Join MRG's leaders, clients and community for an eye-opening half-day summit that is a must-attend event for those developing individuals and teams in today's rapidly changing world.
MRG will reveal:
• Exclusive new research that highlights emerging trends in leadership
• The future of marketing and solution-building with MRG
• Two groundbreaking, brand-new tools for fostering personal and professional growth:
----> Momentum, a transformative new tool that leverages the life-changing impact of assessments to support lasting change
----> The IDI Team report, a unique tool for understanding how motivation impacts team dynamics
2. Agenda
1. Welcome & Introductions
2. A Taste of Research
3. Building a Better Partnership
4. A Founder’s Journey
5. New Products
oIDI Team Report
oMomentum
6. Q&A
3. New Kids on the Block
Lucy
Sullivan
Head of
Marketing
Jeremy
Haskell
Relationship
Architect
Maria
Brown
Head of
Research
Joining
April 2, 2018
I/O
Psychologist
5. A Taste of some New Research
1. Norms
2. New Research
–Generation vs. Age
–Gender and Observer Ratings
–Sales Effectiveness
3. Potential new research questions
6. LEA Norms
15 New
39 Total
IDI Norms
11 New
31 Total
Personal Directions Norms
9 New
18 Total
SPA Norms
8 New
11 Total
Norm updates
7. Leadership Effectiveness Analysis™
• Asia
• Australia
• Brazil
• China
• Colombia
• East Asia
• Hong Kong
• Mexico
• New Zealand
• Northern Europe
• Poland
• South Asia
• Southeast Asia
• West Asia/Middle East
• Western Europe
11. LEA Matched on:
• Management Level
• Job Function
• Gender
• Age
Performed for groups with overlapping ages ranging 25-35
years old: Gen X and Gen Y
What drives generational differences?
Is it generation or is it age?
15. Conclusion
When we look at leaders from different generations
but at the same age:
• There are fewer differences
• Some of the differences we find are different
• The differences are much smaller
So…
• We have to be careful not to overstate generational
differences since some of these dynamics can be explained
by age rather than generation!
16. Another Approach: Compare individuals
from the same generation – Gen X
0.0
2.5
5.0
7.5
Percent
35+
<35
18. Significance of the Differences
Gen X Under 35 vs. Gen X Over 35
Restraint
Conservative
Communication
Control
Dominant
Authority
Self
Excitement
Empathy
Tactical
Cooperation
Production
Structuring
Outgoing
Technical
Consensual
Management Focus
Innovative
Strategic
Feedback
Persuasive
Delegation
1.0 1.1 1.2 1.3
Odds a member of one group scores
higher than a member of the other group
older higher
younger higher
No difference (p > 0.05)
Effect Sizes
19. Conclusions
When we look at leaders at different ages within the
same generation we find:
• As many differences as we find when we compare
different generations
So…
• Once again we see that age is a significant factor in
understanding differences in approach to leadership and
therefore age should be considered at least as significant
as generation when we are seeking to understand and
develop leaders!
20. [Footer text to come] Page No 20
IDI
Quick look at generational
differences
21. Affiliating Attracting Perceiving Mastering Challenging Maintaining
20
30
40
50
60
70
80
Baby Boomers (n=5,988) GenX (n=11,006)
Individual Directions Inventory
Non-matched groups Boomers vs. Gen X
22. Affiliating Attracting Perceiving Mastering Challenging Maintaining
20
30
40
50
60
70
80
Baby Boomers (n=451) GenX (n=454)
Individual Directions Inventory
Matched groups Boomers vs. Gen X
24. Conclusions
When exploring differences in leadership behavior
and motivation we are likely:
• Over relying on generation
• Under relying on other demographics including
Age
Experience
Management Level
Job Function
Gender
25. [Footer text to come] Page No 25
Observer Ratings and
Gender
Evidence from the LEA
29. Interactions: Does the gender of the boss
matter?
• Male bosses
• Rate men higher on conservative and strategic
• Rate women higher on dominant
• Female bosses
• Rate women higher on structuring and communication
• Authority
• Male bosses rate everyone higher on authority than female bosses
• Female bosses rate women higher on authority than they rate men
30. Interactions: Peers Ratings
• Male Peers (observers)
• Rate men higher on conservative and strategic
• Rate men lower on outgoing and empathy
• Rate women lower on innovative and restraint
• Rate women higher on dominant, production, excitement and control
• Give lower technical ratings than female peers, but rate men higher than women
• Female Peers (observers)
• Rate men higher on persuasive
• Rate men lower on structuring
• Rate women higher on communication and feedback
• Rate women lower on authority
31. Interactions: Direct Report Ratings
• Male Direct Reports
• Rate men higher on conservative
• Rate men lower on outgoing
• Rate women higher on excitement and feedback
• Rate women lower on strategic and restraint
• Overall give lower technical ratings than women, but rate men higher than women
• Female Direct Reports
• Rate women higher on structuring and feedback
• Rate women lower on strategic and production
• Rate men higher on restraint and cooperation
32. Conclusions
• Men and Women have some differences in the way they
rate leaders based on the gender of the leader
Follow-up questions…
• How much of this is because the leaders interact
differently with their observers based on the gender of the
observer?
• How much of this is because the same behavior is
interpreted differently by the observer based on the
gender of the leader exhibiting the behavior?
34. Demographics
Country
United States
Australia
Hong Kong
Singapore
United Kingdom
Brazil
Canada
China
New Zealand
Japan
Switzerland
Chile
Boss Gender
Male
Female
Not reported
Industry Count
Consulting Services 41
Pharmaceutical/Medical Products 26
Contracting/Construct 13
Accounting/Banking/Financial Services 12
General Manufacturing 12
High Tech (computer related) 11
Hospitality/Travel/Tourism 9
Communications/Telecommunications 7
Insurance 5
Other 85
Not reported 2
Total 223
Participant Gender
Male
Female
Not reported
37. Preparation Contacting Implimentation Drivers
5
15
25
35
45
55
65
75
85
95
norm: SPA Global
Boss (n=181) Self (n=213)
Sales Performance Assessment
Self and Boss Ratings Alignment
38. Page No 38
Where do we go from here?
New research questions, more insights!
39. Current LEA Observer Research Questions
Displays self-awareness and accurately recognizes personal strengths
and limitations (i.e., self-reflective; understands own motivations and behaviors,
sees self accurately)
Tolerance for ambiguity, and deals effectively with complexity and
paradox (i.e., stays confident and focused and is able to take action in situations
that are complex and/or there is missing or contradictory information)
Promotes and enhances employee engagement (i.e., leads in ways that help
build employees’ emotional commitment to their work and the organization)
Ability to effectively coach others (i.e., partners with others to help them grow
and enhance their professional success)
40. Potential LEA Observer Research Questions
Shows resilience (e.g., recovers quickly, bounces back, can handle tough
situations)
Demonstrates self-confidence (e.g., trusts his/her own judgment and
abilities, is assertive, self-assured)
Effectively leads organizational change (e.g., deals well with new
structures, implements new processes efficiently, monitors change across the
organization)
Treats others with respect (e.g., is polite with others, uses professional
courtesy with all levels of management, is cognizant of others’ views and
traditions)
Effectively Inclusive (brings people together, creates an environment of
involvement, respect and connection for all)
41. Potential LEA Self Research Questions
Professional Growth
The degree to which I am experiencing professional growth at work is
Authenticity
The degree to which I express my full self/personality/character in my role is
Growth Mindset
The degree to which I feel that skills can be developed at any point in life is
Balance
The degree to which I feel that my work and non-work life are balanced is
43. Our success depends on your success.
When there is more
demand for MRG
assessments…
…MRG certified
partners win more
business…
…and expose more
people to the power
of MRG tools…
…creating more
MRG evangelists,
who want more
assessments, and…
44. Helping you (& us) succeed
To create successful
marketing, you need to
create a story that people
care about.
Tell a story that they will
remember and that they
want to be a part of.
63. Custom LEA Coaching Report
1. Reduced the number of behaviors given as Coaching
Suggestions from 6 to only 3 to help narrow the focus
2. Excluded 5 behaviors as potential coaching suggestions
as the culture of the organization wouldn’t want leaders
to increase that behavior
3. First priority given to low scores shared between the boss
and direct reports on Communication, Feedback and
Consensual in producing the coaching suggestions
69. A New Tool for Working with Teams:
Introducing MRG’s IDI Team Development Report
Harness the power of underlying motivations to take team
effectiveness to the next level.
73. Additional focus on the individual; bias statements, key
combinations and personal insights
74. IDI Themes – Core topics in team dynamics that are
influenced by underlying IDI
The facilitator can choose from 1-20 topics of greatest relevance, providing
coaching questions, developmental and “next step” suggestions
o Informational Needs
o Interpersonal Sensitivities
o Decision Making
o Pace
o Risk/Caution
o Trust
o Sense Making
o Resilience
o Responsibility/Accountability
o Problem solving
o Influence
o Conflict
o Learning
o Discipline/Focus
o Complexity
o Change
o Performance
o Collaboration
o Power
o Communication
78. Online Facilitator Toolkit containing worksheets, templates, team
exercises and more via MRG Resource Center
79. IDI Team Report – Design Considerations
Designed to complement the MRG Modern report format –
Professional and crisp – printed on white paper and spiral bound when
ordered as Print & Ship from MRG.
80. IDI Team Report – Schedule
BETA Release – Live testing
• BETA period runs for 3 months
o Dec 2017 – Feb 2018
• Complimentary reports with the
completion of testing feedback to MRG
• Contact MRG Client Services if you are interested in participating in
the BETA testing – limited testing slots still available
General Release – Full Availability Q2-2018
• Scheduled for Spring 2018
o Dependent upon BETA testing results
• Release date and full details will be published in March 2018
82. Introducing MRG’s Momentum
What is Momentum?
Easy to use, web-based software that keeps people focused, motivated and
encouraged through the post-assessment development process.
• Participants use the software to create a developmental action plan that
includes specific , measurable developmental goals and action steps based on
their LEA360 data
• Participants can set reminders for themselves to complete action steps
and/or check in to reflect and/or send out pulse surveys
• Participants use the application to send pulse surveys to colleagues to get
feedback on how they are doing relative to their developmental goals
• Participants can monitor their progress towards goals by pulse survey
results data, action steps completion dates and personal reflection journal
• Participants can opt to share action plans, journals and data reports with
others, including their coaches
89. Momentum: Sharing Function
Momentum allows you to share action plans, pulse surveys and journal
entries with your coach or manager – all sent via email
90. Momentum: Journal
A space for
personal reflection,
with an option to
share selected
entries with
coach/manager.
91. Momentum – Schedule
BETA Release – Live testing
• BETA period runs for 6 months
o Nov 2017 – April 2018
• Complimentary 6 month subscription with the
completion of testing feedback to MRG
• Contact MRG Client Services if you are interested in participating in
the BETA testing – limited testing slots still available
General Release – Full Availability Q2-2018
• Scheduled for mid-2018
o Dependent upon BETA testing results
• Release date and full details will be published in May 2018
93. [Footer text to come] Page No 93
Thank you for joining us.
Stay in touch.
Editor's Notes
When YOU succeed as storytellers, we succeed here at MRG. So how are we evolving so we can help you succeed and tell your stories?
Creating new ways to tell your story and establish your credibility and wisdom as a guide
Sharing the knowledge we have in new formats, so you can tell the story they way your customers want to hear it
We’re also working hard to tell MRG’s story to a broader audience
So that when you tell YOUR story, MRG is a familiar character
We’ll transition from the Resource Center (which has some genuinely great tools but is not easy to use)
To a true knowledgebase – type in your question, get the answers, documents, collateral you need, plus suggestions for more
You can rate & give feedback so we can keep giving you more of what’s working, tweak what’s not
You heard Lucy talk earlier about our work here at MRG being in service of you…our cherished partners in this work we do.
My role here at MRG is to make sure you all get a lot of wins. What do I mean by wins?
If you’re a network member, maybe it means you win more deals, or you fend off that competitor coming for your client.
If you’re internal to an organization, maybe it’s that moment the CEO says “Wow…that program you delivered is really making an impact”
For all of us, success is the team that understands each other in a new way and has found the magic potion for working together, it’s seeing that individual who was at risk of derailing making a big turnaround…maybe even getting a promotion; it’s that senior executive facing the end of an era finding joy in discovering what’s next.
That’s a lot of data points we have to offer you…286 roughly.
How often have you wanted to use an MRG assessment, but the report didn’t quite fit the need? If you’ve been hanging around with us for a while, you might think…what you see is what you get, but that’s no longer who we are.
Now…we won’t go down the path of customizing the core assessments…but that’s a good thing. It means the credibility and validity you’ve come to count on from MRG…one of the things that sets us apart from some other assessments on the market…is still there…like an old reliable friend.
That doesn’t mean we can’t add to the assessment with questions designed to capture additional data points or that we won’t play around with the report design.
Let’s take a look at a few custom reports we’ve built in the last couple of years to get you thinking about the new flexible and agile MRG.
These types of modifications require a bit more discussion and caution and I won’t say that we’ll go “anywhere” you want to go with this, but here’s an example.
One of our consulting clients was working with sales leaders and had been asked to help them be better coaches to their people. We worked with her to tinker with the algorithms a bit to focus in on specific results that were important to the mission.
We want to know what you’re working on, what your goals are, what stories you’re trying to tell, so we can help you tell them even better.
Fill out your postcards! (look, I updated the pictures! )