Performance Benchmarking - Leadership 0911
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Performance Benchmarking - Leadership 0911

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View benchmarking data, conclusions and suggested next steps. The study was conducted with the partiicpation of more than 60 organization executives in southwestern Pennsylvania (the Greater ...

View benchmarking data, conclusions and suggested next steps. The study was conducted with the partiicpation of more than 60 organization executives in southwestern Pennsylvania (the Greater Pittsburgh area) -- leaders of manufacturing, technology and service businesses. Lots of confidence on the part of respondents, but several improvement areas are described as well.

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Performance Benchmarking - Leadership 0911 Performance Benchmarking - Leadership 0911 Presentation Transcript

  • PERFORMANCE BENCHMARKING Leadership August 2010
  • Background
  • This may be the one topic that ties all of our other topics together
  • And I used Jim Kouzes’ and Barry Posner’s work as the jumping off point for the survey questions
  • 61 companies took part in the benchmarking study - a new high water mark!
  • 61 companies took part in the benchmarking study - a new high water mark! As always, the companies are mix of manufacturing, technology and service businesses
  • 61 companies took part in the benchmarking study - a new high water mark! As always, the companies are mix of manufacturing, technology and service businesses And the vast majority have revenues of $5-$20 million
  • Executive Summary
  • The overall results show strong ratings in most areas
  • Indicatingthat this is a pretty self- confident group
  • Let’s keep in mind, however
  • Let’s keep in mind, however This was a self-evaluation
  • Even so, there were some interesting and important distinctions
  • Half the questions resulted in very high ratings
  • And only two suggested significant room for improvement
  • While the “What one thing?” question points to some areas for development
  • The Data
  • 98.3%of respondents said that their credibility withintheir organization is either “Excellent” or “Strong”
  • Pretty impressive
  • This is especially encouraging inthat Kouzes and Posner have written that “credibility isthe foundationof leadership”
  • An almost equally impressive 88% feel that their “actions have a real, significant and positive impact on my organization”
  • An almost equally impressive 88% feel that their “actions have a real, significant and positive impact on my organization” Most of the time or Nearly always
  • This would no doubt please Peter Drucker, who famously wrote:
  • This would no doubt please Peter Drucker, who famously wrote: “The job of the executive is to be effective.”
  • A further 88% think that their teams would rate them highly for simply doing what they say they will do.
  • A further 88% think that their teams would rate them highly for simply doing what they say they will do. Most of the time or Nearly always
  • 82%Definitely feel that their influence is very strong, in large part due to the fact that they are deeply trusted.
  • 82%Also see leadership as a team sport and feel they do a great job of enlisting others in the cause.
  • This surprised me as it goes somewhat against my experience of entrepreneurial DNA
  • And yet I believe that “enlisting others” may be the most important -- and underappreciated -- of Kouzes’ and Posner’s 5 Practices of Exemplary Leadership
  • Survey respondents gave themselves fairly strong marks in three other areas
  • Embracing the challenge of leadership
  • Embracing the challenge of leadershipImagining and articulating an exciting future
  • Embracing the challenge of leadershipImagining and articulating an exciting future Having crystal clear Core Values
  • There were two areas where participants in the survey rated themselves as having plenty of room for improvement
  • Only 65% See themselves as continuous improvement fanaticsand one of the most active learners in their organization
  • Kouzes and Posner are clear on this point, however: “the bestleaders are the best learners”
  • Only 62%Feel that one of their strengths is challenging the status quo and leading successful change
  • And yet: if leaders don’t consciously do this ...where will the necessary change come from?
  • Summary-Conclusions
  • Leaders in the region feel that their leadership skills are strong from a number of points of view
  • Credibility
  • Impact
  • DWYSYWDDoing What You Say You Will Do
  • Trust
  • Enlisting Others
  • In 3 areas, leaders rated themselves less confidently
  • Embracing the challenge of leadershipImagining and articulating an exciting future Having crystal clear Core Values
  • And two areas show significant room for improvement
  • Continuous improvement/Active LearningChallenging the status quo/Leading successful change
  • So what’s it all mean?
  • ?So what’s it all mean?
  • ?So what’s it all mean? ?
  • ?So what’s it all mean? ? ?
  • ??So what’s it all mean? ? ?
  • ?? ?So what’s it all mean? ? ?
  • Before looking at the responses to“What one thing would you like to change about your leadership style or capability?”
  • Let’s consider what the data seems to be telling us
  • There appears to be three main conclusions
  • 1 When it comes to issues of character and integrity,leaders in the region see themselves in a very positive light
  • Think: credibility, impact, trust and reliability
  • 2Things get trickier when it comes to making the leadership role more concrete
  • Think: embracing the leadership challenge, imaging and articulating the future, clarifying Core Values
  • 3The most complicated challenges of leadership are seen as the most difficult to tackle
  • Think: continuous learning and leading successful change
  • These challenges were spelled out more clearly in the only “free text” question in the survey
  • “What one thing would you like to change about your leadership style or capability?”
  • As always, it can be a bit dicey trying to infer meaning from dozens of free text answers
  • But, as usual, there were a handful of themes that stood out
  • The largest number of comments wereabout the strategic nature of leadership
  • The direct references were to “making time for strategy” and “leading change”
  • These, in turn, point to two of the biggest challenges indicated by the data
  • Imagining and articulating an exciting future and Challenging the status quo
  • The second most common set of responses had to do with the people side of leadership
  • The references here were to “growing others”,“delegating properly” and being quicker to have “crucial conversations”
  • These issues, I believe, speak strongly to the critical need to enlist others
  • Fundamentally, these are talent management issues -- which we explored in our most recent survey
  • The final group of comments were about the decision making aspect of leadership
  • “Being more decisive”, “Being more efficient andorganized” and “Clearly articulating the reasons for decisions”
  • Interestingly, these seem to relate back to people’s perceptions of the leadership strengths
  • Trust, credibility, impact, doing what they say they will do
  • Within the Executive Forum we will be developing tools to further analyze leadership performance
  • For the purpose of helping leaders answer a critical leadership challenge: to think strategically and operationalize it quickly and successfully
  • We thank you for participating in the survey and look forward to keeping you posted about our progress!
  • If you are interested in more information or have questions or comments, please don’t hesitate to contact me.
  • If you are interested in more information or have questions or comments, please don’t hesitate to contact me. BRYAN J. FISCHER OneStepBeyond 1415 Macon Avenue 8 Pittsburgh, PA 1521 41 2.849.7261 yondllc.com bfischer@onestepbe