• Like
Chapter 8 & 9 PPT
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

Chapter 8 & 9 PPT

  • 277 views
Published

A PowerPoint presentation for Chapters 8 and 9 based off of Quint Studer\'s book, "Results That Last."

A PowerPoint presentation for Chapters 8 and 9 based off of Quint Studer\'s book, "Results That Last."

  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
    Be the first to like this
No Downloads

Views

Total Views
277
On SlideShare
0
From Embeds
0
Number of Embeds
0

Actions

Shares
Downloads
2
Comments
0
Likes
0

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide

Transcript

  • 1. Chapter 8 & Chapter 9 By: Jessica Romero Armine Karaguezian Tony Chang
  • 2. Chapter 8 Create and Develop Leaders
  • 3. Chapter 8
    • How to train leaders in order to achieve Results That Last!
  • 4. Chapter 8
    • Most CEO’s “SAY” that leadership development is a MUST.
    • They do not “BACK IT UP” with the hours of necessary training.
  • 5. Chapter 8
    • 4 Problems STOPPING Leadership Development
  • 6. Chapter 8
    • No Time
    • “ Chief Learning Thing”
    • Waste of Money
    • Random, Vague, Soft
  • 7. Chapter 8
    • With NO great Leaders... Comes NO great… Companies…
  • 8. Chapter 8
    • Leadership is at the
  • 9. Chapter 8
    • 6
    • Principles
    • For
    • Developing Leaders
  • 10. Chapter 8
    • CEO and other TOP executives must drive the training curriculum.
    • Be there from beginning to end.
  • 11. Chapter 8
    • 2) ALL Leaders must be trained.
    • You cannot expect the 10% of leaders who are sent to be trained to sway the 90% who did not go.
    • Frustrated 10% might even leave b/c they are unable to effect change.
  • 12. Chapter 8
    • 3) Leaders MUST help design their own training.
    • Agenda of things they are:
    • concerned about
    • areas that they believe need changing
    • others will buy into the program more readily.
  • 13. Chapter 8
    • 4) Training must be linked to the company’s overall performance goals.
    • Company’s goals and performance measures.
  • 14. Chapter 8
    • 5) Leaders should understand the Five Phases of the Nature
    • of
    • Organizational
    • Change
  • 15. Chapter 8
    • Organizational Change: Phase 1 The Honeymoon
    • Everyone is FIRED UP and EXCITED.
    • Hope reigns.
  • 16. Chapter 8
    • Organizational Change: Phase 2
    • Reality Sets In
    • Inconsistencies show up
    • We/they mentality begins to form
    • Begin to see differences between low, middle, and high performers.
  • 17. Chapter 8
    • Organizational Change: Phase 3
    • The Uncomfortable Gap
    • Gap widens and the wall appears.
    • Leaders need to move high and middle performers to a higher level
    • Leaders need to move low performers either up or out.
  • 18. Chapter 8
    • Organizational Change: Phase 4
    • Consistency
    • Organization has moved over the wall.
    • Team of disciplined leaders are in place.
    • Everyone understands the keys to success.
  • 19. Chapter 8
    • Organizational Change: Phase 5
    • Leading the Way—Results
    • Organization has succeeded in hardwiring excellence at the core of your organization’s culture.
    • Results show across all five pillars.
    • Employees have a sense of purpose.
  • 20. Chapter 8
    • 6) IMPORTANT
    • Train Leaders in the Art of High Middle Low Conversations
  • 21. Chapter 8
    • Leaders trained to: 1) Drive the achievement of organizational goals. 2) Improve own individual leadership performance.
    • Idea behind Leadership Development Institutes (LDIs)
  • 22. Chapter 8
    • Studer Groups Recommendation:
    • Leaders be taken off-site for two days every 90 days to participate in an LDI. The 90-day period between the training sessions allows: 1) Feedback 2) Coaching 3) Practice the leaders need to integrate their new skills into their daily work lives.
  • 23. Chapter 8
    • Leadership Development Institute
    • Provides tools and training to achieve the company’s goals.
    • Helps employees feel a sense of PURPOSE
    • Their work really is WORTHWHILE
    • They really are making a DIFFERENCE
  • 24. Any Questions?
  • 25. Tic-Tac-Toe Game!
    • In Chapter 8, we learn how to ______ leaders in order to achieve results that last!
    • Train
    • Manipulate
    • Build
  • 26. True / False? According to our presentation, two problems stopping leadership development at it’s tracks are money and not enough training .
    • No Time To Devote To It
    • Waste of Money
    • Chief Learning Officer Thing
    • It is Random, Vague, Soft
  • 27. True / False ? Training must be linked to the company’s overall performance goals.
    • True
  • 28. Which one of the 5 organizational phases is missing? *Honeymoon *Reality Sets In *Consistency *Leading the Way
    • Comfortable Gap
    • Uncomfortable Gap
    • Inconsistency Phase
    • Training Phase
  • 29. Leaders need to be taken off-site for ____ days every 90 days to participate in a leadership development institute.
    • TWO
  • 30.  
  • 31. Chapter 9 Satisfied Employees Mean A Healthy Bottom Line
  • 32. Chapters 8 & 9 Common Themes
    • Employees want:
    • A company with a meaningful purpose
    • A worthwhile job
    • To make a difference
  • 33. The Power of Satisfied Employees
    • The 3 previous factors contribute to employee satisfaction.
    • Happy employees = happy patients
    • Satisfied employees = a BETTER work environment
  • 34. Nine Ways To Get Started 1. Rounding
    • Great tool to communicate openly with employees
    • Find out the good/bad
    • Make a personal connection/recognize success
    • *Goal* is to try and fix the problems that have or may come up
  • 35. 2. Emotional Bank Account
    • Building a good relationship with your employees .
    • Making sure that employees are happy most of the time
    • Emotional $$$ so that when withdrawls are made employees are still forgiving of management
  • 36. 3. Employee Satisfaction
    • Using a proven assessment to diagnose problems and how to fix them
    • It’s not the data but how it is shared and what action is taken based on feedback
    • Off site training for ½ day.
  • 37. 4. Quick Wins
    • Little steps to show that management is committed to the needs of their employees
    • Quick wins are not always obvious until they present themselves
    • Nursing example (in the text).
  • 38. 5. Deal with Low Performers and Their Impact
    • High performers show great frustration with low performers
    • Low drives out the High
    • Low must be removed in order for the company to advance
  • 39. 6. Harvest Best Practices
    • Inconsistent communication is the PROBLEM
    • Reward good practices and keep it going
  • 40. 7. Provide Tools
    • When employees are not performing at their best it is because they do not have the tools they need.
    • Employees would like to do their BEST but they just need the tools.
    • This is likely to decrease turn-over rates
  • 41. 8. “Consider it Done” Attitude
    • Sig Jones cashier example
    • Praise high achievers and hold the employee as an example for others to follow
    • Empower the high achievers to motivate other employees
  • 42. 9. Be Open and Truthful to Employees
    • Management owes it to the employees
    • Not communicating effectively with employees will make them lose trust in management
    • An organization with happy employees is a better place to work
  • 43.