Webinar: Develop Your High Potentials into Results-Driven Leaders

1,520 views

Published on

High potentials usually have good ideas, but what transforms a high potential into a genuine leader is the capacity to move agendas and get results. Ideas must be implemented. Samuel Bacharach believes that leadership is about “executing” and getting things done. Leadership need not be driven by charisma or personality, but by the exercise of specific microskills that allow leaders to move an agenda through an organization.

In this world of mergers and acquisitions, turf and uncertainty, in which the solution mindset is replacing the product mindset, your high potentials need to have the political skills to mobilize groups and the managerial skills to sustain momentum.

This webinar will discuss some of the specifics of these pragmatic skills and elaborate on how you can implement a program to help high potentials within your organization develop these skills.

Samuel Bacharach is the McKelvey-Grant Professor in the Department of Organizational Behavior at Cornell University (ILR). He is also the co-founder of the Bacharach Leadership Group (BLG), an organization which specializes in leadership development programs with an emphasis on microskills of change, innovation, execution, negotiation and coaching.

Sam writes a weekly column for Inc.com, focusing on issues of pragmatic leadership, and has published over 100 academic articles and over 20 books. He is the author of Get Them on Your Side, Keep Them on Your Side and the forthcoming volume, Moving Your Agenda: Leading for Innovation and Change.

Published in: Business

Webinar: Develop Your High Potentials into Results-Driven Leaders

  1. 1. March 12, 2014 Develop Your High Potentials Into Results-Driven Leaders Ivy Exec
  2. 2. Samuel B. Bacharach McKelvey-Grant Professor, Cornell University @samuelbacharach blg-lead.com sb@blg-lead.com
  3. 3. You build your future on the core knowledge and skills of your high potentials
  4. 4. Who are your high potentials & why train them?
  5. 5. 1. They know the business 2. Others respect them 3. They are ambitious 4. They work well with others 5. They have guts Criteria for Selecting High Potentials
  6. 6. Train them in the micro-skills of execution
  7. 7. Results-driven leadership is about moving agendas
  8. 8. It’s about giving your high potentials the political skills to mobilize teams and the managerial skills to move agendas for results
  9. 9. High potentials need the micro-skills to move agendas
  10. 10. micro-skills It’s about
  11. 11. Why the focus on micro-skills?
  12. 12. If you want to create change you must lead a campaign
  13. 13. Political Competence Managerial Competence 1. Anticipate 2. Coalesce The Skills of Sustaining Momentum 3. Engage 4. Enhance The Skills of Mobilization & &
  14. 14. The challenge of political competence Overcome resistance & get them on board
  15. 15. Political Competence 1. Anticipate 2. Coalesce The Skills of Mobilization &
  16. 16. Step 1: Train them to anticipate
  17. 17. Bacharach Leadership Group ©2010 resistance have there will be pockets of For every agenda item you criticism
  18. 18. Anticipate their agendas
  19. 19. Adjuster Traditionalist Revolutionary Developer
  20. 20. Anticipate their arguments
  21. 21. Leaders must anticipate what others are going to say
  22. 22. Bacharach Leadership Group ©2010Bacharach Leadership Group ©2010 Leaders must anticipate the game
  23. 23. 1. We’ve tried it before! 2. Your idea is too risky! 3. You’re doing it wrong! 4. You don’t know the issues well enough! 5. Your idea will actually make things worse! 6. Your proposal won’t change a thing! 7. You have ulterior motives! The 7 Yes-But Arguments
  24. 24. Political Competence Managerial Competence 1. Anticipate 2. Coalesce The Skills of Sustaining Momentum 3. Engage 4. Enhance The Skills of Mobilization & &
  25. 25. The challenge of managerial competence You have them on board, now you have to sustain momentum for results
  26. 26. Political Competence 1. Anticipate 2. Coalesce The Skills of Mobilization &
  27. 27. Step 2: Train them to coalesce and get the buy-in
  28. 28. Four Benefits of the Coalition Mindset
  29. 29. Coalitions diffuse risk
  30. 30. Coalitions establish legitimacy
  31. 31. Coalitions deflect sabotage
  32. 32. Coalitions help deflect revenge
  33. 33. 4 Ways to Justify Your Initiative Regulation Scenario: “They made us do it” Rational Scenario: “Look at the numbers” Mimicking Scenario: “Everyone is doing it” Standards Scenario: “People expect it of us”
  34. 34. 4 Ways to Establish Credibility Expertise: “I Know What I’m Talking About” Integrity: “I Can Be Trusted” Positional: “It Comes With the Turf” Opportunity: “The Right Place at the Right Time”
  35. 35. Political Competence Managerial Competence 1. Anticipate 2. Coalesce The Skills of Sustaining Momentum 3. Engage 4. Enhance The Skills of Mobilization & &
  36. 36. Managerial Competence The Skills of Sustaining Momentum 3. Engage 4. Enhance &
  37. 37. Step 3: Train them to structure, guide, integrate, & sustain for engagement
  38. 38. How to structure your team for momentum
  39. 39. don’t forget teams Create hierarchies but
  40. 40. Provide resources but welfare agency don’t become a
  41. 41. Give autonomy but define parameters
  42. 42. How to guide your team to for engagement
  43. 43. subjective bottom line Be clear about the
  44. 44. Make adjustments but don’t overreact
  45. 45. How to integrate your team for engagment
  46. 46. Create a problem-solving culture but don’t process things to death
  47. 47. Pump up the collective but don’t forget the individual
  48. 48. Celebrate but don’t worship idols
  49. 49. How to sustain your team for engagement
  50. 50. Don’t let the coalition mindset slip away
  51. 51. counter-coalitions Beware of
  52. 52. Political Competence Managerial Competence 1. Anticipate 2. Coalesce The Skills of Sustaining Momentum 3. Engage 4. Enhance The Skills of Mobilization & &
  53. 53. Managerial Competence The Skills of Sustaining Momentum 3. Engage 4. Enhance &
  54. 54. Step 4: Train them to enhance
  55. 55. Two keys to enhancing your team: Dialogue1: Coach2:
  56. 56. 1. Emphasize that the micro-skills align with your business strategy Developing a Successful Skill Based High- Potential Leadership Program 2. Make sure the skills the are integrated 3. Establish a learning cohort
  57. 57. 4. Create micro-skill metrics 5. Match skill evaluation (to skill training) 6. Follow up for proactive ownership Developing a Successful Skill Based High- Potential Leadership Program
  58. 58. You can’t do it alone Remember:
  59. 59. 1. Online 2. Mixed-modalities 3. Face-to-face &
  60. 60. Grow Expertise From Within Equip your leaders and managers with MBA-level, project-based, actionable learning in over 45 courses and 200+ topics on leadership, marketing, strategy, sales, and project execution. www.ecornell.com/goredshift • High-Performance Leadership • Data-Driven Marketing • Marketing Strategy • New Media Marketing • Project Leadership • Management Reporting: Systems and Strategies • Business Strategy: Achieving Competitive Advantage • Sales Leadership Sales & Growth-Focused Content with Real World Application
  61. 61. The End
  62. 62. Samuel B. Bacharach McKelvey-Grant Professor, Cornell University @samuelbacharach blg-lead.com sb@blg-lead.com

×