The House Of Leadership - Tools versus Models

Your VTP Host: Glenn McKee, SPHR

Email: [email_address]

Office:

+1 253 272 3636

Linked In: http://www.linkedin.com/in/GlennMcKee

Strategic and tactical leadership skills - sharpen both edges! TM

Agenda

Virtual introduction with option of social or B2B networking

Review of relevant leadership practices:

The House of Leadership –

Tools versus Models

Highlight one of 36 distinct skills of leadership

Agenda

Tools versus Models

Social and B2B Networking

Blog: http://www.gdg-earth.com/blog

Twitter: http://twitter.com/gdgearth

Twitter: http://twitter.com/virtualteaparty

Facebook: Greenfield Development Group

About Us

Strategic and tactical leadership skills - sharpen both edges!

About Us

Strategic and tactical leadership skills - sharpen both edges!

We are a talent development firm specializing in three types of services:

Executive Coaching

Leadership Training

Small Group Facilitation (e.g. Team Building, Succession Planning, etc.)

Agenda

Tools versus Models

The House of Leadership Strategic and tactical leadership skills - sharpen both edges! TM

The House of Leadership >It is a model. Strategic and tactical leadership skills - sharpen both edges! TM

The House of Leadership >It is a model. >It is a starting place for developing leadership talent. Strategic and tactical leadership skills - sharpen both edges! TM

The House of Leadership >It is a model. >It is a starting place for developing leadership talent. >It enables leaders to make distinctions between various elements or “rooms”. Strategic and tactical leadership skills - sharpen both edges! TM

The House of Leadership

Characteristics

Characteristics

Negative

Tardiness

Inefficient

Passive

Micromanagement

Positive

Characteristics

Negative

Tardiness

Inefficient

Passive

Micromanagement

Positive

Punctuality

Honesty

Integrity

NOTE: Not Delegation –

That’s a Skill!

Skills

Technical

Bookkeeping

Accounting

Keyboarding

Word Processing Software

Graphical Design

Grant Writing

Closing the Sale

Leadership

Skills

Technical

Bookkeeping

Accounting

Keyboarding

Graphical Design

Grant Writing

Closing the Sale

Leadership

Business Visioning

Delegating Work

Informal Coaching

Formal Disciplining

Motivating Employees

Team Building

Building Consensus

Characteristics

Skills

Models

Models

The Leadership Pipeline

Models

Characteristics

Skills

Models

Tools

Tools

5-15 Reports

Tools

5-15 Reports

Checklists

Characteristics

Skills

Models

Tools

Values

Values

Single Words

Green

Innovation

Quality

Statements

Values

Single Words

Green

Innovation

Quality

Statements

We learn from our customers

We educate our customers

Respect the individual

Characteristics

Skills

Models

Tools

Values

Insight

Insight

Tactical

Overcome the buddy syndrome

Strategic

Overcome silo thinking

Characteristics

Skills

Models

Tools

Values

Insight

Knowledge

Characteristics

Skills

Models

Tools

Values

Insight

Knowledge

Practices

Characteristics

Skills

Models

Tools

Values

Insight

Knowledge

Practices

Talent

Learn more…

www.gdg-earth.com/blog

See Virtual Tea Parties:

House of Leadership – Characteristics versus Skills

Agenda

Tools versus Models

Characteristics

Skills

Models

Tools

Values

Insight

Knowledge

Practices

Talent

Pursue Three Benefits

Build your own inventory of both tools and models for developing leadership talent.

Distinguish between the best practices of great organizations (one kind of model; role models) and graphical approaches (practical models) for developing talent.

See a creative twist for building your own models using eight shapes (e.g. triangles, circles, matrix, etc.)

Characteristics

Skills

Models

Tools

Values

Insight

Knowledge

Practices

Talent

Build Inventory of Tools and Models

Of course, start with what exist?

Of course, start with what exists

Do you have more tools?

Or models?

Or models?

Or you need more of both?

Or models?

Or you need more of both?

What have we got that you like?

Distinguish between the best practices of great organizations (one kind of model; role models ) and graphical approaches (practical models ) for developing talent.

Characteristics

Skills

Models

Tools

Values

Insight

Knowledge

Practices

Talent

Role Models – People

John Adams – Pioneered government structures

Dwight Eisenhower – Commanded 2.9 million people during WW2 with down-to-earth style

Jack Welch - During 20 year tenure, GE market value grew from $13 to $500 billion

Chris Anderson – Blogger who serves as thought leader for markets ( www.thelongtail.com )

Chris Anderson – Blogger who serves as thought leader for markets ( www.thelongtail.com )

Who are the heroes and role models where you work?

Role Models – Organizations What comes to mind?

General Electric – Still a role model?

Honeywell

Honeywell

Walmart … to … Nordstroms

Honeywell

Bass Pro Shops … to … REI

Honeywell

Ebay

Honeywell

Ebay

Russell Investments… to …Stanley Tools

Honeywell

Ebay

Twitter

Honeywell

Ebay

Twitter

The up-and-coming business around the corner?

Characteristics

Skills

Models

Tools

Values

Insight

Knowledge

Practices

Talent

Models

Tactical Skills: Levels 1 – 2

Level 1 – Supervisors and Team Leaders

Level 2 – Functional Managers

These are tactical skills (e.g. delegating, coaching, team building, etc.)

Models

Strategic Skills: Levels 3 - 4

Level 3 – Strategy Leaders

Level 4 – Enterprise Leaders

These are strategic skills (e.g. facilitating innovation, mediating values differences, strategy execution, visioning, etc.)

Eight Shapes

Triangle

Circle

Square

Map

Tree

Matrix

Pipeline

Funnel

Eight Shapes

Triangle

Circle

Square

Map

Tree

Matrix

Pipeline

Funnel

The Making of a Corporate Athelete Jim Loehr and Tony Schwartz – The High Performance Pyramid Strategic and tactical leadership skills - sharpen both edges! TM

Eight Shapes

Triangle

Circle

Square

Map

Tree

Matrix

Pipeline

Funnel

Talent Development – The Leadership Program Greenfield Development Group Strategic and tactical leadership skills - sharpen both edges! TM

Eight Shapes

Triangle

Circle

Square

Map

Tree

Matrix

Pipeline

Funnel

Skills

Technical

Bookkeeping

Accounting

Keyboarding

Graphical Design

Grant Writing

Closing the Sale

Leadership

Business Visioning

Delegating Work

Informal Coaching

Formal Disciplining

Motivating Employees

Team Building

Building Consensus

Eight Shapes

Triangle

Circle

Square

Map

Tree

Matrix

Pipeline

Funnel

Chris Yates Studios

www.chrisyates.net

[email_address]

728 10 th Street, Boulder, CO

303-523-7678

London Tube Style Map – US Interstate Map

$12 Print

Eight Shapes

Triangle

Circle

Square

Map

Tree

Matrix

Pipeline

Funnel

Tree

Branches ?

Trunk?

Roots?

Fertilizer?

Oak versus Evergreen?

Fishbone Diagram (regular) Category 2 Category 4 Category 3 Category 1 Topic Name Factor Factor Factor Factor Factor Factor Factor Factor Factor Strategic and tactical leadership skills - sharpen both edges! TM

Fishbone Diagram (cause and effect) Largest Influence 2 nd Largest Influence Least Influence 3 rd Largest Cause Effect Cause Cause Cause Cause Cause Cause Cause Cause Cause Strategic and tactical leadership skills - sharpen both edges! TM

Eight Shapes

Triangle

Circle

Square

Map

Tree

Matrix

Pipeline

Funnel

The 9 Grid Talent Matrix Achieves Achieves with Distinction Inconsistently Achieves Performance Lower Performing Higher Performing Potential Lower Potential Higher Potential Plateaued Growth Potential Highest Potential

The 9 Grid Matrix

Learn more…

www.gdg-earth.com/blog

See Virtual Tea Parties:

Developing Talent – The 9 Grid Matrix

Eight Shapes

Triangle

Circle

Square

Map

Tree

Matrix

Pipeline

Funnel

Models

Tactical Skills: Levels 1 – 2

Level 1 – Supervisors and Team Leaders

Level 2 – Functional Managers

These are tactical skills (e.g. delegating, coaching, team building, etc.)

Models

Strategic Skills: Levels 3 - 4

Level 3 – Strategy Leaders

Level 4 – Enterprise Leaders

These are strategic skills (e.g. facilitating innovation, mediating values differences, strategy execution, visioning, etc.)

Eight Shapes

Triangle

Circle

Square

Map

Tree

Matrix

Pipeline

Funnel

Funnels Strategic and tactical leadership skills - sharpen both edges! TM

Practical Application

Start today – begin listing tools and models!

Prioritize – find the primary tool or model with the greatest significance that is currently under-used; promote it at least seven times.

Prioritize – find the primary tool or model with the greatest significance that is currently under-used; promote it at least seven times.

Look ahead – how can you innovate using tools and models that is “just-to-the-side”?

Just-to-the-Side: McLean’s Box

Malcolm McLean expanded McLean’s Trucking in 1950’s to include shipping and port privileges;

Wanted to avoid unloading truck at dock and reloading cargo onto ship;

Had idea to drive trucks right onto ship but saw wheels of truck were in the way;

Just-to-the-Side: McLean’s Box

“ The box” was born which enabled the simple lifting of cargo from truck bed to ship;

Vietnam, Japan’s Export boom and corrupt docks in New York led to market shifts as “the box” became the more efficient and profitable way to transport cargo.

Agenda