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Achieving ROI on your Leadership investment Presented by: John F. Bradford Senior Vice President Consulting Services  Prof...
Focus in the Current  Economic Climate <ul><li>Reducing Costs </li></ul><ul><li>Increasing Productivity / Output </li></ul...
Surely more? <ul><li>“… corporations spend, on average, 36 percent of their revenue on human capital expenses..” </li></ul...
How do we meet  these challenges? <ul><li>Get the RIGHT people & avoid the “WRONG” people! </li></ul><ul><li>Retain the RI...
. ‘ Low Producers’ 16% 48%  less   than average ‘ Superior  Producers’ 16% 48%  more  than average ‘ Average Producers’ 68%
<ul><li>Two year study of leadership behaviours with greatest business impact </li></ul><ul><li>200,000 evaluations of 20,...
Mortgage Bank Leadership Team – 360  Assessed Statistics from  The Extraordinary Leader,  by Jack Zenger and Joe Folkman ...
Statistics from  The Extraordinary Leader,  by Jack Zenger and Joe Folkman Inspirational  leaders  make  a remarkable  dif...
Your Best Manager-Leaders? <ul><li>Do you know who they are? </li></ul><ul><li>Really? </li></ul><ul><li>Do you know what ...
Your Best Manager-Leaders? <ul><li>Do you know what makes them different – why they are so much better? </li></ul><ul><li>...
Best Possible Leaders?
1. They do the job well  –  Get the required results
2. They get results – without negatively affecting your most expensive asset: your people
3. They have the potential to deal with it should your business environment change
What Makes the Best Different?
First, it’s potential:  ‘ Who they are and what they can become’
Then, it’s competency:  WHAT they do
Building Superior Leaders – just three strategies <ul><li>Hope  </li></ul><ul><ul><li>a hopeless strategy </li></ul></ul><...
Leader Cloning 101 <ul><li>First, identify  Potential  required for success in  your  organisation – and plan to find it <...
Leader Cloning 101 <ul><li>First, identify  Potential  required for success in  your  organisation – and plan to find it <...
Unless you manage both potential AND competency you include hope as an element in your strategy
Step One: Identify Potential <ul><li>‘ Begin with the end in mind’ – think RESULTS! </li></ul>
Step One: Identify Potential <ul><li>‘ Begin with the end in mind’ – think RESULTS! </li></ul><ul><li>Rate your leaders as...
Step One: Identify Potential <ul><li>‘ Begin with the end in mind’ – think RESULTS! </li></ul><ul><li>Rate your leaders as...
Step One: Identify Potential <ul><li>‘ Begin with the end in mind’ – think RESULTS! </li></ul><ul><li>Rate your leaders as...
Predicting Performance The example’s on the following slides were generated from the ProfileXT.  The Profile XT is the mos...
<ul><li>Information processing capability & style  </li></ul><ul><li>Personality & Behavior </li></ul><ul><li>Turn ons / t...
Top Performer Profile Shaded areas indicate the required potential The Profile shows requirements for superior performance...
Good Match 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8...
Questionable Match 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 ...
 
Know with total clarity what  Potential  is essential for leadership success in your organization  – and hire / develop to...
Predicting Performance The example’s on the following slides were generated from the ProfileXT.  The Profile XT is the mos...
Step Two: Now You have Identified potential, look to competency <ul><li>Rate ALL managers using a well-researched universa...
You must know your managers  and their competencies… … inside out
8 Universal Leadership Clusters ‘Hard’ & ‘Soft Skills’ <ul><li>Communication </li></ul><ul><li>Leadership </li></ul><ul><l...
Task Management <ul><li>Works Efficiently </li></ul><ul><ul><li>Applies current technology in practical ways to maximize e...
15 minute to look inside  your leadership capabilities… Anonymous  & Confidential Anonymous  & Confidential
Measuring Competencies The example’s on the following slides were generated from the Checkpoint 360 survey. The Profiles C...
How do my manager-leaders rate  on critical competences?
How do my manager-leaders rate  on critical competences?
What are their ‘Talents’ – and my particular ‘Focus’ areas?
What are their ‘Talents’ – and my particular ‘Focus’ areas?
Where are they strong,  where do they need to develop?
Step Two: Now You have Identified potential, look to competency <ul><li>Start with your top performers – and identify thos...
Step Two: Now You have Identified potential, look to competency <ul><li>Develop individual plans that address gaps in thes...
Step-by-Step Individual  Development Action Plan
Measuring Competencies The example’s on the following slides were generated from the Checkpoint 360 survey. The Profiles C...
Step Two: Now You have Identified potential, look to competency <ul><li>Develop a corporate wide plan to develop these cri...
Competences and Skill essential for success?
How good do we believe we are in these critical areas?
What does my organization need to focus on?  Development priorities - presented in order of urgency
Step Two: Now You have Identified potential, look to competency <ul><li>Review progress at least annually – our businesses...
The ‘game’ changes all the time - and you must change with it
“ Sure, the lion is king of the jungle,  but airdrop him into Antarctica, and he's just a penguin's bitch” Dennis Miller
Results we Require? Potential to achieve  these  results? Competency to achieve  these  results Action! Identify, Plan, De...
What are you then doing? <ul><li>MANAGING for ROI on your leadership investment – consciously! </li></ul>
What are you then doing? <ul><li>MANAGING for ROI on your leadership investment – consciously! </li></ul><ul><li>Targeting...
What are you then doing? <ul><li>MANAGING for ROI on your leadership investment – consciously! </li></ul><ul><li>Targeting...
What are you then doing? <ul><li>MANAGING for ROI on your leadership investment – consciously! </li></ul><ul><li>Targeting...
What are you then doing? <ul><li>MANAGING for ROI on your leadership investment – consciously! </li></ul><ul><li>Targeting...
What are you then doing? <ul><li>MANAGING for ROI on your leadership investment – consciously! </li></ul><ul><li>Targeting...
If you keep doing what you’re doing… You’ll keep getting what you’re getting
Gratuitous Plug To learn how we can help you  “Achieve ROI on your Leadership Investment  “ please contact: John Bradford,...
Achieving ROI on your Leadership investment
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Achieving ROI On Leadership Investment John Bradford

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Objective of presentation is to identify what actions to take to achieve return on your investment when investing in the development of leaders.

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  • Transcript of "Achieving ROI On Leadership Investment John Bradford"

    1. 1. Achieving ROI on your Leadership investment Presented by: John F. Bradford Senior Vice President Consulting Services Profiles International, Inc. [email_address] 254-399-5551
    2. 2. Focus in the Current Economic Climate <ul><li>Reducing Costs </li></ul><ul><li>Increasing Productivity / Output </li></ul><ul><li>Improving Bottom Line </li></ul><ul><li>… investments of any kind are now only justifiable if they contribute to one or more of the above! </li></ul>
    3. 3. Surely more? <ul><li>“… corporations spend, on average, 36 percent of their revenue on human capital expenses..” </li></ul><ul><li>Mercer/ CFO Magazine study </li></ul>
    4. 4. How do we meet these challenges? <ul><li>Get the RIGHT people & avoid the “WRONG” people! </li></ul><ul><li>Retain the RIGHT people </li></ul><ul><li>Make those RIGHT people maximally productive </li></ul><ul><li>Develop any “WRONG” people they’ve already got </li></ul>
    5. 5. . ‘ Low Producers’ 16% 48% less than average ‘ Superior Producers’ 16% 48% more than average ‘ Average Producers’ 68%
    6. 6. <ul><li>Two year study of leadership behaviours with greatest business impact </li></ul><ul><li>200,000 evaluations of 20,000 leaders </li></ul><ul><li>Compared top 10% with bottom 10% </li></ul>
    7. 7. Mortgage Bank Leadership Team – 360  Assessed Statistics from The Extraordinary Leader, by Jack Zenger and Joe Folkman Great leaders generate higher net income -$1.2M $2.4M $4.5M -2 -1 0 1 2 3 4 5 Net Income (millions) Least Effective 10% Middle 80% Most Effective 10%
    8. 8. Statistics from The Extraordinary Leader, by Jack Zenger and Joe Folkman Inspirational leaders make a remarkable difference Average leaders have average impact Poor leaders cause disengagement & ‘mental turnover’ Leadership Effectiveness Impacts Employee Engagement Leadership Effectiveness Employee Engagement
    9. 9. Your Best Manager-Leaders? <ul><li>Do you know who they are? </li></ul><ul><li>Really? </li></ul><ul><li>Do you know what makes them different – why they are so much better? </li></ul>
    10. 10. Your Best Manager-Leaders? <ul><li>Do you know what makes them different – why they are so much better? </li></ul><ul><li>Have you a comprehensive profile so you could easily replace them tomorrow if you needed to? </li></ul><ul><li>Are they being managed to get the very best from them – are they capable of more? </li></ul>
    11. 11. Best Possible Leaders?
    12. 12. 1. They do the job well – Get the required results
    13. 13. 2. They get results – without negatively affecting your most expensive asset: your people
    14. 14. 3. They have the potential to deal with it should your business environment change
    15. 15. What Makes the Best Different?
    16. 16. First, it’s potential: ‘ Who they are and what they can become’
    17. 17. Then, it’s competency: WHAT they do
    18. 18. Building Superior Leaders – just three strategies <ul><li>Hope </li></ul><ul><ul><li>a hopeless strategy </li></ul></ul><ul><li>Clone them using medical science </li></ul><ul><ul><li>not yet possible, ethical, legal, or most importantly affordable </li></ul></ul><ul><li>Do the next best thing – ‘clone them’ with management science </li></ul>
    19. 19. Leader Cloning 101 <ul><li>First, identify Potential required for success in your organisation – and plan to find it </li></ul><ul><li>Then, identify Competencies required for success in your organisation and plan to develop them </li></ul>
    20. 20. Leader Cloning 101 <ul><li>First, identify Potential required for success in your organisation – and plan to find it </li></ul>
    21. 21. Unless you manage both potential AND competency you include hope as an element in your strategy
    22. 22. Step One: Identify Potential <ul><li>‘ Begin with the end in mind’ – think RESULTS! </li></ul>
    23. 23. Step One: Identify Potential <ul><li>‘ Begin with the end in mind’ – think RESULTS! </li></ul><ul><li>Rate your leaders as top, middle and bottom performers using OBJECTIVE criteria – money is best for ROI! </li></ul>
    24. 24. Step One: Identify Potential <ul><li>‘ Begin with the end in mind’ – think RESULTS! </li></ul><ul><li>Rate your leaders as top, middle and bottom performers using OBJECTIVE criteria – money is best for ROI! </li></ul><ul><li>Analyse your Top Performers & create a profile of your best leaders – what they share in common </li></ul><ul><ul><li>Their core abilities </li></ul></ul><ul><ul><li>Their personality and behaviours </li></ul></ul><ul><ul><li>Their motivations </li></ul></ul>
    25. 25. Step One: Identify Potential <ul><li>‘ Begin with the end in mind’ – think RESULTS! </li></ul><ul><li>Rate your leaders as top, middle and bottom performers using OBJECTIVE criteria – money is best for ROI! </li></ul><ul><li>Analyse your Top Performers & create a profile of your best leaders – what they share in common </li></ul><ul><ul><li>Their core abilities </li></ul></ul><ul><ul><li>Their personality and behaviours </li></ul></ul><ul><ul><li>Their motivations </li></ul></ul><ul><li>Use this Profile to </li></ul><ul><ul><li>Specifically hire for the potential your Top Performers have </li></ul></ul><ul><ul><li>Carefully avoid hiring what your Bottom Performers have </li></ul></ul><ul><ul><li>Figure out how to raise the game of your ‘average’ or Middle performers </li></ul></ul>
    26. 26. Predicting Performance The example’s on the following slides were generated from the ProfileXT. The Profile XT is the most technologically advanced, state-of-the-art system available today for measuring human potential and predicting job performance .
    27. 27. <ul><li>Information processing capability & style </li></ul><ul><li>Personality & Behavior </li></ul><ul><li>Turn ons / turn offs </li></ul>10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 Thinking Style Occupational Interests Behavioral Traits Learning Index Verbal Skill Verbal Reasoning Numerical Ability Numeric Reasoning Enterprising Financial/Admin People Service Technical Mechanical Creative Energy Level Assertiveness Sociability Manageability Attitude Decisiveness Accommodating Independence Objective Judgment
    28. 28. Top Performer Profile Shaded areas indicate the required potential The Profile shows requirements for superior performance in your company 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 Thinking Style Occupational Interests Behavioral Traits Learning Index Verbal Skill Verbal Reasoning Numerical Ability Numeric Reasoning Enterprising Financial/Admin People Service Technical Mechanical Creative Energy Level Assertiveness Sociability Manageability Attitude Decisiveness Accommodating Independence Objective Judgment
    29. 29. Good Match 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 Thinking Style Occupational Interests Behavioral Traits Learning Index Verbal Skill Verbal Reasoning Numerical Ability Numeric Reasoning Enterprising Financial/Admin People Service Technical Mechanical Creative Energy Level Assertiveness Sociability Manageability Attitude Decisiveness Accommodating Independence Objective Judgment
    30. 30. Questionable Match 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1 Thinking Style Occupational Interests Behavioral Traits Learning Index Verbal Skill Verbal Reasoning Numerical Ability Numeric Reasoning Enterprising Financial/Admin People Service Technical Mechanical Creative Energy Level Assertiveness Sociability Manageability Attitude Decisiveness Accommodating Independence Objective Judgment
    31. 32. Know with total clarity what Potential is essential for leadership success in your organization – and hire / develop to produce it
    32. 33. Predicting Performance The example’s on the following slides were generated from the ProfileXT. The Profile XT is the most technologically advanced, state-of-the-art system available today for measuring human potential and predicting job performance . To learn more please contact: John Bradford, Senior Vice President Profiles International, Inc. [email_address] Phone: 254-399-5551
    33. 34. Step Two: Now You have Identified potential, look to competency <ul><li>Rate ALL managers using a well-researched universal leadership competency tool </li></ul>
    34. 35. You must know your managers and their competencies… … inside out
    35. 36. 8 Universal Leadership Clusters ‘Hard’ & ‘Soft Skills’ <ul><li>Communication </li></ul><ul><li>Leadership </li></ul><ul><li>Adaptability </li></ul><ul><li>Relationships </li></ul><ul><li>Task Management </li></ul><ul><li>Production </li></ul><ul><li>Development of Others </li></ul><ul><li>Personal Development </li></ul>
    36. 37. Task Management <ul><li>Works Efficiently </li></ul><ul><ul><li>Applies current technology in practical ways to maximize efficiency </li></ul></ul><ul><ul><li>Makes wise use of outside resources </li></ul></ul><ul><ul><li>Avoids procrastination </li></ul></ul><ul><ul><li>Set priorities and tackles assignments accordingly </li></ul></ul><ul><li>Works Competently </li></ul><ul><ul><li>Demonstrates mastery of fundamentals necessary to job </li></ul></ul><ul><ul><li>Is skilled at learning and applying new information quickly </li></ul></ul><ul><ul><li>Integrates new theories, trends and methods into appropriate business operations </li></ul></ul>… 8 Skill clusters break into 18 Skill Sets, and further into 70 individual survey items…
    37. 38. 15 minute to look inside your leadership capabilities… Anonymous & Confidential Anonymous & Confidential
    38. 39. Measuring Competencies The example’s on the following slides were generated from the Checkpoint 360 survey. The Profiles CheckPoint Management System is a powerful three-part solution for management and leadership skills.
    39. 40. How do my manager-leaders rate on critical competences?
    40. 41. How do my manager-leaders rate on critical competences?
    41. 42. What are their ‘Talents’ – and my particular ‘Focus’ areas?
    42. 43. What are their ‘Talents’ – and my particular ‘Focus’ areas?
    43. 44. Where are they strong, where do they need to develop?
    44. 45. Step Two: Now You have Identified potential, look to competency <ul><li>Start with your top performers – and identify those competencies that your Top Performers share in common </li></ul><ul><li>Rate ALL managers using a well-researched universal leadership competency tool </li></ul>
    45. 46. Step Two: Now You have Identified potential, look to competency <ul><li>Develop individual plans that address gaps in these competencies in your Middle and Bottom performers </li></ul><ul><li>Rate ALL managers using a well-researched universal leadership competency tool </li></ul><ul><li>Start with your top performers – and identify those competencies that your Top Performers share in common </li></ul>
    46. 47. Step-by-Step Individual Development Action Plan
    47. 48. Measuring Competencies The example’s on the following slides were generated from the Checkpoint 360 survey. The Profiles CheckPoint Management System is a powerful three-part solution for management and leadership skills To learn more please contact: John Bradford, Senior Vice President Profiles International, Inc. [email_address] Phone: 254-399-5551
    48. 49. Step Two: Now You have Identified potential, look to competency <ul><li>Develop a corporate wide plan to develop these critical competencies </li></ul><ul><li>Rate ALL managers using a well-researched universal leadership competency tool </li></ul><ul><li>Start with your top performers – and identify those competencies that your Top Performers share in common </li></ul><ul><li>Develop individual plans that address gaps in these competencies in your Middle and Bottom performers </li></ul>
    49. 50. Competences and Skill essential for success?
    50. 51. How good do we believe we are in these critical areas?
    51. 52. What does my organization need to focus on? Development priorities - presented in order of urgency
    52. 53. Step Two: Now You have Identified potential, look to competency <ul><li>Review progress at least annually – our businesses changes more quickly than even we realise </li></ul><ul><li>Rate ALL managers using a well-researched universal leadership competency tool </li></ul><ul><li>Start with your top performers – and identify those competencies that your Top Performers share in common </li></ul><ul><li>Develop individual plans that address gaps in these competencies in your Middle and Bottom performers </li></ul><ul><li>Develop a corporate wide plan to develop these critical competencies </li></ul>
    53. 54. The ‘game’ changes all the time - and you must change with it
    54. 55. “ Sure, the lion is king of the jungle, but airdrop him into Antarctica, and he's just a penguin's bitch” Dennis Miller
    55. 56. Results we Require? Potential to achieve these results? Competency to achieve these results Action! Identify, Plan, Develop
    56. 57. What are you then doing? <ul><li>MANAGING for ROI on your leadership investment – consciously! </li></ul>
    57. 58. What are you then doing? <ul><li>MANAGING for ROI on your leadership investment – consciously! </li></ul><ul><li>Targeting specific developments to achieve specific, clearly identified results </li></ul>
    58. 59. What are you then doing? <ul><li>MANAGING for ROI on your leadership investment – consciously! </li></ul><ul><li>Targeting specific developments to achieve specific, clearly identified results </li></ul><ul><li>‘ Raising the game’ of every manager </li></ul>
    59. 60. What are you then doing? <ul><li>MANAGING for ROI on your leadership investment – consciously! </li></ul><ul><li>Targeting specific developments to achieve specific, clearly identified results </li></ul><ul><li>‘ Raising the game’ of every manager </li></ul><ul><li>MANAGING your leadership funnel </li></ul>
    60. 61. What are you then doing? <ul><li>MANAGING for ROI on your leadership investment – consciously! </li></ul><ul><li>Targeting specific developments to achieve specific, clearly identified results </li></ul><ul><li>‘ Raising the game’ of every manager </li></ul><ul><li>MANAGING your leadership funnel </li></ul><ul><li>Abandoning hope! </li></ul>
    61. 62. What are you then doing? <ul><li>MANAGING for ROI on your leadership investment – consciously! </li></ul><ul><li>Targeting specific developments to achieve specific, clearly identified results </li></ul><ul><li>‘ Raising the game’ of every manager </li></ul><ul><li>MANAGING your leadership funnel </li></ul><ul><li>Abandoning hope! </li></ul><ul><li>Assuring your future </li></ul>
    62. 63. If you keep doing what you’re doing… You’ll keep getting what you’re getting
    63. 64. Gratuitous Plug To learn how we can help you “Achieve ROI on your Leadership Investment “ please contact: John Bradford, Senior Vice President Senior Vice President Consulting Services Profiles International, Inc. [email_address] Phone: 254-399-5551
    64. 65. Achieving ROI on your Leadership investment
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