build Trust? Competency Companions Considerate of others Open, friendly style Non-competitive internally Listen Use candor
29. Totally New View of Competencies: Not independent of each other (coil spring mattress) Highly interdependent—each statistically linked to 8 others High score on one apparently lifts many others with it, like a giant tent pole This explains need to have strengths in different areas
31. Change Requires Practice Frequently, people underestimate the difficulty of some behavioral changes. A key to developing a new skill is finding a way to practice prior to getting in the game.
32. Summary Effective leadership can impact bottom line results Good leaders achieve more than poor leaders but great leaders can produce a 2X impact on many outcomes If you have a fatal flaw, fix it Building leadership strengths will substantially influence the perception of leadership effectiveness Not all behaviors are created equal – some are more noticeable than others Non-linear development is a new approach to change that provides a unique path to developing strengths To become extraordinary, leaders must practice leadership