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  • Share the program by looking at four questions about leadership and building your leadership
  • Analysis via interviews with managers, HR leaders, 360 survey, personality profiles.Two clear categories: failed to achieve results or lost trustUnderneath that, four patterns emerged:Failure to build team or teamwork – lack of organization savvyLow EQ: lack of self insight, inability to build trust, poor listenerInability to build capable performersLow Executive PresenceLacks maturity, composure, unprofessional communicationInability to engage in conflict constructively(can you see how this factor could impact results or trust?)Lacks strength in Strategy AND ExecutionToo conceptual or too tacticalInability to decide and act in a timely manner (too late or too soon)Inability to anticipate and deal with problems early/ difficulty in dealing with ambiguityDidn’t successfully negotiate and grow through transition/change50% of cases, new job, new role, now challenges, new bossWhat counted before didn’t matter as much and what didn’t matter before was now importantWeaknesses or underdeveloped skillsets became importantApplied old methods to new challenges.Developed cracks in characterUnhealthy self interest/internal competition, loss of credibility, poor judgment
  • Focus of study was on Directors and Officers who, during the period of 2007 to present, either:Involuntarily left GMISaw a significant (2 column) drop in potential as noted in the P&OR 9-blocksInternational employees in scope of study for first time in 2010Reviewed 19 individual instances of derailmentData was collected on derailment factors using the following sources of qualitative and quantitative data:Interviews with the employee’s boss and/or HR VP/Director who were involved in the decision to terminate the employee Talent Summary data from annual P&OR process (2007-2010)Overall, two themes emerged from the study: our leaders derailed either because they failed to achieve results or achieved results in a destructive fashion. The most recent findings had a equal balance of either theme.When probing beyond this “surface cause” we found six patterns of derailment. Each derailed executive had one or more of the following:Lack org savvy – failed to effectively influence across the organization to solve problems and achieve results.Lacked Exec Presence – a subset of the org savvy issue leaders also acted in very unprofessional ways which compounded the issue, such as being too emotional, negative or overly focused on blaming vs. solving problems.Hasn’t selected or developed a strong team – some leaders did not attract, select or invest to build direct report skills and abilities. In some cases ,the leader seemed to want to be the star and didn’t allow others to shine. This caused many issues, including the inability to deliver results over time because his or her team lacked the competence to perform.Lacks Strength in key skill – Some derailed exec didn’t have a job specific skill that became a performance issue, such as business planning.Lacks strength in both strategy and execution – one specific skill gap was a lack of complementary leadership strengths in strategy/vision and execution. Either the leader could see the future but not put an action plan in place or over focused on execution and didn’t lead innovation or have a higher level view of where the team needed to go.Cracks in Character – in a few cases, the leader had all the right job competencies and performance track record, but stepped over the ethical line and violated an important General Mills policy or value.
  • Focus of study was on Directors and Officers who, during the period of 2007 to present, either:Involuntarily left GMISaw a significant (2 column) drop in potential as noted in the P&OR 9-blocksInternational employees in scope of study for first time in 2010Reviewed 19 individual instances of derailmentData was collected on derailment factors using the following sources of qualitative and quantitative data:Interviews with the employee’s boss and/or HR VP/Director who were involved in the decision to terminate the employee Talent Summary data from annual P&OR process (2007-2010)Overall, two themes emerged from the study: our leaders derailed either because they failed to achieve results or achieved results in a destructive fashion. The most recent findings had a equal balance of either theme.When probing beyond this “surface cause” we found six patterns of derailment. Each derailed executive had one or more of the following:Lack org savvy – failed to effectively influence across the organization to solve problems and achieve results.Lacked Exec Presence – a subset of the org savvy issue leaders also acted in very unprofessional ways which compounded the issue, such as being too emotional, negative or overly focused on blaming vs. solving problems.Hasn’t selected or developed a strong team – some leaders did not attract, select or invest to build direct report skills and abilities. In some cases ,the leader seemed to want to be the star and didn’t allow others to shine. This caused many issues, including the inability to deliver results over time because his or her team lacked the competence to perform.Lacks Strength in key skill – Some derailed exec didn’t have a job specific skill that became a performance issue, such as business planning.Lacks strength in both strategy and execution – one specific skill gap was a lack of complementary leadership strengths in strategy/vision and execution. Either the leader could see the future but not put an action plan in place or over focused on execution and didn’t lead innovation or have a higher level view of where the team needed to go.Cracks in Character – in a few cases, the leader had all the right job competencies and performance track record, but stepped over the ethical line and violated an important General Mills policy or value.
  • Transitions are a big reason derailment surfaces.Look at a career as the progression of 3 needed skillsets.Importance changes over time – especially in transiton.
  • Examples of three shiftsWhat is expected to performWhat makes a difference to advanceQuestion: Which ones do you role demand now? What is less important now and more so later?
  • Note: Build slideAnalysis via interviews with managers, HR leaders, 360 survey, personality profiles.Two clear categories: failed to achieve results or lost trustUnderneath that, four patterns emerged:Failure to build team or teamwork – lack of organization savvyLow EQ: lack of self insight, inability to build trust, poor listenerInability to build capable performersLow Executive PresenceLacks maturity, composure, unprofessional communicationInability to engage in conflict constructively(can you see how this factor could impact results or trust?)Lacks strength in Strategy AND ExecutionToo conceptual or too tacticalInability to decide and act in a timely manner (too late or too soon)Inability to anticipate and deal with problems early/ difficulty in dealing with ambiguityDidn’t successfully negotiate and grow through transition/change50% of cases, new job, new role, now challenges, new bossWhat counted before didn’t matter as much and what didn’t matter before was now importantWeaknesses or underdeveloped skillsets became importantApplied old methods to new challenges.Developed cracks in characterUnhealthy self interest/internal competition, loss of credibility, poor judgmentNote to add an example or two … quotes from interviews
  • Share the program by looking at four questions about leadership and building your leadership
  • The threshold is high for this… i.e. John Doe is well known as a person who sets VERY CLEAR direction – it is a well understood towering strength.
  • Share the program by looking at four questions about leadership and building your leadership
  • Share the program by looking at four questions about leadership and building your leadership

Bigger better bolder leadership key slider Bigger better bolder leadership key slider Presentation Transcript

  • LeadershipSuccess Today:Bigger, Better, Bolder Kevin D. Wil VP, Organization Effectiveness a Chief Learning offic General M February, 20 runwilde98@yahoo.co © 20
  • Taking GOOD notes …• “Working Knowledge” Column Talent Management Magazine www.talentmgt.com• Dancing with the Talent Stars: 25 Moves That Matter Now – Talent Management – Learning Strategies – Executive Development – HR Excellence www.amazon.com• Collection of book chapters, etc www.kevinwildeonline.com © 2013
  • BIGGERBETTERBOLDER 3 © 2013
  • Derailment Patterns: RESULTS TRUST Lacked Organization Savvy, Executive Presence, Team Development Lacked Strength in Strategy AND Execution Failed to Grow Through Transition Developed Cracks In Character © 2013
  • DerailmentLessons LearnedOrganization Contributed: Faulty Selection Delayed Action Inadequate Support in Transition © 2013
  • Derailment Lessons LearnedIndividual Shortcomings: Didn’t address gaps: “What didn’t matter before, matters now.” Blocked self-insight: “I am successful because of some things and despite of some things.” Didn’t grow in transition: “What worked before doesn’t work now.” © 2013
  • Shifting Gears In A Career Leadership Technical/Functional (Vision, Strategy) (Personal Expertise) Managerial (Set Objectives, Coach, Devel op) Professional Manager Executive © 2013
  • Focus on what matters by career stage Professional Manager Executive “Gets Stuff Done” “Gets the Right Stuff “Builds Vision, Strategy & Org Done – Through Others” to Achieve Results” • Results/Action • Managing & Measuring • Strategic Agility Oriented • Translating Strategy • ManagePerformance • Teamwork into Plans Vision/Purpose • Functional/Tech • Coach & Develop • Leadership Skills Others Credibility/Impact • Problem Solving • Building Teams • Organization • Planning & Org • Judgment Agility/Savvy • Dealing w/Ambiguity • Creativity – Idea • Broad Perspective • Managing Through Generation • Personal Courage SystemsDifferentiators • Maturity • Organizational Agility • Sizing up People • Influence Skills • Personal Learning • Intellectual Horsepower © 2013
  • Four DangersLack of self awareness – personal preferences in change and impact on othersLack of learning mindset – willing to reach for new skills, knowledge and approachLack of support – people support (boss, peers, reports) and other resourcesLack of personal practices – resiliency, startup routine © 2013
  • Better: Check for Derailment Hints • How is my influence across the organization? • Am I seen as a team builder or territory fighter? • Problem solver or blame fixer? • How effective is my communication? • How strong is my team? • Do I lead with clearstrategies that win? • Am I known for good execution and getting results? • Am I adaptive or stuck? • Am I curious or relying on old ways of success? • Am I trusted? • Do I actively build trust? • Never ‘wink at the truth’ to get results • Reinforce values © 2013
  • BIGGERBETTERBOLDER 11 © 2013
  • Three strengths raises leadershipeffectiveness to the 81st percentile100 89 91 90 81 80 72 70 64 60 50 40 34 30 20 10 0 0 1 2 3 4 5 Number of Strengths © 2013
  • “Great Leaders … …are not defined by the absence of weaknesses … … but rather the possession of a few profound13 strengths.”
  • LEADERSHIP POTENTIAL ACCELERATORS1) Sees the future – Sets compelling sense of direction – Develops winning strategies – Anticipates problems2) Navigates the organization Potential vs Leadership 360 – Influences the organization by breaking down barriers – Collaborates across boundaries3) Invests in people – Provides employees coaching and feedback to enhance performance – Builds a strong team © 2013
  • BIGGERBETTERBOLDER 15 © 2013
  • “A + B” = “Powerful Combination” (A) (B) Good Bold Judgment If these are BOTH strengths . . .the probability of being an extraordinary leader: 1% + 11% 12% © 2013
  • Parts of Effective Bold Leadership Team Self Change Bold © 2013
  • Self:  They do everything possible to achieveWhat is Bold goals  They are energized and excited to take on challenging goals  They have the courage to make the changes Change:  They are quick to recognizes situations where change is needed  They are willing to challenge standard approaches Team:  They create an atmosphere of continual improvement  They push self and others to exceed the expected resultsLeadership?  They are skillful at getting people to stretch for goals that go beyond what they originally thought possible © 2013
  • Key Levers to Increase Bold Leadership Drive for Strategy Results Inspire & and Motivate Direction Bold © 2013
  • Strategy and Direction Provides the team with a compelling sense of direction. Helps people understand how their work contributes to broader business objectives. © 2013
  • “Takes the longview, balancing shortterm and long termorganization needs.”“Demonstrates forwardthinking abouttomorrow’s issues.”“Translatesorganization’s visionand objectives intochallenging andmeaningful goals” Strategy and Direction © 2013
  • Individual Accountability • Holds me accountable for both getting results and how they are achieved. • Clarify roles and responsibilities so that each team members has a very clear understanding of their specific duties and deliverables. • Provides straight forward feedback both positive and corrective. • Follow-up on a regular basis with individuals to check on progress of deliverables • Ensure that there are consequences for high © 2013 and low performance.
  • “Aggressively pursuesDrive for Results all assignments and projects until completion.” “Consistently meets or exceed expectations.” “Follows through on assignments to ensure successful completion.” © 2013
  • Feedback and Coaching • Provides me with timely and actionable feedback that helps me improve. • Provides coaching and develops my strengths. • Delegates responsibilities and assignments in a manner that develops others. © 2013
  • “Energizing people Inspire and Motivateto go the extramile.”“Skillfullypersuades othersso that it results ina commitment.”“Assemblescoalitions andbuildsinformal, behindthe scenessupport.” © 2013
  • BIGGER:Watch for Derailment and Build Transition AgilityBETTER: Accelerate Your Profound StrengthsBOLDER: Invest in Bold as Well as Judgment © 2013