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Chapter 8 & 9 PPT
Chapter 8 & 9 PPT
Chapter 8 & 9 PPT
Chapter 8 & 9 PPT
Chapter 8 & 9 PPT
Chapter 8 & 9 PPT
Chapter 8 & 9 PPT
Chapter 8 & 9 PPT
Chapter 8 & 9 PPT
Chapter 8 & 9 PPT
Chapter 8 & 9 PPT
Chapter 8 & 9 PPT
Chapter 8 & 9 PPT
Chapter 8 & 9 PPT
Chapter 8 & 9 PPT
Chapter 8 & 9 PPT
Chapter 8 & 9 PPT
Chapter 8 & 9 PPT
Chapter 8 & 9 PPT
Chapter 8 & 9 PPT
Chapter 8 & 9 PPT
Chapter 8 & 9 PPT
Chapter 8 & 9 PPT
Chapter 8 & 9 PPT
Chapter 8 & 9 PPT
Chapter 8 & 9 PPT
Chapter 8 & 9 PPT
Chapter 8 & 9 PPT
Chapter 8 & 9 PPT
Chapter 8 & 9 PPT
Chapter 8 & 9 PPT
Chapter 8 & 9 PPT
Chapter 8 & 9 PPT
Chapter 8 & 9 PPT
Chapter 8 & 9 PPT
Chapter 8 & 9 PPT
Chapter 8 & 9 PPT
Chapter 8 & 9 PPT
Chapter 8 & 9 PPT
Chapter 8 & 9 PPT
Chapter 8 & 9 PPT
Chapter 8 & 9 PPT
Chapter 8 & 9 PPT
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Chapter 8 & 9 PPT

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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."

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

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