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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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Transcript

  • 1. PERFORMANCE BENCHMARKING Leadership August 2010
  • 2. Background
  • 3. This may be the one topic that ties all of our other topics together
  • 4. And I used Jim Kouzes’ and Barry Posner’s work as the jumping off point for the survey questions
  • 5. 61 companies took part in the benchmarking study - a new high water mark!
  • 6. 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
  • 7. 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
  • 8. Executive Summary
  • 9. The overall results show strong ratings in most areas
  • 10. Indicatingthat this is a pretty self- confident group
  • 11. Let’s keep in mind, however
  • 12. Let’s keep in mind, however This was a self-evaluation
  • 13. Even so, there were some interesting and important distinctions
  • 14. Half the questions resulted in very high ratings
  • 15. And only two suggested significant room for improvement
  • 16. While the “What one thing?” question points to some areas for development
  • 17. The Data
  • 18. 98.3%of respondents said that their credibility withintheir organization is either “Excellent” or “Strong”
  • 19. Pretty impressive
  • 20. This is especially encouraging inthat Kouzes and Posner have written that “credibility isthe foundationof leadership”
  • 21. An almost equally impressive 88% feel that their “actions have a real, significant and positive impact on my organization”
  • 22. 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
  • 23. This would no doubt please Peter Drucker, who famously wrote:
  • 24. This would no doubt please Peter Drucker, who famously wrote: “The job of the executive is to be effective.”
  • 25. A further 88% think that their teams would rate them highly for simply doing what they say they will do.
  • 26. 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
  • 27. 82%Definitely feel that their influence is very strong, in large part due to the fact that they are deeply trusted.
  • 28. 82%Also see leadership as a team sport and feel they do a great job of enlisting others in the cause.
  • 29. This surprised me as it goes somewhat against my experience of entrepreneurial DNA
  • 30. And yet I believe that “enlisting others” may be the most important -- and underappreciated -- of Kouzes’ and Posner’s 5 Practices of Exemplary Leadership
  • 31. Survey respondents gave themselves fairly strong marks in three other areas
  • 32. Embracing the challenge of leadership
  • 33. Embracing the challenge of leadershipImagining and articulating an exciting future
  • 34. Embracing the challenge of leadershipImagining and articulating an exciting future Having crystal clear Core Values
  • 35. There were two areas where participants in the survey rated themselves as having plenty of room for improvement
  • 36. Only 65% See themselves as continuous improvement fanaticsand one of the most active learners in their organization
  • 37. Kouzes and Posner are clear on this point, however: “the bestleaders are the best learners”
  • 38. Only 62%Feel that one of their strengths is challenging the status quo and leading successful change
  • 39. And yet: if leaders don’t consciously do this ...where will the necessary change come from?
  • 40. Summary-Conclusions
  • 41. Leaders in the region feel that their leadership skills are strong from a number of points of view
  • 42. Credibility
  • 43. Impact
  • 44. DWYSYWDDoing What You Say You Will Do
  • 45. Trust
  • 46. Enlisting Others
  • 47. In 3 areas, leaders rated themselves less confidently
  • 48. Embracing the challenge of leadershipImagining and articulating an exciting future Having crystal clear Core Values
  • 49. And two areas show significant room for improvement
  • 50. Continuous improvement/Active LearningChallenging the status quo/Leading successful change
  • 51. So what’s it all mean?
  • 52. ?So what’s it all mean?
  • 53. ?So what’s it all mean? ?
  • 54. ?So what’s it all mean? ? ?
  • 55. ??So what’s it all mean? ? ?
  • 56. ?? ?So what’s it all mean? ? ?
  • 57. Before looking at the responses to“What one thing would you like to change about your leadership style or capability?”
  • 58. Let’s consider what the data seems to be telling us
  • 59. There appears to be three main conclusions
  • 60. 1 When it comes to issues of character and integrity,leaders in the region see themselves in a very positive light
  • 61. Think: credibility, impact, trust and reliability
  • 62. 2Things get trickier when it comes to making the leadership role more concrete
  • 63. Think: embracing the leadership challenge, imaging and articulating the future, clarifying Core Values
  • 64. 3The most complicated challenges of leadership are seen as the most difficult to tackle
  • 65. Think: continuous learning and leading successful change
  • 66. These challenges were spelled out more clearly in the only “free text” question in the survey
  • 67. “What one thing would you like to change about your leadership style or capability?”
  • 68. As always, it can be a bit dicey trying to infer meaning from dozens of free text answers
  • 69. But, as usual, there were a handful of themes that stood out
  • 70. The largest number of comments wereabout the strategic nature of leadership
  • 71. The direct references were to “making time for strategy” and “leading change”
  • 72. These, in turn, point to two of the biggest challenges indicated by the data
  • 73. Imagining and articulating an exciting future and Challenging the status quo
  • 74. The second most common set of responses had to do with the people side of leadership
  • 75. The references here were to “growing others”,“delegating properly” and being quicker to have “crucial conversations”
  • 76. These issues, I believe, speak strongly to the critical need to enlist others
  • 77. Fundamentally, these are talent management issues -- which we explored in our most recent survey
  • 78. The final group of comments were about the decision making aspect of leadership
  • 79. “Being more decisive”, “Being more efficient andorganized” and “Clearly articulating the reasons for decisions”
  • 80. Interestingly, these seem to relate back to people’s perceptions of the leadership strengths
  • 81. Trust, credibility, impact, doing what they say they will do
  • 82. Within the Executive Forum we will be developing tools to further analyze leadership performance
  • 83. For the purpose of helping leaders answer a critical leadership challenge: to think strategically and operationalize it quickly and successfully
  • 84. We thank you for participating in the survey and look forward to keeping you posted about our progress!
  • 85. If you are interested in more information or have questions or comments, please don’t hesitate to contact me.
  • 86. 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