Leadership Development What Got You Here Wont Get You There


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Leadership Development What Got You Here Wont Get You There

  1. 1. Leadership Development: “What Got You Here, Won’t Get You There” Pathfinder
  2. 2. Workshop Topics <ul><li>Context </li></ul><ul><li>The Role of Talent </li></ul><ul><li>Talent: Intelligence, Functional Skills, Interpersonal Behavior Skills </li></ul><ul><li>The Leadership Ladder </li></ul><ul><li>Effective Leadership & Interpersonal Behavior Skills </li></ul><ul><li>Leadership Talent Assessment </li></ul><ul><li>Leadership Talent Development </li></ul><ul><li>Next Steps </li></ul>
  3. 3. Why This Topic? <ul><li>During the Industrial Age (1780-1980) , it was the Means of Production (Land, Equipment, Raw Materials, Capital) , that led to Competitive Advantage. </li></ul><ul><li>Now that we have entered the “Knowledge Age” , it will be high-performing Talent that will lead to Competitive Advantage. </li></ul><ul><li>Question: “How do we develop Top Talent in order to succeed – thrive – in this new economy?” </li></ul>
  4. 4. Leaders Understand: Brand = Talent. -Tom Peters, Re-Imagine!
  5. 5. Talent: Their Make-Up <ul><li>It is obvious that most talented people arrive in their organizations with above average… </li></ul><ul><li>Intelligence & Functional Skills </li></ul><ul><li>BUT, talented individuals have varying degrees of mature and effective… </li></ul><ul><li>Interpersonal Behaviors </li></ul>
  6. 6. Talent: Interpersonal Behaviors <ul><li>It will only be the talented individuals with mature and effective Interpersonal Behaviors who will make … </li></ul><ul><li>Great Leaders </li></ul><ul><li>And, at each level of the Leadership Ladder , the degree and effectiveness of their Interpersonal Behaviors will be tested and must grow. </li></ul>
  7. 7. The Leadership Ladder <ul><li>We each begin our careers as Individual Contributors </li></ul><ul><li>Based on our success as Individual Contributors , we are given opportunities to advance onto the Leadership Ladder : </li></ul><ul><ul><li>Front-Line Leader </li></ul></ul><ul><ul><li>Manager </li></ul></ul><ul><ul><li>Director </li></ul></ul><ul><ul><li>Vice President </li></ul></ul><ul><ul><li>President </li></ul></ul><ul><ul><li>CEO </li></ul></ul><ul><ul><li>Board Member </li></ul></ul>
  8. 8. Functional Skills: The Beginning <ul><li>We each begin our careers by acquiring… </li></ul><ul><li>Functional Skills </li></ul><ul><li>Examples: </li></ul><ul><ul><li>Accounting Skills </li></ul></ul><ul><ul><li>Marketing and/or Sales Skills </li></ul></ul><ul><ul><li>Merchandising Skills </li></ul></ul><ul><ul><li>Supply Chain Management Skills </li></ul></ul><ul><ul><li>Copywriting Skills </li></ul></ul>
  9. 9. Functional Skills: The Beginning (cont) <ul><li>As new professionals we each use our Functional Skills to various degrees of success. </li></ul><ul><li>At this point in our careers, we are considered… </li></ul><ul><li>Individual Contributors </li></ul>
  10. 10. Stepping Onto The Leadership Ladder <ul><li>For those of us who use our Functional Skills at a very high level, and consistently contribute to the success of the organization, it becomes likely that we will be selected for… </li></ul><ul><li>Advance To Leadership </li></ul>
  11. 11. Stepping Onto The Leadership Ladder (cont) <ul><li>Successful leaders at any level of the Leadership Ladder will rely less and less on their Functional Skills , and more and more on their Intelligence and Interpersonal Behavior Skills . </li></ul><ul><li>At each level of the Leadership Ladder , higher degrees of effectiveness will be required of our Interpersonal Behavior Skills . </li></ul>
  12. 12. Interpersonal Behavior Skills <ul><li>The Dimensions of Interpersonal Behavior Skills: </li></ul><ul><ul><li>The Self-Awareness Dimension includes: Emotional Awareness; Accurate Self-assessment; and Self-confidence </li></ul></ul><ul><ul><li>The Self-regulation Dimension includes: Self-control, Trustworthiness, Conscientiousness, Adaptability, and Innovation </li></ul></ul><ul><ul><li>The Motivation Dimension includes: Achievement Drive, Commitment, Initiative, and Optimism </li></ul></ul><ul><ul><li>The Empathy Dimension includes: Understanding Others, Developing Others, Service Orientation, Leveraging Diversity, and Political Awareness </li></ul></ul><ul><ul><li>The Social Skills Dimension includes: Influence, Communication, Conflict Management, Leadership, Change Catalyst, Building Bonds, Collaboration and Cooperation, and Team Capabilities. </li></ul></ul>
  13. 13. Talent Assessment <ul><li>Assessment of Top Individual Contributors </li></ul><ul><ul><li>Performance Reviews </li></ul></ul><ul><ul><li>Completion of an Interpersonal Behavior Skills Assessment </li></ul></ul><ul><li>Identification of “Top Talent” </li></ul><ul><ul><li>Using Performance Reviews and Assessment results, Top Talent in the organization will be identified </li></ul></ul><ul><ul><li>The assessment team can consist of Sponsor, HR representative, Coach Davis </li></ul></ul>
  14. 14. Talent Development <ul><li>360 Degree Interviews Linked to Assessment Results </li></ul><ul><ul><li>Supervisor </li></ul></ul><ul><ul><li>Peers </li></ul></ul><ul><ul><li>Direct Reports </li></ul></ul><ul><ul><li>Clients/Customers (when appropriate) </li></ul></ul><ul><ul><li>Friends & Family </li></ul></ul><ul><li>Action Plan </li></ul><ul><ul><li>Review of Assessment and Interview Findings </li></ul></ul><ul><ul><li>Buy-In & Commitment </li></ul></ul><ul><ul><li>Action Steps & Coaching </li></ul></ul>
  15. 15. Talent Development (cont) <ul><li>Implementing The Action Plan </li></ul><ul><ul><li>Ongoing coaching with Coach Davis </li></ul></ul><ul><li>Six Month Re-Assessment </li></ul><ul><ul><li>Check-In To Measure Progress </li></ul></ul><ul><li>Ongoing Coaching With Coach Davis </li></ul><ul><ul><li>Coaching for leadership development and results </li></ul></ul><ul><li>Annual Re-Assessment </li></ul><ul><ul><li>Check-In To Measure Progress Against Plan </li></ul></ul><ul><li>Annual Results Assessment With Corporate Sponsor </li></ul>
  16. 16. Organizational Leadership Training <ul><li>Each organization will also need to train managers in the following areas: Staffing Plans, Hiring, Annual Performance Reviews, Ongoing Performance Management, Team & Meeting Management, Budgeting, Workflow Design, Measuring Results, and Reporting. </li></ul><ul><li>Leadership Development Coaching can run parallel to training on these tasks. Working with the Sponsor and HR, the two can be integrated. </li></ul>
  17. 17. Leadership Development Assignments <ul><li>During the first year of Talent Development, participants (aspiring leaders) can be offered leadership development assignments: </li></ul><ul><ul><li>Temporary assignments </li></ul></ul><ul><ul><li>Intentional leadership assignments to test skills </li></ul></ul><ul><li>During these leadership development assignments, Coach Davis will continue his coaching, incorporating Action Plan coaching with the challenges of the new leadership assignment </li></ul>
  18. 18. “ We believe companies can increase their market cap 50 percent in 3 years. Steve Macadam at Georgia-Pacific … changed 20 of his 40 box plant managers to put more talented, higher paid managers in charge. He increased profitability from $ 25 million to $ 80 million in 2 years.” —Ed Michaels, War for Talent
  19. 19. Workshop Topics <ul><li>Context </li></ul><ul><li>The Role of Talent </li></ul><ul><li>Talent: Intelligence, Functional Skills, Interpersonal Behavior Skills </li></ul><ul><li>The Leadership Ladder </li></ul><ul><li>Effective Leadership & Interpersonal Behavior Skills </li></ul><ul><li>Leadership Talent Assessment </li></ul><ul><li>Leadership Talent Development </li></ul><ul><li>Next Steps… </li></ul>
  20. 20. Next Steps <ul><li>Establishing Leadership Development Strategy With Coach Davis </li></ul><ul><ul><li>Corporate Sponsor of Strategy </li></ul></ul><ul><ul><li>Train The Sponsor & Team </li></ul></ul><ul><li>Implementing The Leadership Development Strategy </li></ul><ul><ul><li>Talent Assessment/Talent Inventory </li></ul></ul><ul><ul><li>Initiate Work With Individual “Talent” </li></ul></ul>
  21. 21. “ The leaders of Great Groups love talent and know where to find it. They revel in the talent of others . ” —Warren Bennis & Patricia Ward Biederman, Organizing Genius
  22. 22. “ Connoisseur of Talent” -Bob Taylor, Palo Alto Research Center Become a…
  23. 23. Pathfinder Career & Executive Coaching <ul><li>You can contact Coach Davis at: </li></ul><ul><li>Email: [email_address] </li></ul><ul><li>Website: www.pathfindermaine.com </li></ul><ul><li>Phone: 207-272-5858 </li></ul>
  24. 24. References <ul><li>Friedman, T. (2006). The World Is Flat. New York: Farrar, Straus and Giroux. (ISBN: 0-374-29279-9) </li></ul><ul><li>Goldsmith, M. (2007). What Got You Here, Won’t Get You There. New York: Hyperion. (ISBN: 978-1-4013-0130-9) </li></ul><ul><li>Goleman, D., Boyatzis, R., & McKee, A. (2002). Primal Leadership: Realizing The Power of Emotional Intelligence. Boston: Harvard Business School Press. (ISBN: 1-57851-486-X) </li></ul><ul><li>Kouzes, J. & Posner, B. (2003). The Leadership Challenge (3rd Ed.) . San Francisco: Jossey-Bass. (ISBN-10: 0787968331; ISBN-13: 978-0787968335) </li></ul><ul><li>Peters, T. (2003). Re-imagine!: Business Excellence in a Disruptive Age. London: Dorling Kindersley. (ISBN: 0-756-61746-4) </li></ul><ul><li>Pink, D. (2001). Free Agent Nation: How America’s New Independent Workers are Transforming the Way We Live. New York: Warner Books. (ISBN: 0-446-52523-5) </li></ul><ul><li>Pink, D. (2006). A Whole new Mind: Moving from the Information Age to the Conceptual Age. New York: Penguin Group. (ISBN: 1-573-22308-5) </li></ul><ul><li>Watkins, M. (2003). The First 90 Days: Critical Success Strategies for New Leaders at All Levels . Boston: Harvard Business School Press (ISBN: 1-59139-110-5) </li></ul>