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People leaders. brf leadership

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Reflective Leadership Training - Not affiliated with MRP, Weatherchem or Stull. Draft for internal use.

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People leaders. brf leadership

  1. 1. 1 Leadership Competencies “Four Keys” to Success Competency Frame Work ASPIRE HIGH THINK BROADLY BE DECISIVE BUILD TALENT Building People Leaders
  2. 2. 2 Essential Behaviors and Competencies to enable you and I to meet Current and Future challenges We need to view every employee as a leader. Therefore all Essential Behaviors apply to everyone in varying levels according to the company’s mission and their function. Essential Behaviors What is a Competency?  Competencies are knowledge, skills and behaviors that are critical to performing successfully in a particular position.
  3. 3. 3 Leadership Competencies • Leadership Competencies are expressed in Behavioral Terms  How we expect Leaders to Behave  Abilities, Traits, and Attitudes to Demonstrate as a Leader An important characteristic of competencies is that they can be Learned and Improved through Coaching, Training, Experience, and Development
  4. 4. 4  Competency Framework provides Direction  Provides in Behavior Terms what we need to do…..  To be consistent with the 10 Guiding Principles of MRP  There are 15 specific competencies  3 Categories - Individual Leader, People Leader, Senior Leader  Competencies may serve as a foundation for talent management Which Category Applies to ME? People Leader - Formally Manage Processes and People…………
  5. 5. 5 The Future only goes In ONE DIRECTION STEP 1 - DROP YOUR BAGGAGE Cut loose the anchor and strive to take control of your Future from this day FORWARD…
  6. 6. 6 LEAD WITH VISION
  7. 7. 7 Leading with Vision in a way that aligns people around Purpose and the path forward in Achieving our goals while living our Values and the Guiding Principles of MRP.  Communicates Vision – Describes Vision, expectations and goals in a way that provides clarity and inspiration  Moves Others to Action – Translates the Vision, Expectations and goals into day-to-day activities; Guides and Motivates others to take actions to support the Vision.  Models the Vision and Values to reflect the Organization's Goals and Values.  REWARDS THOSE WHO MODEL THE VISION AND VALUES –  Guiding Principles – Integrity/Knowledge/Respect
  8. 8. 8 PLAN FOR THE FUTURE  Gathers / Organizes Information - Organizes information and data to identify/explain major trends, problems, and causes; compares and combines information to identify underlying issues  Evaluates/Selects Strategies – Generates and considers options for actions to achieve long-range goals and vision; develops decision criteria considering factors such as cost, benefits, risks, timing and buy-in; selects strategy most likely to succeed.  Establishes Implementation Plan - Identifies the key tasks and resources needed to achieve strategic objectives.  Engages the Team – Involves direct reports and others in the process of developing and selecting options to achieve long- term goals.
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  11. 11. 11 PASSION FOR PERFORMANCE  SET HIGH STANDARDS FOR PERFORMANCE – establish standards required to achieve high level of quality, productivity, or service; adhere to standards of compliance; hold other accountable for achieving high performance.  ENABLE DIRECT REPORTS AND OTHERS TO ACHIEVE EXCELLENT PERFORMANCE – Remove obstacles and provide encouragement and support to others in achieving high performance and realizing their potential.  TAKE RESPONSIBILITY – Accepts responsibility fro outcomes; admits mistakes and refocuses effort when appropriate.
  12. 12. Responsibility • Responsibility - the opportunity or ability to act independently and make decisions without authorization. • “We would expect individuals throughout the organization to take on more responsibility" • The Action portion – with the authority, opportunity and ability………. 12
  13. 13. Accountability • Webster's defines "accountable" as • "Subject to - having to report, explain or justify; being answerable, responsible." Notice how the definition begins with the words "subject to," implying little choice in the matter. This confession-oriented and powerless definition suggests what we all have observed—accountability is viewed as a consequence for poor performance; it's a principle you should fear because it can only end up hurting you… • HOWEVER….. 13
  14. 14. Accountability • Consider the following new definition of accountability: • "A personal choice to rise above one's circumstances and demonstrate the ownership necessary for achieving desired results—to See It, Own It, Solve It, and Do It." This definition includes a mindset or attitude of continually asking, "What else can I do to rise above my circumstances and achieve the results I desire?" 14
  15. 15. POSITIVE DEMEANOR • DEMONSTRATE A POSITIVE, CONFIDENT, AND CREDIBLE DEMEANOR - THAT COMMUNICATES RESPECT; EMBODYING HIGH ETHICAL STANDARDS, AND MODELING VALUES WHICH, CULTIVATES SUCCESSFUL INTERACTIONS WITH OTHERS 15
  16. 16. • Instills Confidence - Exhibits a confident demeanor and instill confidence in others through actions and outcomes. • Manages Stress – Remains focused and productive when faces with stress and opposition from others; does not overreact and become defensive. • Leads with Optimism and a Positive Attitude – Looks for the positive qualities in challenging situations and uses an optimistic outlook to lift spirits of individuals in a way that motivates them to achieve. • Maintains Direction – Preservers in the face of adversity: maintains high ethical standards under pressure. • Respect-Humility-Change 16
  17. 17. Customer Focus • SEEKS TO UNDERSTAND CUSTOMERS/STAKEHOLDERS - Actively seeks information to understand circumstances, problems, expectations, and needs. • EDUCATES CUSTOMERS – Share information to build their understanding of issues , capabilities, and constraints. • BUILD COLLABORATIVE RELATIONSHIPS – Builds rapport and cooperative relationships with customers and stakeholders. • TAKES ACTION TO MEET CUSTOMER NEEDS AND CONCERNS - Respond quickly to resolve problems and avoid over commitments. • SETUP CUSTOMER FEEDBACK SYSTEMS - Implement ways to monitor and evaluate concerns. • Value Creation – Customer Focus-Principled Entrepreneurship 17
  18. 18. Collaboration • BUILD AND MAINTAIN COLLABORATIVE RELATIONSHIPS ( INTERNAL AND EXTERNAL ) THAT MOBILIZE TEAMWORK ACROSS BOUNDARIES. • IDENTIFY AND SEEK COLLABORATIVE PARTNERS • WORK ACROSS BOUNDARIES • ENABLE COLLABORATION • LEVERAGE A DIVERSE NETWORK – DEMONSTRATE OPENNESS TO NEW THINKING AND DIFFERENT WORK STYLES. • ESTABLISH GOOD INTERPERSONAL RELATIONSHIPS – ENSURE THAT PEOPLE FEEL VALUED APPRECIATED, AND INCLUDED. • RESPECT/INTEGRITY/KNOWLEDGE 18
  19. 19. Decision Making • Enact a decision-making process to make sound decisions based on data from different sources. Delegate decision making authority, foster debate and candor that leads to timely decisions; communicate decisions to all involved. • Seek Input and Gather Information • Analyze Information • Encourage Open and Honest Dialog • Demonstrate Sound Judgement • Communicate the Decision • Delegate and Empower Other to Act! • Respect/Humility/Fulfillment 19
  20. 20. Courage • Confronting Difficult Issues Early – Speaking up in the face of opposition or fear; making touch decision and accepting responsibility. • Recognize Early Warning Signs • Responds Quickly • Takes Personal Accountability and Learns from mistakes • Makes the Tough Decision – Takes a stand in controversial situations; skillfully challenges decision to ensure that action are taken for the best interest of all involved. • Integrity/Respect/Compliance 20
  21. 21. COACH AND DEVELOP • SET CLEAR PERFORMANCE EXPECTATIONS AND ADDRESSING PERFORMANCE ISSUES; PROVIDING FEEDBACK AND COACHING TO HELP OTHERS EXCEL IN THEIR CURRENT ROLE AND DEVELOP FOR FUTURE ROLES. • SET CLEAR PERFORMANCE EXPECTATIONS – COMMUNICATES CLEAR STANDARDS AS REFLECTED IN PERFORMANCE OBJECTIVES. CHECK FOR UNDERSTANDING OF AND COMMITMENT TO PERFORMANCE EXPECTATIONS. • PROVIDES DIRECT FEEDBACK ON PERFORMANCE – GIVE TIMELY, SPECIFIC, AND ACTIONABLE FEEDBACK ABOUT PERFORMANCE, STRENGTHS TO LEVERAGE, AND PERFORMANCE NEEDS., 21
  22. 22. • Provide Effective Coaching and Development – Develops “oneself” as a coach: sees the value of coaching and commits time for growth of others. • Addresses Poor Performance - Hold Individuals accountable for meeting performance standards, confronts performance shortfalls early, uses appropriate tools and processes for handling performance problems; makes tough calls about people and their performance. • Respect/Integrity/Fulfillment 22
  23. 23. • Strategically Plan for talent needs and build bench strength for the future: raising the caliber of talent by attracting, retaining and developing people; recognizing excellent performance and celebrating employee achievements. • Takes responsibility for career development – Discuss career aspirations with manager and builds a development plan to optimize individual performance and achieve goals. • Customer Focus/Compliance/Value Creation 23 Build Organizational Talent
  24. 24. • SEEKS OUT GROWTH OPPORTUNITIES – Seeks out and requests developmental assignments and/or growth opportunities; volunteers for “stretch” assignments. • RECOGNIZES EXCELLENT PERFORMANCE – Accurately identifies exemplary performance and provides recognition; skillfully uses incentives and recognition to motivate and retain valued talent; celebrates employee achievements. 24 Build Organizational Talent
  25. 25. OPTIMIZE DIVERSITY • APPRECIATE DIVERSE CULTURES - (Guiding Principles Humility and Respect ) Learns about other cultures and backgrounds (e.g. language, social norms, decision making approaches, work styles, preferences): readily flexes personal style and approach to establish rapport; build productive relationships. • DEMONSTRATES INCLUSIVE BEHAVIOR – Establishes relationships with people of various cultures and backgrounds; examines own biases and behavior to avoid stereotypical responses. 25
  26. 26. • Targets Learning Needs – Identify appropriate areas for learning. • Seeks and Identifies learning opportunities – seeks developmental opportunities, participates and makes the most of learning experiences. • Takes Risks in Learning – Furthers learning through trial and error; takes on challenging, uncomfortable, or unfamiliar assignments. • Knowledge Sharing - Supports, Facilitates, and Encourages Knowledge Sharing • Knowledge/Fulfillment 26 LEARNING ORIENTATION
  27. 27. • Driving Process Improvements – Looking Beyond MRP for ideas to improve the company; fosters innovation through conventional thinking; leading people through change by describing a clear roadmap for the transition process and focusing people on the future; managing emotion impact of change on people. 27 LEADS OPERATIONAL EXCELLENCE AND CONTINUOUS IMPROVEMENT
  28. 28. LEADS OPERATIONAL EXCELLENCE AND CONTINUOUS IMPROVEMENT • Encourages Continuous Improvement – Encourages others to appropriately challenge establish work processes or assumptions. • Embraces New Ideas • Addresses Change Resistance – Helps Individuals overcome resistance to change; recognizes and rewards others who make positive changes. 28
  29. 29. DRIVES EXECUTION • SETS PERFORMANCE GOALS • ENSURES SKILLS AND READINESS • ENSURES MEASUREMENT DISCIPLINE – Establishes key milestones and outcome measures to ensure staying on course and budget. • GETS THINGS DONE – Marshals the resources needed to successfully execute plans; clearly communicates the information people need to perform; holds people accountable for meeting commitments; delivers quality results. • GUIDING PRINCIPLES – CUSTOMER FOCUS/PRINCIPLED ENTREPRENEURSHIP/VALUE CREATION 29
  30. 30. Self Reflection • Leadership Competencies are only valuable when we reflect upon our current situation and move forward with vision, open mindedness and a new attitude. • Reflect upon the company expectations, your colleague expectations, and your personal goals. 30
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