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Leadership Development 1 2
- 1. Key Questions in Leadership Development Creating Confident Organizations Paul Dumouchelle Management Consultant www.advisausa.com
- 2. Strategy Execution Alignment Creating Confident Organizations The Triangle of Confidence
- 4. Leadership Development Key Issues & Questions Key Issues Key Questions Change Management What is the change management downside in leaders with a strong sense of urgency & who thrive on pressure? What is the leadership priority when change initiatives encounter dysfunction? Communication What is a leader’s first step in effective communication? Conflict Management What choices do leaders have in addressing conflict? Motivation What is the key link in the performance chain that a leader controls? Decision-Making What common decision-making traps should leaders avoid?
- 5. ©2008 ADViSA Change Management The Implementation Dip Pre-change Performance Level Post-change Performance Level Dip Depth Dip Duration Denial Self-Protection Acceptance Support
- 6. ©2008 ADViSA Change Management The Risk in Impatience What is the change management downside in leaders with a strong sense of urgency & who thrive on pressure? Pre-change Performance Level Post-change Performance Level Dip Depth Dip Duration Denial Self-Protection Acceptance Support
- 8. Used with Permission Change Management Dysfunction Diagnosis
- 9. Copyright © 2008 Fredricka F. Joyner, IUPUC Communication The Communication Circle What is a leader’s first step in effective communication? Business Results Self Awareness Engaging Others Self Management
- 11. Manager’s Relationship with Employee Employee Performance Results Employee Motivation Motivation The Performance Chain What is the key link in the performance chain that a leader controls?
- 12. Hammond, John S., Ralph L. Keeney, and Howard Raiffa. “The Hidden Traps in Decision Making." Harvard Business Review. Sep-Oct (1998). Decision-Making “ Traps” to Avoid Anchoring Giving disproportionate weight to the first information received Status Quo Bias toward alternatives that perpetuate the status quo Sunk-Cost Bias toward choices that justify past choices Confirming Evidence Bias toward information that supports our existing instinct or point of view while avoiding info that contracts it Framing The way a problem is framed, positively or negatively, profoundly influences the choices made Over-confidence The tendency to overestimate the accuracy of our forecasts Prudence The tendency to be over-cautious when making estimates about uncertain events Recall-ability Giving undue weight to recent, dramatic events
Editor's Notes
- ADViSA ~ Creating Confident Organizations ~ Copyright (c) 2008 PI Worldwide Facilitator’s Note: Turn to page 12 in the Participant Manual. Before explaining the Implementation Dip engage participants in the following activity. Explain that for the next 15 seconds you’d like everyone to draw as many stars on their paper as they can. Call time and have people count how many stars they were able to draw in the time given. Then, ask people to put their pen in the opposite hand and repeat the exercise. Call time and count stars. Debrief the activity by asking how their performance of the task differed after changing hands in terms of the quality of the stars and their productivity (how many stars they were able to draw in the 15 seconds). Also, ask how it felt to have to “perform” in a new way. Responses should include awkward, anxious, frustrated, annoyed, silly, unprepared etc. KEY CONCEPT: Change impacts quality, productivity and morale as the Implementation Dip illustrates. Performance suffers as those faced with significant change move through the phases of Denial, Self-Protection, Acceptance and Support. Depending on the magnitude of the change, performance and morale may dip lower and for a longer period of time. Managers must be prepared to minimize the depth and duration of the performance dip in order to achieve the post-change performance gains.
- ADViSA ~ Creating Confident Organizations ~ Copyright (c) 2008 PI Worldwide Facilitator’s Note: Turn to page 12 in the Participant Manual. Before explaining the Implementation Dip engage participants in the following activity. Explain that for the next 15 seconds you’d like everyone to draw as many stars on their paper as they can. Call time and have people count how many stars they were able to draw in the time given. Then, ask people to put their pen in the opposite hand and repeat the exercise. Call time and count stars. Debrief the activity by asking how their performance of the task differed after changing hands in terms of the quality of the stars and their productivity (how many stars they were able to draw in the 15 seconds). Also, ask how it felt to have to “perform” in a new way. Responses should include awkward, anxious, frustrated, annoyed, silly, unprepared etc. KEY CONCEPT: Change impacts quality, productivity and morale as the Implementation Dip illustrates. Performance suffers as those faced with significant change move through the phases of Denial, Self-Protection, Acceptance and Support. Depending on the magnitude of the change, performance and morale may dip lower and for a longer period of time. Managers must be prepared to minimize the depth and duration of the performance dip in order to achieve the post-change performance gains.
- ADViSA ~ Creating Confident Organizations ~ Copyright (c) 2008 PI Worldwide Facilitator’s Notes: In order to Plan for change and get people to Accept it, 7 key elements (column titles) must be addressed. This model provides an explicit framework for diagnosing why change efforts are failing and/or proactively strategizing for future change. If any one of the elements is missing (represented by the red “x’s”), the change initiative is vulnerable. The far right column highlights the “breakdown behaviors” management is likely to see from their people as a result. Refer to page 11 in the Participant Manual. Ask people to partner up with someone new to discuss the specific actions managers could take to address each of the seven elements. Provide a couple examples to jumpstart their thinking. i.e. To promote a Shared Vision about the change, managers could have meeting and go over the strategic business plan highlighting the change as a necessary means to the business ends … To help employees answer WIIFM, all communication about the change could be phrased in terms of the specific benefits (time savings, eliminating double entry, 24/7 accessibility of information etc.) to the employee vs. the company.
- ADViSA ~ Creating Confident Organizations ~ Copyright (c) 2008 PI Worldwide Facilitator’s Notes: In order to Plan for change and get people to Accept it, 7 key elements (column titles) must be addressed. This model provides an explicit framework for diagnosing why change efforts are failing and/or proactively strategizing for future change. If any one of the elements is missing (represented by the red “x’s”), the change initiative is vulnerable. The far right column highlights the “breakdown behaviors” management is likely to see from their people as a result. Refer to page 11 in the Participant Manual. Ask people to partner up with someone new to discuss the specific actions managers could take to address each of the seven elements. Provide a couple examples to jumpstart their thinking. i.e. To promote a Shared Vision about the change, managers could have meeting and go over the strategic business plan highlighting the change as a necessary means to the business ends … To help employees answer WIIFM, all communication about the change could be phrased in terms of the specific benefits (time savings, eliminating double entry, 24/7 accessibility of information etc.) to the employee vs. the company.
- Time: 5 minutes Participant Guide: Page 7 Instructions: Walk through the Connection Circle Make connections between this model and effective communication Key Points: The Connection Circle begins with working continuously to build self awareness. We build self awareness so that we are able to make choices about how to manage our interactions. Making choices about interaction allows us to engage others more effectively. Engaging others more effectively allows us to more effectively achieve business results. Self awareness and self management are the foundation of effective communication
- Time: 5 minutes Participant Guide: Page 10 Instructions: Walk through the model discussing each component Key Points: Often, we respond to conflict with our “default mode” response, sometimes this isn’t the most effective approach We can make choices about how to respond to conflict situation This model helps us analyze a situation and identify appropriate choices The variables to consider when making a choice are: understanding the possible sources of the conflict; understanding myself and my motivating needs; understanding others involved and their motivating needs; and, having knowledge about the pros and cons of possible responses This model will provide the framework for the remainder of this module
- Facilitator Notes: Introduce the concept of “The Performance Chain” on this slide as follows: The manager’s RELATIONSHIP with their employee drives or influences the employee’s MOTIVATION positively or negatively. Remember, employees choose how hard they’re going to work for/with you. Then, employee motivation significantly impacts performance RESULTS. Ask : Why is a chain a fitting metaphor for this concept? Answer : Because the manager’s relationship with a particular employee is inextricably linked to that employee’s motivation which is inextricably linked to their performance. Also if there is a weak link in the chain, both people and results suffer. Ask : What is the only part of this chain you have complete control over? Answer : The steps you take to cultivate a relationship with that other person. Refer participants to page 7 in their Participant’s Guide highlighting that getting work done is not just about executing tasks and achieving goals. It’s also about building relationships. Ask the whole group about the cost of having one without the other (i.e. Results without relationships or relationships without results.) Segue : The good news is that PI gives us the information we need to better understand ourselves and therefore cultivate better work relationships.
- ADViSA ~ Creating Confident Organizations ~ Copyright (c) 2008 PI Worldwide Facilitator Notes: Go over these traps and have participants checkmark the traps they themselves have succumbed to. Have them partner up and discuss some strategies for avoiding these traps in the future. This section builds self awareness. SEGUE : Next we are moving into the PI section and which will continue to build self awareness about decision making tendencies.