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How do I measure leadership performance and development?

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As with many leadership concepts, performance, development and success can be interpreted in many different ways. At the most basic level this could mean the achievement of predetermined goals and objectives. What if the goals are intangible? How do you measure innovation, pursuit of vision and the transformation process? Read this case study.

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How do I measure leadership performance and development?

  1. 1. PERFORMANCE & DEVELOPMENT “How do i measure leadership performance and development?” - a case study
  2. 2. CASE STUDY – LEADERSHIP ALIGNMENT AND COLLABORATION
  3. 3. LEADERSHIPALIGNMENT AND COLLABORATION CLIENT  ISSUE Six Five Four Three Two One Leadership Direction Scenario: Our client had a range of issues which were limiting the leadership team, these included: ➢ A way to measure ongoing success with projects as they redefine new strategic leadership roles and industry relationship/engagements. ➢ Working effectively and transparently together ➢ Ensure all resources are expended on teams preselected for high return industry activities whilst going through its current “growing pains” stage. ➢ Improved planning process ➢ Clearly defined teams aimed at providing the greatest impact on SSA’s future success.
  4. 4. LEADERSHIPALIGNMENT AND COLLABORATION GAP  ANALYSIS Six Five Four Three Two One New Cultural Approach Through our research and analysis we determined that SSA required: • A collaborative approach to a productive effective team culture • A stakeholder engagement strategy across all three industry pillars and their managers • A structured and disciplined approach to selected projects and their timely outputs • A constant rhythm around transparent meetings that drives their accountability • A communication strategy that allows all internal and external stakeholders to gain visibility on execution on all the workforce development and projects. • Robust project implementation process which • define project teams and specific Steering Committee roles to remove roadblocks • drive clear measures of success and deadlines to high return project activities • implement Industry initiatives and manage through Industry managers KPI’s
  5. 5. LEADERSHIPALIGNMENT AND COLLABORATION APPLIED  SOLUTIONSix Five Four Three Two One Activating Team Dynamics We conducted a series of business planning sessions which focused the leadership team on developing the following elements: 1. Tailoring workloads around strength map findings and key team limitations 2. Confirm right people focused on right projects and Industry initiatives. 3. Engage team dynamics and team measurable goals 4. Developing mission, vision, values and beliefs for the organisation 5. Shared goals and ownership 6. 90 day plan including team and individual plans/outputs
  6. 6. LEADERSHIPALIGNMENT AND COLLABORATION RESULT Six Five Four Three Two One Clear Set of Directions SSA developed a clearly defined direction for the leadership team, with a number of projects identified as critical for achieving our identified goals. We continued to work with the leadership team over the next three months to guide the continuing development of the team and their capacity to achieve project deliverables against goals as planned.
  7. 7. LEADERSHIPALIGNMENT AND COLLABORATION CLIENT  TESTIMONIAL Six Five Four Three Two One Jeanette Allen, SSA I would strongly recommend the Navig8 team they clearly met our business needs in delivering a state-change outcome that was necessary for our new leadership team, their expertise, communication style and experience allowed them to meet multiple unique business challenges. Please feel free contact me for a verbal reference if necessary.
  8. 8. LEADERSHIPALIGNMENT AND COLLABORATION FOOD  FOR  THOUGHT Six Five Four Three Two One Leadership Awakening Context is a critical component of successful leadership. A brilliant leader in one situation does not necessarily perform well in another. 89% of executives recently surveyed by Deloitte rated the need to strengthen, reengineer, and improve organisational leadership as an important priority. The traditional pyramid shaped leadership development model is simply not producing leaders fast enough to keep up with the demands of business and the pace of change. 40% NEW LEADERS FAIL WITHIN THE FIRST 18 MONTHS 7% COMPANIES SUCCESFULLY DEVELOP GLOBAL LEADERS $14bn IS SPENT GLOBALLY ON LEADERSHIP DEVELOPMENT ANNUALLY New organisational models is on the rise 1 2 3
  9. 9. Level 12, Suite 5 187 Macquarie Street Sydney NSW 2000 t +61 2 9233 8878 www.navig8.com.au 168  Kent  St   Millers  Point    NSW    2000   +61  2  9233  8878   www.navig8.com.au

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