3L Life Long Learning<br />Enabling effective leadership<br />Part of the international consulting networks of <br />Manag...
Why Leadership fails<br />Business Gap<br />Sector alignment<br />Business strategy alignment<br />Change gap <br />Pace o...
Organisational Development model <br />Using the Leadership Effectiveness Analysis ®<br />Using Learning Transfer Solution...
Organisational Development model <br />Using the Leadership Effectiveness Analysis ®<br />Using Learning Transfer Solution...
Defining individual, team and organisational Leadership<br />Strategic Leadership Development™<br />5<br />copyright 3L Li...
Organisational Development model <br />Using the Leadership Effectiveness Analysis ®<br />Using Learning Transfer Solution...
Describing Leadership<br /><ul><li>  Describes 22 key leadership behaviours
  Presented in logical sequence
  Unique scoring system
  Self – 84 questions
  360° – 66 questions plus 22 Likert scale rating of effectiveness
  Individual feedback and coaching sessions resulting in tailor made developmental plan</li></ul>1.  Creating a vision<br ...
Existing Leadership<br /><ul><li>Creating a Vision
Traditional
Innovative
Technical
Self
Strategic
Developing Followers
Persuasive
Outgoing
Excitement
Restraint
Implementing the Vision
Structuring
Tactical
Communication
Feedback
Following Through
Control
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Complete Organisational Development Model

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A complete OD model for learning. From diagnosing Leadership, through tailor made development programmes through to an evaluation of learning transfer this must be the most complete approach to learning in organisations.

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Complete Organisational Development Model

  1. 1. 3L Life Long Learning<br />Enabling effective leadership<br />Part of the international consulting networks of <br />Management Research Group and <br />TetraLD<br />1<br />copyright 3L Life Long Learning<br />
  2. 2. Why Leadership fails<br />Business Gap<br />Sector alignment<br />Business strategy alignment<br />Change gap <br />Pace of change<br />Timing of change<br />Important v Immediate<br />Cultural Gap<br />Mergers and Acquisitions<br />Multicultural and Multinational <br />Role Gap<br />Expectations alignment<br />Competency Gap<br />Situation<br />Team<br />Individuals<br />Design of Intervention Gap <br />Interventions not focused<br />Inappropriate learning methods <br />Delivery Gap<br />Ability x Motivation x Work environment are not aligned<br />Resources in the organisation not aligned<br />2<br />copyright 3L Life Long Learning<br />
  3. 3. Organisational Development model <br />Using the Leadership Effectiveness Analysis ®<br />Using Learning Transfer Solutions®<br />3<br />copyright 3L Life Long Learning<br />
  4. 4. Organisational Development model <br />Using the Leadership Effectiveness Analysis ®<br />Using Learning Transfer Solutions®<br />4<br />copyright 3L Life Long Learning<br />
  5. 5. Defining individual, team and organisational Leadership<br />Strategic Leadership Development™<br />5<br />copyright 3L Life Long Learning<br />
  6. 6. Organisational Development model <br />Using the Leadership Effectiveness Analysis ®<br />Using Learning Transfer Solutions®<br />6<br />copyright 3L Life Long Learning<br />
  7. 7. Describing Leadership<br /><ul><li> Describes 22 key leadership behaviours
  8. 8. Presented in logical sequence
  9. 9. Unique scoring system
  10. 10. Self – 84 questions
  11. 11. 360° – 66 questions plus 22 Likert scale rating of effectiveness
  12. 12. Individual feedback and coaching sessions resulting in tailor made developmental plan</li></ul>1. Creating a vision<br />2. Developing followers<br />3. Implementing the vision<br />4. Following through<br />5. Achieving results<br />6. Team playing<br />7<br />copyright 3L Life Long Learning<br />
  13. 13. Existing Leadership<br /><ul><li>Creating a Vision
  14. 14. Traditional
  15. 15. Innovative
  16. 16. Technical
  17. 17. Self
  18. 18. Strategic
  19. 19. Developing Followers
  20. 20. Persuasive
  21. 21. Outgoing
  22. 22. Excitement
  23. 23. Restraint
  24. 24. Implementing the Vision
  25. 25. Structuring
  26. 26. Tactical
  27. 27. Communication
  28. 28. Feedback
  29. 29. Following Through
  30. 30. Control
  31. 31. Feedback
  32. 32. Achieving Results
  33. 33. Management Focus
  34. 34. Dominant
  35. 35. Production
  36. 36. Team Playing
  37. 37. Cooperation
  38. 38. Consensual
  39. 39. Authority
  40. 40. Empathy</li></ul>8<br />copyright 3L Life Long Learning<br />
  41. 41. Strategic: Taking a long-range, broad approach to problem solving and decision making through objective analysis, thinking ahead and planning.<br /><ul><li>High Scores
  42. 42. Potential Assets
  43. 43. May take a longer, broader perspective
  44. 44. May be a strongly analytical planner
  45. 45. May create greater organisational focus
  46. 46. May anticipate challenges, risks, opportunities
  47. 47. May develop a future orientation in workforce
  48. 48. Low Scores
  49. 49. Potential Assets
  50. 50. May be intuitive
  51. 51. May prefer action to contemplation
  52. 52. May be realistic and practical
  53. 53. May focus on day-to-day operations</li></ul>Organisation future requirement<br />Teams existing behaviour<br />9<br />copyright 3L Life Long Learning<br />
  54. 54. Organisational Development model <br />Using the Leadership Effectiveness Analysis ®<br />Using Learning Transfer Solutions®<br />10<br />copyright 3L Life Long Learning<br />
  55. 55. Benchmark Leadership Examples<br />Sectors <br />Construction <br />Financial Services<br />Healthcare<br />Higher Education<br />High Technology<br />Legal Services<br />Manufacturing<br />Oil and Natural Gas<br />Pharmaceutical<br />Cultures<br />Global<br />United Kingdom<br />Germany<br />France<br />Netherlands<br />Belgium<br />Poland<br />South Africa<br />Middle East<br />Japan<br />Australia<br />Canada<br />United States<br />Role, Level and Function<br />Executives <br />Financial <br />Sales<br />Human Resources<br />Information Technology<br />Customer Services<br />Scientists and Engineers<br />Project managers<br />Gender<br />Differentiators in Male and Female leading<br />Pace of change<br />Leading in turbulent times<br />11<br />copyright 3L Life Long Learning<br />
  56. 56. The differentiating competencies for EFFECTIVE leadership in uncertain times; Transformational leadership<br />copyright 3L Life Long Learning<br />12<br />
  57. 57. Differentiating behavioursTransformational Leadership<br />copyright 3L Life Long Learning<br />13<br />
  58. 58. Differentiating behavioursTransformational Leadership<br />copyright 3L Life Long Learning<br />14<br />
  59. 59. Differentiating BehavioursTransformational Leadership<br />copyright 3L Life Long Learning<br />15<br />
  60. 60. Organisational Development model <br />Using the Leadership Effectiveness Analysis ®<br />Using Learning Transfer Solutions®<br />16<br />copyright 3L Life Long Learning<br />
  61. 61. Designing Focused Developmental programmes; one to one<br />Leadership Effectiveness Analysis®<br />Describes your leadership using 360 degree questionnaire<br />All administered online<br />Followed by one to one feedback and a tailor made developmental action plan<br />Personal Development Inventory ®<br />Describes your inherent emotional drives and motivations<br />What underpins your unique leadership behaviours<br />17<br />copyright 3L Life Long Learning<br />
  62. 62. Developmental learning programmes; one to one and teams; Creating a vision<br />Traditional Studying problems in light of past practices to ensure predictability, reinforce the status quo and minimise risk<br />Potential Assets Potential Assets<br />May be willing to take chances May carefully evaluate alternatives<br />May challenge the status quo Uses past experience to predict future<br />May be independent Uses existing knowledge and resources<br /><ul><li>InnovationFeeling comfortable in fast‑changing environments; being willing to take risks and to consider new and untested approaches.</li></ul>Potential Assets Potential Assets<br />May be a shrewd appraiser of ideas May take an experimental attitude <br />May stick with the basics May be willing to take risks<br />May be seen as tough-minded May provide a creative environment<br /> May keep current on new trends<br /> May improve the competitive position<br /><ul><li>StrategicTaking a long-range, broad approach to problem solving and decision making through objective analysis, thinking ahead and planning.</li></ul>Potential Assets Potential Assets<br />May be intuitive May take a longer, broader perspective <br />May prefer action to contemplation May be a strongly analytical planner <br />May be realistic and practical May anticipate challenges, risks, opportunities <br />May focus on day-to-day operations May create greater organisational focus<br />18<br />copyright 3L Life Long Learning<br />
  63. 63. Additional Leadership learning programmes<br />Creating a Vision <br />Exploring the complexity of a leaders need to balance<br />Strategic, long term importance v Operational, immediate and urgent issues<br />Experience; and the status quo v Innovation and fast changing organisations<br />In depth analysis v Creative Overview<br />Confident in your own direction whilst engaging others<br />Developing People<br />Personality, Beliefs, Values and Behaviours<br />Persuading, Influencing and Communicating<br />Self contained v Engagement and Involvement<br />Emotional connection and Professional distance<br />Achieving Results<br />Leading out in front and as a contributor/facilitator<br />Achievement orientation and Affiliation<br />Pushing for results – Pulling for commitment<br />Coaching for improved performance<br />An outcome orientation to work and life<br />Collaborative Learning and Team Development<br />Gaining loyalty and commitment<br />Engagement and a consensual approach to creativity<br />Synergy and team decision making<br />Creative conflict resolution in teams<br />Recognising difference and away from “them” and “us” to collaborative learning<br />copyright 3L Life Long Learning<br />19<br />
  64. 64. Organisational Development model <br />Using the Leadership Effectiveness Analysis ®<br />Using Learning Transfer Solutions®<br />20<br />copyright 3L Life Long Learning<br />
  65. 65. Designing, delivering and evaluating effective learning programmes<br />copyright 3L Life Long Learning<br />21<br />
  66. 66. Behavioural objectives<br />22<br />copyright 3L Life Long Learning<br />
  67. 67. 23<br />copyright 3L Life Long Learning<br />
  68. 68. Ability and Motivation<br />copyright 3L Life Long Learning<br />24<br />
  69. 69. Motivation<br />copyright 3L Life Long Learning<br />25<br />
  70. 70. Checklist on design<br />26<br />copyright 3L Life Long Learning<br />
  71. 71. Learning Barriers<br />copyright 3L Life Long Learning<br />27<br />
  72. 72. Work Environment<br />copyright 3L Life Long Learning<br />28<br />
  73. 73. Work environment<br />copyright 3L Life Long Learning<br />29<br />
  74. 74. 3L Life Long Learning<br />30<br />copyright 3L Life Long Learning<br />Enabling effective leadership<br />Mike Smith<br />mikesmith@3llifelonglearning.com<br />Skype: mikesmith3l<br />Tel; 00 44 1642 300370<br />
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