The Leader's Edge: Five Success Factors
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One-hour webinar introducing NetSpeed Leadership, 24-module leadership development program for classroom and virtual learning.
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The Leader's Edge: Five Success Factors
- 1. The Leader’s Edge Five Success Factors Every Leader Must Know An Overview of the NetSpeed Leadership® Approach to Blended Learning ©2012 NetSpeed Learning Solutions
- 2. Housekeeping • Close other programs running on your desktop. • Use Chat to send ask a question or send a message to the Presenters. • Interact using Chat, Polling, and Status Icons • To maximize your screen size, press F11 now. © 2012 NetSpeed Learning Solutions. All rights reserved. 2
- 3. Learning Objectives • Identify 6 leader behaviors a first-level manager or supervisor should avoid. • Explore 5 leadership guidelines (success factors) to keep leaders balanced and effective. • Overview the components of the NetSpeed Leadership training system © 2012 NetSpeed Learning Solutions. All rights reserved. 3
- 4. Prizes • Participate and win! • There will be several chat opportunities in this event. • The first person who “chats” each time will be entered into a drawing. • Prize: Ten seats in the 2012 NetSpeed Leadership Webinar Series ($2,500 value). • Must be present to win. © 2012 NetSpeed Learning Solutions. All rights reserved. 4
- 5. Chat What is your primary purpose in attending this webinar? © 2012 NetSpeed Learning Solutions. All rights reserved. 5
- 6. Chat What is the biggest management mistake new managers or supervisors make? © 2012 NetSpeed Learning Solutions. All rights reserved. 6
- 7. If your actions inspire others to dream more, learn more, do more and become more, you are a leader. John Quincy Adams © 2012 NetSpeed Learning Solutions. All rights reserved. 7
- 8. Management Myths Success Factors © 2012 NetSpeed Learning Solutions. All rights reserved. 8
- 9. Management Myth #1 “Do It Because I Say So” Motivates Others to Perform What do you get when you mandate compliance? © 2012 NetSpeed Learning Solutions. All rights reserved. 9
- 10. Management Myth #2 Investing Time and Energy in the Wrong People Eventually Results in the Right Performance Why do we fall into this trap? How can we avoid it? © 2012 NetSpeed Learning Solutions. All rights reserved. 10
- 11. Management Myth #3 People Want You to Manage Them You are the best Boss ever. (They Love You Just Because You’re the Boss) What do people really want? © 2012 NetSpeed Learning Solutions. All rights reserved. 11
- 12. Management Myth #4 Helping People Correct Their Weaknesses is a Necessary Management Skill You are the best Boss ever. What’s wrong with this assumption? © 2012 NetSpeed Learning Solutions. All rights reserved. 12
- 13. Management Myth #5 Your People are Accountable for your Team’s Performance You are the best Boss ever. Who is really accountable for your team’s performance? © 2012 NetSpeed Learning Solutions. All rights reserved. 13
- 14. Management Myth #6 Everyone Can Be Good at Everything with Enough Coaching You are the best Boss ever. If you believe this myth is true, what happens? © 2012 NetSpeed Learning Solutions. All rights reserved. 14
- 15. Jim Kouzes The more you’re engaged in learning, the more successful you are at leading. © 2012 NetSpeed Learning Solutions. All rights reserved. 15
- 16. NetSpeed Leadership® 1. Face-to-face Classroom Training (3 hour modules) or Webinar Training (90-minute sessions) 2. Post-class reinforcement (Electronic Magazine, NetSpeed On The Job™, and NetSpeed Coach® 3. NetSpeed Administrator™ (to report the impact of training) © 2012 NetSpeed Learning Solutions. All rights reserved. 16
- 17. Gyroscope A device that keeps you aligned as you are pulled in many directions © 2012 NetSpeed Learning Solutions. All rights reserved. 17
- 18. The Guidelines: Your Leadership Gyroscope 1. Create an Optimistic Climate 2. Promote Collaborative Relationships 3. Encourage Exceptional Performance 4. Focus for High Impact 5. Cultivate Trust © 2012 NetSpeed Learning Solutions. All rights reserved. 18
- 19. Leadership Guidelines 1. Create an Optimistic Climate 2. Promote Collaborative Relationships 3. Encourage Exceptional Performance 4. Focus for High Impact 5. Cultivate Trust From Leading at Net Speed © 2012 NetSpeed Learning Solutions. All rights reserved. 19
- 20. Create an Optimistic Climate A leader’s mood is contagious and sets the tone for the work climate From Leading at Net Speed © 2012 NetSpeed Learning Solutions. All rights reserved. 20
- 21. Create an Optimistic Climate 1. Do others tell me that I consistently project optimism? 2. Have I demonstrated how to move forward in the face of obstacles? 3. Do I have evidence that my team feels connected to an inspiring vision of the future? 4. Do I frequently find ways to celebrate the progress made by teams and individuals? 5. Can I describe what I do to build cooperation and enthusiasm to get a tough job done? © 2012 NetSpeed Learning Solutions. All rights reserved. 21
- 22. Create an Optimistic Climate 1. Do others tell me that I consistently project optimism? 2. Have I demonstrated how to move forward in the face of obstacles? 3. Do I have evidence that my team feels connected to an inspiring vision of the future? 4. Do I frequently find ways to celebrate the progress made by teams and individuals? 5. Can I describe what I do to build cooperation and enthusiasm to get a tough job done? © 2012 NetSpeed Learning Solutions. All rights reserved. 22
- 23. Create an Optimistic Climate Do I frequently find ways to celebrate the progress made by teams and individuals? Yes – I celebrate both individual and team performance frequently Yes – I celebrate team performance frequently Yes – I celebrate individual performance frequently No – There’s not much to celebrate around here From Leading at Net Speed © 2012 NetSpeed Learning Solutions. All rights reserved. 23
- 24. Create an Optimistic Climate What are your favorite, low-cost, celebration tips? © 2012 NetSpeed Learning Solutions. All rights reserved. 24
- 25. Promote Collaborative Relationships Open-handed give and take is mandatory in an effective, fast paced, organization From Leading at Net Speed © 2012 NetSpeed Learning Solutions. All rights reserved. 25
- 26. Promote Collaborative Relationships 1. Am I communicating my thoughts openly and honestly? 2. Do I attempt to balance the needs of all the stakeholders involved in a problem? 3. Do I ask the tough questions that need to be asked? 4. Do I actively encourage honest feedback and input from others? 5. Am I non-competitive in my dealings with colleagues? © 2012 NetSpeed Learning Solutions. All rights reserved. 26
- 27. Promote Collaborative Relationships 1. Am I communicating my thoughts openly and honestly? 2. Do I attempt to balance the needs of all the stakeholders involved in a problem? 3. Do I ask the tough questions that need to be asked? 4. Do I actively encourage honest feedback and input from others? 5. Am I non-competitive in my dealings with colleagues? © 2012 NetSpeed Learning Solutions. All rights reserved. 27
- 28. Promote Collaborative Relationships Do I actively encourage honest feedback and input from others? 5 – Frequently 4 – Sometimes 3 – Occasionally 2 – Rarely 1 – Almost Never © 2012 NetSpeed Learning Solutions. All rights reserved. 28
- 29. Promote Collaborative Relationships Why might someone hesitate to request honest feedback and input? © 2012 NetSpeed Learning Solutions. All rights reserved. 29
- 30. Encourage Exceptional Performance The competitive landscape requires that we set and consistently achieve stretch goals From Leading at Net Speed © 2012 NetSpeed Learning Solutions. All rights reserved. 30
- 31. Encourage Exceptional Performance 1.How do I encourage people to rely on their 2.How do I recognize and reward exceptional 3.How am I coaching others to develop 4.Am I addressing performance 5.How do I remove barriers to positive © 2012 NetSpeed Learning Solutions. All rights reserved. 31
- 32. Encourage Exceptional Performance 1. How do I encourage people to rely on their strengths and talents to accomplish goals? 2. How do I recognize and reward exceptional performance? 3. How am I coaching others to develop skills and solve problems? 4. Am I addressing performance problems quickly and constructively? 5. How do I remove barriers to positive team performance? © 2012 NetSpeed Learning Solutions. All rights reserved. 32
- 33. Encourage Exceptional Performance How am I coaching others to develop skills and solve problems? Chat: Share a recent example. © 2012 NetSpeed Learning Solutions. All rights reserved. 33
- 34. Focus For High Impact A disciplined approach enables us to stay on course in the face of unpredictable change © 2012 NetSpeed Learning Solutions. All rights reserved. 34
- 35. Focus For High Impact 1. Do I paint a clear picture of desired, measurable results? 2. Is my team clearly focused on high priority goals and objectives? 3. Do I skillfully plan and execute assignments? 4. Do I hold others accountable for results? 5. Do I adapt resiliently to changing priorities? © 2012 NetSpeed Learning Solutions. All rights reserved. 35
- 36. Focus For High Impact Which of these leader behaviors is your greatest CHALLENGE? 1. I paint a clear picture of desired, measurable results 2. My team is clearly focused on high priority goals and objectives 3. I skillfully plan and execute assignments 4. I hold others accountable for results 5. I adapt resiliently to changing priorities © 2012 NetSpeed Learning Solutions. All rights reserved. 36
- 37. Cultivate Trust Lack of trust cripples an organization’s ability to perform © 2012 NetSpeed Learning Solutions. All rights reserved. 37
- 38. Cultivate Trust 1. Do I do the right thing even when it is difficult? 2. Do I assume people have good intentions? 3. Do I always follow through on promises and commitments? 4. Do I stay focused and balanced in challenging situations? 5. Do I admit that I don’t have all the answers? © 2012 NetSpeed Learning Solutions. All rights reserved. 38
- 39. Cultivate Trust Which of these leader behaviors is your greatest STRENGTH? 1. I do the right thing even when it is difficult 2. I assume people have good intentions 3. I always follow through on promises and commitments 4. I stay focused and balanced in challenging situations 5. I admit that I don’t have all the answers © 2012 NetSpeed Learning Solutions. All rights reserved. 39
- 40. Three Tracks – 24 Modules Leadership Development – 8 modules Performance Management – 8 modules Professional Development – 8 modules © 2012 NetSpeed Learning Solutions. All rights reserved. 40
- 41. Post-Class Reinforcement Job Aid Cards Electronic Magazine NetSpeed On The Job™ NetSpeed Coach® NetSpeed Administrator © 2012 NetSpeed Learning Solutions. All rights reserved. 41
- 42. Job Aid Card Distributed at end of f2f class Emailed after a virtual class © 2012 NetSpeed Learning Solutions. All rights reserved. 42
- 43. NetSpeed Coach™ Learning Center © 2012 NetSpeed Learning Solutions. All rights reserved. 43
- 44. Electronic Magazine © 2012 NetSpeed Learning Solutions. All rights reserved. 44
- 45. NetSpeed On The Job™ Online Performance Support Tool © 2012 NetSpeed Learning Solutions. All rights reserved. 45
- 46. NetSpeed On The Job™ Available 24/7 for one year; can be emailed © 2012 NetSpeed Learning Solutions. All rights reserved. 46
- 47. NetSpeed Coach® © 2012 NetSpeed Learning Solutions. All rights reserved. 47
- 48. “All training impact begins with the individual.” Robert O. Brinkerhoff Telling Training’s Story © 2012 NetSpeed Learning Solutions. All rights reserved. 48
- 49. Individual Impact © 2012 NetSpeed Learning Solutions. All rights reserved. 49
- 50. Manager’s Observations © 2012 NetSpeed Learning Solutions. All rights reserved. 50
- 51. Evaluation Results © 2012 NetSpeed Learning Solutions. All rights reserved. 51
- 52. NetSpeed Administrator™ Tracks the progress of each participant per session Provides participant evaluation data (Level II) Shows summary impact information (Level III ) Application Skill Improvement Effectiveness Behavioral Examples © 2012 NetSpeed Learning Solutions. All rights reserved. 52
- 53. Linking Link each management myth to a myth-busting leadership guideline. © 2012 NetSpeed Learning Solutions. All rights reserved. 53
- 54. Management Myth #1 “Do It Because I Say So” Motivates Others to Perform © 2012 NetSpeed Learning Solutions. All rights reserved. 54
- 55. Management Myth #2 Investing Time and Energy in the Wrong People Eventually Results in the Right Performance © 2012 NetSpeed Learning Solutions. All rights reserved. 55
- 56. Management Myth #3 People Want You to Manage Them You are the best Boss ever. (They Love You Just Because You’re the Boss) © 2012 NetSpeed Learning Solutions. All rights reserved. 56
- 57. Management Myth #4 Helping People Correct Their Weaknesses is a Necessary Management Skill You are the best Boss ever. © 2012 NetSpeed Learning Solutions. All rights reserved. 57
- 58. Management Myth #5 Your People are Accountable for your Team’s Performance You are the best Boss ever. © 2012 NetSpeed Learning Solutions. All rights reserved. 58
- 59. Management Myth #6 Everyone Can Be Good at Everything with Enough Coaching You are the best Boss ever. © 2012 NetSpeed Learning Solutions. All rights reserved. 59
- 60. “The central challenge for organizations today is how to leverage learning consistently, quickly and effectively into improved performance.” Robert O. Brinkerhoff Telling Training’s Story © 2012 NetSpeed Learning Solutions. All rights reserved. 60
- 61. And the Winner Is… © 2012 NetSpeed Learning Solutions. All rights reserved. 61
- 62. Peer Power • Published by Jossey-Bass (Wiley & Sons) • Learn more at our website www.netspeedlearning.com/peerpower © 2012 NetSpeed Learning Solutions. All rights reserved. 62
- 63. Survey Link • Please complete an online evaluation now. • Receive a link to download the PowerPoint slides (PDF). • First two to respond receive a complementary copy of Peer Power. © 2012 NetSpeed Learning Solutions. All rights reserved. 63
- 64. © 2012 NetSpeed Learning Solutions. All rights reserved. 64
Editor's Notes
- NetSpeed Leadership Story
- How will leadership training support strategic initiative of organization? + - ?
- How will leadership training support strategic initiative of organization? + - ?
- The first Post-classroom reinforcement tool is a four-color Job Aid Card. At the end of each classroom session, participants are given an attractive, laminated job aid card which highlights a key learning principle or model from the classroom. We have found that many participants like to collect these job aid cards and post them on the wall near their desk to refer back to. Q/I/C
- The second reinforcement tool – and the first of our online tools – is called the Electronic Magazine. This is a well-written, visually stimulating four-page ezine, which provides case studies, role model interviews, book reviews and other interesting features. It is sent out to participants roughly one week after the classroom training, to reinforce their retention and application of key concepts from the module.
- Our third reinforcement tool is called NetSpeed on the Job, a web-based tool in which the participant can construct a detailed “action planning” worksheet for a specific work challenge. It leads the participant though a series of questions to map out an entire action planning worksheet within minutes, following a template based directly on learning principles covered in their classroom experience. This is available for use immediately after the classroom experience. And NetSpeed on the Job is a tool participants can use repeatedly as they encounter new work challenges where they can apply the learning model. In this example, we see a page from the NetSpeed on the Job worksheet for the module Making Strategic Decisions .
- Here is a sample page from the NetSpeed on the Job worksheet for the module Building the Total Team . No two modules are alike, and no two NetSpeed on the Job worksheets are alike either. As the participant fills out their action planning worksheet, they are presented with a series of questions to respond to, along with coaching tips to consider, as they develop their plan. When they have completed their worksheet, they can print it out, save it, and immediately create a new work sheet. It is quick, simple, and extremely user-friendly. And most importantly, it helps the participant to take the theories and models from the classroom and apply it back to a real world on-the-job challenge. Q/I/C
- From: Making Strategic Decisions NetSpeed Coach is the Fourth reinforcement tool, and like NetSpeed on the Job, it is a web-based application. NetSpeed Coach is a multimedia, interactive series of questions that tests a participant’s recall and understanding of the classroom module. Additional information and explanations are available either immediately through the online virtual coach or by emailing a personal coach for further assistance. NetSpeed Coach includes a built-in Level III assessment tool. We recommend that participants take NetSpeed Coach roughly three to four weeks after the classroom session. This is a sample page from the NetSpeed Coach tool for the module Making Strategic Decisions. After this brief slide show, I would like to give you an actual live interactive demonstration of how NetSpeed Coach works.