The document discusses the importance of first-line leaders and their impact on key business issues like increasing revenue, improving productivity and costs, boosting engagement, and retaining employees. It identifies the four essential leadership skills as self-leadership, people leadership, coaching, and thinking strategically. Specific skills discussed include providing effective feedback through coaching, focusing efforts on high-value activities like people leadership, properly delegating tasks, and understanding how to improve employee engagement by meeting core needs for accomplishment, recognition, enjoyment, belonging, and advancement.
Attock Petroleum Company Limited is an oil marketing company in Pakistan. Its net sales revenue increased 40% in 2012 compared to 2011 due to higher average prices and sales volumes. However, profitability decreased 3% in 2012 due to price decreases late in the year, competition, and an export ban to Afghanistan. The company's current and quick ratios in 2012 were lower than 2011 because of increasing current assets and liabilities from rising circular debt, though it can still meet short-term obligations. Inventory turnover decreased from 2011 to 2012, showing the company is not managing inventory well due to overstocking. Total assets and fixed assets turnover both increased from 2011 to 2012, demonstrating better utilization of company resources.
Getting your team to do what you want them to do can be an uphill battle at times. Lack of resources means high stress and frustration for this managing people.
Persuasive Leadership is about putting the Leader back in control, focussing on Mindset, Mission and Momentum to achieve results!
The document discusses Pakistan State Oil's (PSO) sales force and recommendations for improvement. PSO is Pakistan's largest oil marketing company with over 80% market share in black oil and over 60% in white oil. It currently outsources most franchises to local dealers and has a decentralized sales force recruitment model. Recommendations include implementing a centralized hiring system run by PSO, conducting all sales force training internally, and separating sales strategies for key accounts vs general customers. PSO aims to increase annual sales by 10% through capturing more market share, implementing CRM, and providing superior service.
Roles and responsibilities of regional sales managersAMARBIR SINGH
Dear Friends,
Please find a small presentation on roles and responsibilities of regional sales manager.I hope this will help my manager friends.
Amar Bir Singh
This document discusses the concept of situational leadership, which involves assessing an individual's competency and commitment levels and adapting one's leadership style accordingly. It outlines the four developmental levels individuals may have and the needs associated with each. The key skills of situational leadership are diagnosis, flexibility in adapting one's leadership style, and partnering with individuals. Diagnosis involves evaluating an individual's competency and commitment on a specific task to determine which of four leadership styles would be most effective.
- Telenor launched its GSM network in Pakistan in 2005 and quickly became the fastest growing mobile operator in the country, now being the second largest.
- With coverage in remote areas, Telenor Pakistan connects previously unconnected parts of the country and aims to help customers communicate and access services.
- Telenor Pakistan focuses on social responsibility and contributing to economic development through initiatives that provide access to education, healthcare and financial services.
This is a 6 month People Management training course of 1+1 'classroom days', with support in between courses, designed to make the learning stick using our unique Sticky Learning® training method.
http://www.makingbusinessmatter.co.uk/training-courses/people-management-course/
To Madam Ayesha...Financial Analysis of PSOSam Royale
This is the financial analysis with all financial ratios calculated. I feel very sorry to say that my project was considered copy paste.Although it was a damn 1 day work out.
Attock Petroleum Company Limited is an oil marketing company in Pakistan. Its net sales revenue increased 40% in 2012 compared to 2011 due to higher average prices and sales volumes. However, profitability decreased 3% in 2012 due to price decreases late in the year, competition, and an export ban to Afghanistan. The company's current and quick ratios in 2012 were lower than 2011 because of increasing current assets and liabilities from rising circular debt, though it can still meet short-term obligations. Inventory turnover decreased from 2011 to 2012, showing the company is not managing inventory well due to overstocking. Total assets and fixed assets turnover both increased from 2011 to 2012, demonstrating better utilization of company resources.
Getting your team to do what you want them to do can be an uphill battle at times. Lack of resources means high stress and frustration for this managing people.
Persuasive Leadership is about putting the Leader back in control, focussing on Mindset, Mission and Momentum to achieve results!
The document discusses Pakistan State Oil's (PSO) sales force and recommendations for improvement. PSO is Pakistan's largest oil marketing company with over 80% market share in black oil and over 60% in white oil. It currently outsources most franchises to local dealers and has a decentralized sales force recruitment model. Recommendations include implementing a centralized hiring system run by PSO, conducting all sales force training internally, and separating sales strategies for key accounts vs general customers. PSO aims to increase annual sales by 10% through capturing more market share, implementing CRM, and providing superior service.
Roles and responsibilities of regional sales managersAMARBIR SINGH
Dear Friends,
Please find a small presentation on roles and responsibilities of regional sales manager.I hope this will help my manager friends.
Amar Bir Singh
This document discusses the concept of situational leadership, which involves assessing an individual's competency and commitment levels and adapting one's leadership style accordingly. It outlines the four developmental levels individuals may have and the needs associated with each. The key skills of situational leadership are diagnosis, flexibility in adapting one's leadership style, and partnering with individuals. Diagnosis involves evaluating an individual's competency and commitment on a specific task to determine which of four leadership styles would be most effective.
- Telenor launched its GSM network in Pakistan in 2005 and quickly became the fastest growing mobile operator in the country, now being the second largest.
- With coverage in remote areas, Telenor Pakistan connects previously unconnected parts of the country and aims to help customers communicate and access services.
- Telenor Pakistan focuses on social responsibility and contributing to economic development through initiatives that provide access to education, healthcare and financial services.
This is a 6 month People Management training course of 1+1 'classroom days', with support in between courses, designed to make the learning stick using our unique Sticky Learning® training method.
http://www.makingbusinessmatter.co.uk/training-courses/people-management-course/
To Madam Ayesha...Financial Analysis of PSOSam Royale
This is the financial analysis with all financial ratios calculated. I feel very sorry to say that my project was considered copy paste.Although it was a damn 1 day work out.
The document is the 2010 annual report of the Agricultural Training Institute (ATI) in the Philippines. It discusses ATI's accomplishments in 2010, including conducting over 7,000 training programs that benefited over 72,000 farmers and fisherfolk, establishing over 1,400 technology demonstrations, and providing over 4,000 advisory services. It also highlights ATI's efforts to increase access to agricultural data and knowledge through its e-extension program and farmers contact center. The report emphasizes ATI's role in building capacity of farmers and stakeholders, and enhancing agricultural extension through partnerships.
This document discusses how company values can impact business performance when integrated into the organizational culture. It begins by introducing the author and his background in organizational development. The main points covered include: reviewing evidence that values aligned with innovation, integrity, respect and quality correlate with strong financial performance; examining examples of value statements from successful companies like Zappos and Google; and emphasizing that values only drive results when they are lived daily and guide decision-making, not just written on paper. The document stresses that values must be reinforced through hiring, training, communication, rewards and leadership behaviors to truly shape the organizational culture and impact business outcomes.
statement of Educational and leadership philosophy-english versionFrançoise Herry
1) As an educator and leader, the author aims to make learning happy, motivating, and prepare students for a changing world through positive pedagogy, individualized lessons, and encouraging self-directed learning.
2) The author is dedicated to developing a coherent curriculum that makes sense to students and helps them acquire skills through collaborative projects and learning to live together.
3) The author pursues professional growth to address challenges in education from a changing world through study, professional networks, and a leadership course to become a school director.
- Both PSO and Shell are relying more on debt financing rather than equity financing, with PSO being more prone to financial risk and riskier for creditors.
- Liquidity is decreasing for both companies as current liabilities are increasing faster than current assets, though Shell's liquidity is increasing.
- Inventory management needs improvement as turnover is decreasing and days to convert inventory to sales are increasing for both companies.
- Profitability is improving for both companies as gross and net profit margins and returns on assets and equity are increasing.
How Great Leaders Drive Results via Accountability and Employee EngagementForum Corporation
A look at the results from our Fall 2014 survey looking at the the relationship between accountability and employee engagement in the workplace. You can view the webinar here: https://www1.gotomeeting.com/register/137288832
First-line managers often fall into common traps that undermine their effectiveness, such as failing to delegate tasks, build a team, focus on people leadership, think strategically, prioritize customer needs, mentor salespeople properly, give credit to others, and align headquarters with the field. As a result, they race to get things done but do not create plans, stay in their comfort zone instead of developing their team, and demand better results without providing a clear path to achieve them.
This is the deck we used for a webinar presentation, along with HR.com, on how to handle and successfully manage individual and organizational transitions on the job.
Using Measurement to Drive the Impact and Effectiveness of Your Leadership De...Forum Corporation
It has been estimated that up to 50% of training is wasted.* You can avoid this by monitoring how leaders are applying and benefitting from what they learn. What the webinar replay here: http://go.forum.com/NAMeasurementWebinarReplay
Building a Winning Sales Management Team: The Force Behind the ForceForum Corporation
Would you weather have excellent salepeople with an average sales manager, or average salespeople with an excellent sales manager? Watch a replay of this webinar with Forum and ZS Associates to find out: http://www.forum.com/register.aspx?id=d9ff62c2-eafe-401c-b32b-f70d7c98c025&edocid=939
This document outlines Forum's Principles of Learning presentation from 2011. It discusses trends impacting workplace learning effectiveness and strategies for success. The 6 principles of workplace learning are outlined as linking learning to individual and organizational value, connecting action and reflection in a continuous cycle, addressing learners' attitudes and behaviors, providing a balance of challenge and support, creating opportunities for participants to teach, and designing learning communities and media. The presentation also discusses developing leaders and a shifting role for learning and development in enabling knowledge sharing and building learning solutions to address strategic issues.
Dain Blanton is an American beach volleyball player who won gold medals in the 2000 and 2004 Olympics. He has since transitioned to a career in sports broadcasting. In his speeches, he shares lessons on believing in yourself, taking responsibility as a team player, learning from failures, and controlling your reaction to obstacles rather than the obstacles themselves.
Leadership Lessons from the Titanic: The "Unsinkable" ShipForum Corporation
The document compares the actions and leadership of the captains of the Titanic and the ship that responded to its sinking. It criticizes the captain of the Titanic for having an ill-defined goal of reaching New York quickly without a clear safety plan. There was confusion and lack of coordination among the crew as they failed to adequately respond to iceberg warnings or help passengers into lifeboats. In contrast, the captain of the responding ship double checked the Titanic's distress call, clearly communicated their new mission to the crew, set everyone to tasks to work seamlessly together, and took immediate action to evaluate and respond to the situation while continuing to move forward.
Sales force development trends focus on increasing revenue and effectiveness. Key strategies include capturing new accounts, improving team selling, cross-selling/up-selling, protecting against competitors, and improving margins. Sales is becoming more social as teams use tools like Chatter to connect internally and leverage social media externally. Sales portals are evolving into sales enablement by pushing the right information to reps. Solution selling is being replaced by thought leadership selling and insight selling. Inside sales groups are growing in size and influence. Customers now complete 57% of purchase decisions before contacting suppliers, so reps must add value immediately. Given increased uncertainty, "no decision" has become a major competitor that sales forces must overcome by clearly articulating business impacts.
The document summarizes an approach to achieving sustained behaviour change through learning initiatives. It discusses how most change initiatives fail due to a lack of behaviour change. It recommends investing more resources in aligning stakeholders and sustaining changes, rather than just the initial training. It provides checklists for improving focus on aligning and sustaining. It also describes a fictional case study of a bank that implemented a three-part process including impact planning, metrics tracking, and ongoing learning support to successfully drive strategic changes in customer service behaviours.
The document discusses leading through transitions. It describes different types of transitions like changes in role, assignment, team, or management. It identifies potential "decelerators" that can hamper transitions like neglecting expectations or relying too heavily on past experience. It also outlines "accelerators" that can facilitate transitions like aligning interests and building relationships. The second half discusses Sherwin-Williams, a paint company, and its strategic plan to invest in new leadership roles to improve execution across districts and stores.
1) The document discusses the strategy of ideas-based selling, which involves initiating discussions with customers about business ideas to solve problems rather than traditionally proposing solutions.
2) Ideas-based selling focuses on understanding how customers make decisions and guiding their thinking by discussing relevant business opportunities and visions for the future.
3) Research found that decision-makers prioritize resources that understand their industry and business over low-cost solutions when choosing who can help address issues.
This document discusses driving strategic initiatives. It identifies that the key to success is not just communicating a strategy, but driving execution through specific initiatives and projects. It outlines that leaders must identify and structure initiatives, staff them with dedicated teams, and execute using factors like leadership involvement, course correction, team capability, and managing work effort. A case study example shows how a health insurance company successfully shifted platforms by focusing on these critical success factors after an initial failed attempt.
Presentation deck from a March 22nd, 2012 webinar in which Fifth Third Bank shared their story of how they worked with Forum to implement a customer focused sales strategy.
The document is the 2010 annual report of the Agricultural Training Institute (ATI) in the Philippines. It discusses ATI's accomplishments in 2010, including conducting over 7,000 training programs that benefited over 72,000 farmers and fisherfolk, establishing over 1,400 technology demonstrations, and providing over 4,000 advisory services. It also highlights ATI's efforts to increase access to agricultural data and knowledge through its e-extension program and farmers contact center. The report emphasizes ATI's role in building capacity of farmers and stakeholders, and enhancing agricultural extension through partnerships.
This document discusses how company values can impact business performance when integrated into the organizational culture. It begins by introducing the author and his background in organizational development. The main points covered include: reviewing evidence that values aligned with innovation, integrity, respect and quality correlate with strong financial performance; examining examples of value statements from successful companies like Zappos and Google; and emphasizing that values only drive results when they are lived daily and guide decision-making, not just written on paper. The document stresses that values must be reinforced through hiring, training, communication, rewards and leadership behaviors to truly shape the organizational culture and impact business outcomes.
statement of Educational and leadership philosophy-english versionFrançoise Herry
1) As an educator and leader, the author aims to make learning happy, motivating, and prepare students for a changing world through positive pedagogy, individualized lessons, and encouraging self-directed learning.
2) The author is dedicated to developing a coherent curriculum that makes sense to students and helps them acquire skills through collaborative projects and learning to live together.
3) The author pursues professional growth to address challenges in education from a changing world through study, professional networks, and a leadership course to become a school director.
- Both PSO and Shell are relying more on debt financing rather than equity financing, with PSO being more prone to financial risk and riskier for creditors.
- Liquidity is decreasing for both companies as current liabilities are increasing faster than current assets, though Shell's liquidity is increasing.
- Inventory management needs improvement as turnover is decreasing and days to convert inventory to sales are increasing for both companies.
- Profitability is improving for both companies as gross and net profit margins and returns on assets and equity are increasing.
How Great Leaders Drive Results via Accountability and Employee EngagementForum Corporation
A look at the results from our Fall 2014 survey looking at the the relationship between accountability and employee engagement in the workplace. You can view the webinar here: https://www1.gotomeeting.com/register/137288832
First-line managers often fall into common traps that undermine their effectiveness, such as failing to delegate tasks, build a team, focus on people leadership, think strategically, prioritize customer needs, mentor salespeople properly, give credit to others, and align headquarters with the field. As a result, they race to get things done but do not create plans, stay in their comfort zone instead of developing their team, and demand better results without providing a clear path to achieve them.
This is the deck we used for a webinar presentation, along with HR.com, on how to handle and successfully manage individual and organizational transitions on the job.
Using Measurement to Drive the Impact and Effectiveness of Your Leadership De...Forum Corporation
It has been estimated that up to 50% of training is wasted.* You can avoid this by monitoring how leaders are applying and benefitting from what they learn. What the webinar replay here: http://go.forum.com/NAMeasurementWebinarReplay
Building a Winning Sales Management Team: The Force Behind the ForceForum Corporation
Would you weather have excellent salepeople with an average sales manager, or average salespeople with an excellent sales manager? Watch a replay of this webinar with Forum and ZS Associates to find out: http://www.forum.com/register.aspx?id=d9ff62c2-eafe-401c-b32b-f70d7c98c025&edocid=939
This document outlines Forum's Principles of Learning presentation from 2011. It discusses trends impacting workplace learning effectiveness and strategies for success. The 6 principles of workplace learning are outlined as linking learning to individual and organizational value, connecting action and reflection in a continuous cycle, addressing learners' attitudes and behaviors, providing a balance of challenge and support, creating opportunities for participants to teach, and designing learning communities and media. The presentation also discusses developing leaders and a shifting role for learning and development in enabling knowledge sharing and building learning solutions to address strategic issues.
Dain Blanton is an American beach volleyball player who won gold medals in the 2000 and 2004 Olympics. He has since transitioned to a career in sports broadcasting. In his speeches, he shares lessons on believing in yourself, taking responsibility as a team player, learning from failures, and controlling your reaction to obstacles rather than the obstacles themselves.
Leadership Lessons from the Titanic: The "Unsinkable" ShipForum Corporation
The document compares the actions and leadership of the captains of the Titanic and the ship that responded to its sinking. It criticizes the captain of the Titanic for having an ill-defined goal of reaching New York quickly without a clear safety plan. There was confusion and lack of coordination among the crew as they failed to adequately respond to iceberg warnings or help passengers into lifeboats. In contrast, the captain of the responding ship double checked the Titanic's distress call, clearly communicated their new mission to the crew, set everyone to tasks to work seamlessly together, and took immediate action to evaluate and respond to the situation while continuing to move forward.
Sales force development trends focus on increasing revenue and effectiveness. Key strategies include capturing new accounts, improving team selling, cross-selling/up-selling, protecting against competitors, and improving margins. Sales is becoming more social as teams use tools like Chatter to connect internally and leverage social media externally. Sales portals are evolving into sales enablement by pushing the right information to reps. Solution selling is being replaced by thought leadership selling and insight selling. Inside sales groups are growing in size and influence. Customers now complete 57% of purchase decisions before contacting suppliers, so reps must add value immediately. Given increased uncertainty, "no decision" has become a major competitor that sales forces must overcome by clearly articulating business impacts.
The document summarizes an approach to achieving sustained behaviour change through learning initiatives. It discusses how most change initiatives fail due to a lack of behaviour change. It recommends investing more resources in aligning stakeholders and sustaining changes, rather than just the initial training. It provides checklists for improving focus on aligning and sustaining. It also describes a fictional case study of a bank that implemented a three-part process including impact planning, metrics tracking, and ongoing learning support to successfully drive strategic changes in customer service behaviours.
The document discusses leading through transitions. It describes different types of transitions like changes in role, assignment, team, or management. It identifies potential "decelerators" that can hamper transitions like neglecting expectations or relying too heavily on past experience. It also outlines "accelerators" that can facilitate transitions like aligning interests and building relationships. The second half discusses Sherwin-Williams, a paint company, and its strategic plan to invest in new leadership roles to improve execution across districts and stores.
1) The document discusses the strategy of ideas-based selling, which involves initiating discussions with customers about business ideas to solve problems rather than traditionally proposing solutions.
2) Ideas-based selling focuses on understanding how customers make decisions and guiding their thinking by discussing relevant business opportunities and visions for the future.
3) Research found that decision-makers prioritize resources that understand their industry and business over low-cost solutions when choosing who can help address issues.
This document discusses driving strategic initiatives. It identifies that the key to success is not just communicating a strategy, but driving execution through specific initiatives and projects. It outlines that leaders must identify and structure initiatives, staff them with dedicated teams, and execute using factors like leadership involvement, course correction, team capability, and managing work effort. A case study example shows how a health insurance company successfully shifted platforms by focusing on these critical success factors after an initial failed attempt.
Presentation deck from a March 22nd, 2012 webinar in which Fifth Third Bank shared their story of how they worked with Forum to implement a customer focused sales strategy.
The document summarizes a webcast on using thought leadership as a sales strategy. It discusses how providing credible points of view can help salespeople educate customers on unseen opportunities. It then gives an example of how one company helped a city reduce energy costs through an LED traffic signal project. The webcast advises developing industry knowledge and advanced dialogue skills to implement this approach.
The document provides instructions for using a mentoring platform's matching technology. It explains that users must complete all mandatory profile fields for the matching algorithm to work effectively. The matching algorithm considers multiple choice selections. Mentees are advised to focus on their goals, while mentors should focus on how they can help. The document then outlines the steps for mentees to request matches and for mentors to accept requests.
Sales Force Transformation: Developing a Customer-Focused Growth OrganizationVassilis Engonopoulos
This document discusses an approach for building a winning sales force through training. It involves five key phases:
1. Connecting with stakeholders to understand goals, culture, and participant needs.
2. Engaging participants in the change process through collaboration, communication and assessing capabilities.
3. Developing customized training materials and preparing trainers to address potential resistance.
4. Delivering interactive training aligned with business goals using various styles.
5. Ensuring skills and behaviors stick through follow-up activities like reconnect days and coaching.
Measuring outcomes at various levels can demonstrate training delivers sustainable results. The overall approach aims to equip participants with skills to make a successful transition.
The DNA of Leadership at the world’s most admired companies (Mumbai)Greatness Coaching
The document discusses leadership practices at successful tech companies that unleash collective intelligence. It suggests that nurturing diversity, inclusion, collaboration and agility allows companies to thrive in uncertain environments. Specifically, companies like Google emphasize coaching, empowering employees, and creating an inclusive culture where people feel psychologically safe to take risks and provide feedback. These practices have been shown to increase employee engagement, productivity and faster leadership development.
Our latest brochure with the latest information on who we are, the case for action for developing the foundation for success, our practices areas and our people.
Top HR Processes Ripe for a Social EnterpriseKangoGift
The document provides an overview of how social tools can be applied to five key HR processes: performance reviews, employee feedback, recognition and awards, training, and knowledge management. It discusses transitioning performance reviews from annual events to ongoing conversations, capturing more timely employee feedback, using social recognition to provide informal and measurable praise, leveraging employees' expertise through social training tools, and centralizing institutional knowledge. Metrics for success include engagement, enablement, and performance. Case studies and parting thoughts on creating a social HR roadmap are also presented.
Leaderonomics SME CEO Conference 2017 - Growing & Scaling your Business to Gr...Roshan Thiran
These are the slides presented by Roshan Thiran, CEO of Leaderonomics at the SME CEO Conference 2017. He shares 4 constraints that are affecting your business and need to be addressed to grow and scale your business. For more information on the Leadership Dojo programme, which Roshan personally programme manages, email info@leaderonomics.com
To follow Roshan on Twitter (@lepaker) and Facebook, go to: www.facebook.com/roshanthiran.leaderonomics
Breaking down barriers_in_the_land_of_dinosaurs_sp_biz_hanley_june_2015Susan Hanley
You’ve heard the messages: the future of collaboration is all about enterprise social networks. It’s a future where you’d like to be, of course, but what if you work in a land of stodgy dinosaurs? Your dinosaurs might not find it so easy to let go of past paradigms and make the leap of faith to try something new and different. This presentation showcases several powerful social collaboration success stories from which you can draw insights and presents some proven approaches to break down the barriers that you might encounter.
Human connectedness and meaningful conversations - how coaching boosts the su...Greatness Coaching
8 traits of a coach/leader enabling inclusion, diversity, agility and collaboration:
1. Authentic and humble
2. Holistic listener
3. Learner of the leader’s Greatness
4. Non-judgmental thinking-partner
5. Comfortable with not knowing, with failure, trusting process
6. Empathetic, yet detached from outcome
7. Courageous feedback-provider
8. Supportive challenger
John Bernard is the founder and chairman of Mass Ingenuity, a consulting firm that helps companies implement the NOW Management System. The system was developed over 30 years based on Bernard's experience turning around companies. It addresses common problems in management like unclear direction and accountability. Clients report increased employee engagement, reduced costs, and profitable growth after implementing the system. Mass Ingenuity consultants guide companies through customizing and installing the evolutionary practices.
2012 q2 McKinsey quarterly - Put your money where your strategy isAhmed Al Bilal
The document discusses corporate strategy and capital allocation. It summarizes several articles in the McKinsey Quarterly, including ones on overcoming strategic inertia by reallocating resources, using social media strategically, and leveraging social technologies internally. It also previews pieces on better listening skills for executives and harnessing the potential of social media. The introduction notes that many companies fail to change their capital allocation to business units from year to year, despite changing environments, showing stagnant strategies.
The document discusses developing leadership agility as a business imperative. It notes that volatile, uncertain, complex, and ambiguous conditions require leaders to become more focused, fast, and flexible. Research shows that agile companies have significantly better financial performance than average companies. The document promotes developing leadership agility through assessments, coaching, scenarios, and reinforcing an agile culture.
Tushar Somaiya is an experienced agile coach and trainer who founded ShuHaRiAgile and CoachingDojo to provide agile training and coaching. He has over 13 years of IT experience and 6 years of agile experience. He is a certified coach who helps teams discover their potential through neuroscience-based coaching. Tushar is passionate about creating democratic and self-organizing teams and believes in servant leadership.
The document discusses constraints to scaling and growing a business to be the best in the world. It identifies two main constraints: organizational constraints and individual constraints. Organizational constraints include culture, processes, structure, and leadership. Individual constraints center around whether a person believes they can become the best and their willingness to undergo the pain of learning. Learning is difficult because it requires change, but is the process by which knowledge and skills are acquired through experience. Overcoming constraints requires destroying old ways of thinking and creating a new culture focused on accountability, courage, agility, excellence and synergistic collaboration.
May 22 Open Dialogue on Engagement in Pro Bono & Skills Based VolunteeringVolunteer Fairfax
Check out pro bono and skills based volunteering resources from Taproot Foundation and Volunteer Fairfax for the corporate employee and nonprofit partners. This type of volunteering is a growing trend, so we welcome local businesses and nonprofits who have had various levels of experience. Through the discussion of real life examples, implementation processes, successes and challenges both nonprofit leaders and corporate representatives will gain an understanding of how to engage in this type of programming.
The article summarizes the results of a study that ranked the top 40 companies for leadership development. Procter & Gamble ranked first due to its CEO's commitment to leadership development and focus on growing talent internally. Other top companies included IBM, General Electric, 3M, and Southwest Airlines. The study evaluated companies based on factors like formal leadership programs, CEO involvement, internal hiring, and financial performance. It found some differences between public and private companies in priorities and challenges for leadership development. A separate list highlighted the top 10 private companies for developing leaders.
This document discusses leadership development and solutions for the 21st century. It begins by providing background on Paul J. Meyer, who is recognized as the founder of personal and leadership development. It then discusses challenges facing leaders today such as developing leaders, engaging employees, and adapting to increasing complexity. The Total Leader solution aims to develop personal, interpersonal, and strategic leadership skills through a holistic and interactive approach. It emphasizes the importance of leadership at all levels of an organization.
Why and How Coaching is helping to change the game with Jean-Francois CousinGreatness Coaching
The most important indicators of coaching impact that have been observed for the individual/team/organization:
1. Improved team functioning (57%)
2. Increased engagement (56%)
3. Increased productivity (51%)
4. Improved employee relations (45%)
5. Faster leadership development (36%)
Employee Engagement when Senior Leadership is the ProblemTalentMap
As an HR Leader or CEO, how do you deal with such a sensitive situation and what can you do to facilitate change?
Norm Baillie-David, SVP of Engagement and a seasoned Executive, who has coached leadership teams over the last 30 years, in this insightful webinar covered:
-How widespread is the issue? Are we alone?
-What is the cost of not acting?
-Which leadership behaviours distinguish the "best from the rest"?
-Broaching the subject – who, when and how to approach?
-What's our role and responsibility as HR leaders?
Big Dutchman MDP Presentation Slides - Becoming the Best in the WorldRoshan Thiran
This document discusses insights on becoming a world-class leader in the 21st century. It suggests that both organizational and individual constraints can prevent organizations and people from achieving their full potential. On an organizational level, constraints may include outdated business models, poor leadership, inefficient processes, and unhealthy cultures. On an individual level, constraints include limiting beliefs and an unwillingness to endure the discomfort of learning. To overcome these constraints, the document recommends seeking new experiences, actively soliciting feedback, and continuously developing new skills. The path to becoming the best requires addressing constraints, learning from the past, and taking action to improve.
Growing & Scaling Your SME - The 4 constraints preventing Your business from ...Roshan Thiran
These are the presentation slides which was presented by Roshan Thiran, founder & CEO of Leaderonomics, at the AmBankBizConference in Penang. You can also find a lot of write-ups by Roshan at www.leaderonomics.com, where he shares more details on the 4 constraints model and other leadership nuggets.
2015 q2 McKinsey quarterly - Thriving at scaleAhmed Al Bilal
This document is the table of contents for the 2015 Quarter 2 issue of the McKinsey Quarterly. It lists the titles and authors of articles on topics like innovation, R&D productivity, global operations, human resources, digital engagement, and supply chain agility. There are also industry briefs on banking, consumer products, semiconductors, and private equity. The issue aims to provide inspiration for embracing the challenges of scale in large companies.
Similar to Forum's 4 Keys to Effective First-Line Leadership (20)
According to the document, there are seven key leadership development trends:
1) Complexity is increasing and uncertainty is high, requiring leaders to build context agility.
2) The talent shortage is intensifying globally due to economic growth and other factors.
3) Investment in first-line leadership development has tripled in recent years.
4) The four most important leadership skills are people-leadership abilities.
5) Employee engagement is a growing concern given low engagement levels.
6) Leadership is becoming more collective and less individual.
7) Intensive "boot-camp" style training is becoming less effective given time constraints.
This document discusses how to optimize behavior change initiatives for business impact. It finds that while companies spend significant resources on change initiatives, only about half are considered successful. The key factor in determining success is behavior change in the organization. However, most companies do not effectively sustain behavior change over time. The document recommends focusing on aligning stakeholders and sustaining behavior change, rather than just equipping employees, in order to drive lasting performance improvement. It provides strategies for improving focus on alignment and sustainability.
1) Decision makers take an "inside-out" approach when looking for answers, rating their own expertise and employees as most helpful. They see suppliers as providing the lowest level of helpfulness.
2) Decision makers value suppliers who demonstrate knowledge of their industry and business and are easy to work with.
3) The best way for suppliers to gain attention is through a compelling live presentation of a new idea, rather than through email, phone calls, or mail. Decision makers are most engaged by ideas supported by data that promise cost savings or examples.
The document discusses the concept of "point of view selling" which involves starting customer relationships by developing compelling ideas and thought leadership to address their business challenges rather than just pitching solutions. It involves four stages: 1) developing a point of view based on insights into customer opportunities/problems, 2) provoking interest in that point of view, 3) identifying other opportunities, and 4) delivering solutions and realizing value. Companies that have successfully used this approach include IBM and GE Healthcare.
This document discusses six essential dimensions for sales force success: 1) Strategy and Structure, 2) Customer Knowledge, 3) Talent, 4) Climate, 5) Processes, and 6) Support Systems. It explains that high performing sales organizations integrate these six dimensions and regularly evaluate and adapt them. Specifically, it emphasizes having a clear sales strategy aligned with business goals, understanding customers, developing sales talent, fostering a positive work climate, defining sales processes, and providing competitive intelligence and other support to sales teams.
This document discusses how cold calling is no longer an effective sales strategy due to changes in buyer behavior. Prospective buyers now conduct extensive online research on companies and salespeople before engaging directly. The document recommends that salespeople establish an online presence on social media and professional networking sites so buyers can find them during research. It also advises salespeople to listen to buyers online to identify "trigger events" that create opportunities. Salespeople should participate appropriately in online discussions to build credibility over time.
This document discusses how to optimize behavior change initiatives for business impact. It notes that while companies spend significant resources on change initiatives, only about 50% are considered successful according to surveys. The key factor in determining success is behavior change within the organization. However, most companies do not effectively sustain behavior change over time. The document recommends focusing on aligning stakeholders before training, choosing the right learning content and methods, and sustaining behavior change after training through tools, metrics and manager support. It provides examples of how to improve focus on aligning, equipping and sustaining employees to drive lasting behavior change that achieves business goals.
The document discusses trends in learning and development (L&D) and how the focus of L&D is shifting. It notes that the future of organizations will be defined by their capacity to learn, not just the subjects of learning. This implies L&D needs to apply its expertise in adult learning and instructional design to workers and the workforce, not just programs and classrooms. It then outlines six principles of adult learning that were first identified in 1978, which remain important - like linking learning to individual and organizational value, and providing a balance of challenge and support. These principles can now be applied to cohorts of workers through designed learning activities with coaching, social sharing of experiences, and meetings to align efforts. This emerging focus
The document summarizes 3 keys to sustaining learning from a discussion with clients:
[1] Focus 40% of effort before learning on preparation, 20% on the learning itself, and 40% after on reinforcement. Plant expectations of follow up and link learning to business goals.
[2] Don't assume learning will happen automatically. Identify existing learning communities and scale what works well for them.
[3] Focus less on generational differences and more on varying digital fluency. Identify early adopters to champion social media learning. Don't assume a one-size-fits-all approach, as organizations differ in adopting new approaches.
This document discusses how companies are struggling to provide consistent, positive customer experiences due to increasingly complex customer journeys across multiple channels. It uses Archstone, a real estate company, as an example of a company that improved its customer experience by developing a "Commitment to GREAT" promise and training employees to consistently deliver on this promise. The document advocates that companies should focus on understanding customer expectations, developing people's capabilities to meet those expectations, and engaging leaders to champion the customer experience vision.
The document discusses the changing nature of leadership from a "conductor" model to a "conductor of electricity" model. Today's leaders must connect internally and externally, attracting others to their cause. Key skills for collaborative leadership include redefining organizations to source talent broadly, understanding different perspectives, addressing potential concerns upfront, engaging others with clarity of purpose and meaning, and leveraging social networks. Collaborative strategies will depend on distributed "conduits" throughout organizations leading together.
The document discusses how cold calling is no longer an effective prospecting strategy due to changes in how buyers research and evaluate suppliers online before engaging with salespeople. It outlines how buyers now extensively use search engines, social media, industry discussions and anonymous research to learn about companies and find solutions before speaking to sales reps. The document argues salespeople need an online presence where buyers can find them, and that salespeople should listen to buyers online, engage appropriately in online discussions, and establish themselves as credible experts and resources in order to have opportunities to engage with buyers when they are ready to purchase.
Viv Price and David Robertson discuss sustaining behavior change in organizations. They see a trend of employees wanting to continuously learn and develop new skills. Their framework focuses on different levels of ownership for sustainment activities - by the organization, managers, and individuals. They provide an example of successfully distributing safety responsibilities across levels rather than just to the safety manager. Clients sometimes struggle by not planning sustainment activities early or underestimating the time needed. The "See It, Need It, Do It, Live It" framework helps choose the right activities based on the learning environment and ownership levels.
This research report discusses how focusing solely on business process efficiency can actually slow organizations down and limit growth. To achieve strategic speed, processes need to be both efficient and proficient by integrating factors that build clarity, unity, and agility among employees. The report outlines a process maturity model and explains how organizations evolve from focusing on individual job roles to optimizing cross-functional processes to integrating people factors. It provides examples of companies that advanced to higher stages of maturity and identifies five principles for designing proficient processes that foster skills development, knowledge sharing, and momentum around goals.
Traditional event-based training is not effective. People do not retain the knowledge learned, will fail to act in new ways, and ultimately will not master and apply new behaviors. This article offers several assessments of your organization, and 4 methods to sustain learning and behavioral change, based on your business context and learning environment.
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During the budget session of 2024-25, the finance minister, Nirmala Sitharaman, introduced the “solar Rooftop scheme,” also known as “PM Surya Ghar Muft Bijli Yojana.” It is a subsidy offered to those who wish to put up solar panels in their homes using domestic power systems. Additionally, adopting photovoltaic technology at home allows you to lower your monthly electricity expenses. Today in this blog we will talk all about what is the PM Surya Ghar Muft Bijli Yojana. How does it work? Who is eligible for this yojana and all the other things related to this scheme?
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This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
2. Your Presenters, Forum
History:
Founded in 1971
Global pioneer and
innovator in the industry
Andrew Shapiro
Vice President and
Regional Sales Director,
Forum
Driving business performance
through:
Leadership Development
Sales Optimization
Customer Experience
People and places:
300 employees and associates
14 global offices
Presence in 28 regions around the
world
www.forum.com
1
3. Your Presenters, Exelon
About:
Leading U.S. competitive energy provider
26,000 employees
Operations in 47 states, the District of Columbia and Canada
$23.5 billion in revenue
Merged with Constellation Energy Group in 2012
Allison Manswell
Performance that Drives Progress
With one of the cleanest and lowest-cost power generation
fleets and largest retail customer bases in the country.
The Exelon family of companies participates in every stage of
the energy business, from generation to power sales to
transmission to delivery.
Learning Development
Programs Manager
How We Rank
Exelon
Top-ranked electric and gas utility on the FORTUNE 500 each
www.forum.com
year since 2008.
Fortune Magazine named as one of the “World’s Most Admired
Companies” since 2006
Named the No. 1 ranked U.S. and global electric utility on Platts’
Top 250 Global Energy Companies list in 2012.
2
4. Agenda
The Impact of the First-Line Leader
The Four Leadership Essentials
What’s Key and Core for Today
– A Winning Coaching Practice
– Thinking Like a Leader Means Doing Less with
More
– Making Delegation Meaningful
– The New News on Employee Engagement
www.forum.com
3
6. Does Any of This Sound Familiar?
“We need to grow revenue despite the soft economy”
“Increasing productivity is vital because we are resource
constrained, but how can we keep doing more and more with less”
“Employee Engagement has become a key organizational concern”
“If we could improve employee retention we know it would
dramatically impact our bottom line”
“Strategic initiatives often lose momentum or are muddled by the time
they reach all employees”
www.forum.com
5
7. Poll No. 1
Which of these pressures are having an impact on
your organization?
Increase revenue
Keep costs down and raise productivity
Improve engagement
Retain employees
Execute strategy/change quickly and successfully
www.forum.com
6
8. Where Can You Get the Most Lift to
Address These Key Business Issues?
50%
80%
www.forum.com
7
9. Investment in Leadership Development
Per Leader
(Thousands)
7
6
2009
$6016
2012
5
1.8x
4
$2700
3
2
1
$1671
2.7x
$1000
$533
$3333*
3.1x
0
First Line
Mid-Level
Source: Bersin & Associates
www.forum.com
8
Senior
12. A Leader’s Success …
Other
People
80%
Source: Carnegie Foundation
www.forum.com
11
13. People Leadership Skills Link to
Superior Business Performance
Average
Performing
Companies
(60%)
Top
Performing
Companies
(20%)
Low
Performing
Companies
(20%)
Source: “Talent Management in America and China,” Leadership IQ, July 2011
www.forum.com
12
Leaders in top performing
companies use critical
people leadership practices
at 3 times the rate of low
performing companies
15. Key and Core for Today:
1. A Winning Coaching
Practice
www.forum.com
14
LEADERSHIP
ESSENTIALS
16. A Simple Feedback Process
1
The What
DESCRIBE
OBSERVATIONS
3
2
OFFER AND
ASK FOR
SUGGESTIONS
The What
Next
DISCUSS
IMPORTANCE
The So What
www.forum.com
15
17. Key Coaching Situations
When you want to …
Your feedback should …
Be ...
1. Reinforce
something an individual does
well and should keep doing
Highlight what was done well
and encourage more of the
same
Proactive about
looking for strengths to
reinforce
2. Develop
an individual who needs
and/or wants to perform more
effectively
Focus on positive ways to
achieve growth in an area
Confident about talking
about ways to grow
and improve
3. Improve Performance
of an individual who
demonstrates a pattern of
behavior that negatively
impacts performance
Target counterproductive,
problematic behaviors
Courageous and have
the conversation as
soon as a problem
arises
18. Key and Core for Today:
2. Thinking Like a Leader
Means Doing Less with More
www.forum.com
17
LEADERSHIP
ESSENTIALS
19. Why Is This Difficult?
Think Like a Leader:
Investing time and effort
strategically in order to
focus more on truly highvalue activities
100
90%
% OF
MANAGERS
10%
Source: Heike Bruch and Sumantra
Ghosal, “Beware the Busy Manager,”
Harvard Business Review, vol. 80, no. 2
(February 2002), pages 63 to 69.
www.forum.com
0
Purposeful
18
All Others
20. First-Line Leaders Get Trapped
1. Racing to get a lot done
2. Not enough delegation
3. Not expending enough effort to build and lead the team
4. Not asking for feedback and coaching
5. Putting too little emphasis on people-leadership
activities
6. Staying in my comfort zone
7. Failing to admit what I don’t know
8. Believing that being a manager gives me authority
9. Thinking that my job is to “carry out” rather than to create
www.forum.com
19
21. Poll No. 2
Think about the first-line leaders in your
organization. Which trap do they tend to get
caught in most?
1.
2.
3.
4.
5.
Racing to get a lot done
Not enough delegation
Not expending enough effort to build and lead the team
Not asking for feedback and coaching
Not putting enough emphasis on people-leadership activities
www.forum.com
20
22. Know Your Value/Effort Ratio …
VALUE
EFFORT
… and increase it
www.forum.com
21
Peopleleadership
activities are
always high
value
23. The Average Leader …
High
1
HIGH EFFORT
LOW VALUE
3
HIGH EFFORT
HIGH VALUE
56%
EFFORT
2
LOW EFFORT
LOW VALUE
4
LOW EFFORT
HIGH VALUE
Low
High
71%
www.forum.com
VALUE
22
24. Guidelines
High
1
HIGH EFFORT, LOW VALUE
3
HIGH EFFORT, HIGH VALUE
STOP
CONVERT
2
LOW EFFORT, LOW VALUE
4
LOW EFFORT, HIGH VALUE
DELEGATE
KEEP
EFFORT
Low
High
VALUE
www.forum.com
23
25. Key and Core for Today:
3. Making Delegation
Meaningful
www.forum.com
24
LEADERSHIP
ESSENTIALS
27. The Secret Sauce
1. Actively delegate
2. Focus on guidance
areas:
– context and goals
– results
– what to do
– how to do it
3. Clarify readiness
High
Individual’s
Level of
Readiness
Low
Manager’s Level
of Guidance
www.forum.com
26
High
28. Key and Core for Today:
4. The New News on
Engagement
www.forum.com
27
LEADERSHIP
ESSENTIALS
29. High Engagement is…
… a deep sense of ownership for the organization and strong
feelings of involvement, commitment, and absorption in one’s
work … which is motivating
… it looks like …
… a strong contribution of
discretionary energy …
which translates into
productivity
… and results in …
… improved personal and
business performance.
www.forum.com
28
30. An Engaged Workforce Is a
Market Advantage
30%
18%
20%
10%
Absenteeism
Turnover
Shrinkage
Safety
Incidents
0%
Patient
Safety
Incidents
Customer
-10%
-20%
-30%
-40%
-27%
-37%
-37%
-41%
-50%
-49%
-60%
-70%
Source: “The State of the Global Workplace,” Gallup Consulting, 2010
www.forum.com
29
16%
Productivity
Profitability
12%
31. Forum Engagement Research
1,106 respondents
45% employees
Global: North America, UK, China, India, Australia
Individual contributors, team members, firstline, mid-level, and senior leaders
Measured
– Size of discretionary energy contribution
– Importance of engagement factors
– Extent to which each factor is present
www.forum.com
30
32. Engagement Needs Shorthand
Need for …
Feels like …
ACCOMPLISHMENT
“I am productive.”
RECOGNITION
“I am valued.”
ENJOYMENT
“I enjoy my work.”
BELONGING
“I belong here.”
“I’m getting ahead.”
ADVANCEMENT
www.forum.com
31
33. To Improve Engagement
Know your own dominant engagement need
To improve team engagement, be conscious of all
the engagement factors
Meet individuals’ core engagement needs
www.forum.com
32
34. Summary Slide
The Impact of the First-Line Leader
The Four Leadership Essentials
What’s Key and Core for Today
– A Winning Coaching Practice
– Thinking Like a Leader Means Doing Less with
More
– Making Delegation Meaningful
– The New News on Employee Engagement
www.forum.com
33
35. www.forum.com/blog
Strategy. Accelerated.
Forum mobilizes people to embrace
the critical strategies of their
organisation and accelerate results.
When you need to swiftly align your
people to tackle an opportunity or
tear down a roadblock, Forum is an
essential business asset.
www.forum.com
www.forum.com
34
@TheForumCorp
Join The Forum Corporation’s
LinkedIn Group
Facebook.com/TheForumCorp
Editor's Notes
Andrew Shapiro leads Forum’s largest North American sales team and is focused on growing Forum’s business across some of its key territories. Prior to taking a sales leadership role, Andrew was a London-based Executive Consultant with Forum helping client organizations build leadership capability and bench strength to drive successful strategy execution.
Nabeel:Allison V. Manswell is responsible for Leadership Development Programs at Exelon Corporation. She started in the Nuclear Group seven years ago and has worked in several business units enterprise-wide. Allison holds the ASTD credential as a Certified Professional in Learning and Performance. She also serves as the President of the Baltimore Chapter of Exelon African-American Resource Alliance. Before Exelon, her experience includes leadership and organizational development, diversity & inclusion and employee learning at several Fortune 500 companies and in the Canadian government. Exelon Corporation is the nation’s leading competitive energy provider. The Exelon family of companies participates in every state of the energy business from generation to competitive energy sales to transmission to delivery.
[5:00]Welcome to everyone and thank you for joining Allison Manswell and I as we talk about the keys to effective first line leadership.We are very excited to share our latest research, tools, insights and experiences on this topic and can’t wait to get your reactions and thoughts.There are three main sections to our presentation today. First, we’ll talk about the impact of first line leaders on the business Then, we’ll talk about the four essential practices first line leaders need to master today more than everThen for the bulk of our time together, we’ll be looking more deeply into those practices. Some of them will be familiar to you, others perhaps not as much, but in each case we’ll talk about what’s important about them today.For those of you who participated with me last spring in the Leading in Change and Complexity webinar, you will see some links to some of what I talked about then. What we are really doing now is going deeper into how first-line leaders can be more effective within that landscape of complexity. TRANSITION: Go to next slide
So let’s begin with the impact of first-line leadersGO TO NEXT SLIDE
Let’s start by talking a little about the context of leadership today. This is what we have been hearing from business and HR leaders and around the world about some of the pressures on their organizations.Let’s do a quick poll to see how much of this you are experiencing.GO to the next slide.
[8:00]READ the question and TELL participants to choose ALL that apply. “Which of these pressures are having an impact on your organization? Nabeel is going to pull up a poll and you should select all that apply.REVIEW the pressures:The pressure to grow revenue despite a soft economyThe need to raise productivity despite downward pressure on costs and resource constraintsA strong focus on employee engagementA focus on improving employee retentionAn increasing need to execute strategy quickly and successfully at the front lines of the organizationNabeel, how are we doing? Nabeel will wrap it up and show the responses.COMMENT briefly and SAY,[1 min.]ALLISON, could you share with us what EXELON is experiencing and how you see that affecting leadership?…TRANSITION: so it shoulds like you are finding that strong leadership is more important than ever, which brings us to the question of how to think about leadership development in this kind of environment. [NEXT SLIDE]
[10:00]… and one way to think about it is where you can get the most lift in the organization. And this is what we think. First-line leaders make up 50-60% of management on average and directly supervise as much as 80% of the workforce. [Fred Hassan, The Frontline Advantage Article Preview, http://hbr.org/2011/05/the-frontline-advantage/ar/1. Accessed 10/24/12]. Which means that they are, in many ways, the most important group of leaders. They really are the linchpin in all those issues we talked about: strategy execution, customer satisfaction, and employee engagement, productivity and retention, in reality, they are the main driver of business results…Last May, Fred Hassan, former CEO of Shering-Plough and in the process of taking over as Board Chair for Avon Products, Inc., published an article in the Harvard Business Review called “The Frontline Advantage.” Here he recounted some of his experience as a turnaround specialist in the pharmaceutical industry. He attributes much of his success to a focus on first-line leaders and said, among other things, that in today’s environment, “leaders must create an organization that is adaptable and highly responsive,” and that “front line managers are the key to bringing such an organization to life,” and called them the “central players in a company’s business strategy.” NEXT SLIDEALLISON – can you share your thoughts on the importance of first line leaders in your organization and your organization’s approach to leadership development
And we are seeing an uptick in investment in the development of front-line leaders over the past few years. This shows the increase in per leader development investment from 2009 to 2012. What you see is that overall, organizations have increased their investment in leadership development across all levels, but the greatest increase has been at the front line – just over 3 times what it was three years ago (the corresponding increase for mid-level is 2.7 times, while for senior leaders, it is 1.8). As a proportion, the investment in first-line accounts for, on average about a third of the total development budget, just one or two points higher than for mid-level, with the rest going to senior leaders and high potentials.We feel this upward investment in first-line leaders is a positive trend. TRANSITION: ALLISON, I’m going to hand over to you to talk with us about what your organization is doing in terms of leadership development.[NEXT SLIDE]
[3-4 mins]
And that’s where the leadership essentials come in. So the question we started asking last year was, what should those essentials be? If you have a limited pool of money and a lot of people to develop, where do you focus that investment? NEXT slide
[20:00]One clue was this: that the ability to lead people effectively—people-leadership skills—is roughly three to four times as important to an individual leader’s success in his or her career as are other skills and knowledge. In other words the ability to work effectively with people accounts for about 80 percent of an individual leader’s success. This means that the technical skills and knowledge that often get someone recognized and promoted into a first line leader role in the first place are much less important to their success (and by extension to the organization’s success) than is the ability to lead people.I’m sure this comes as no surprise to you, as it didn’t to us, but it is interesting that this work as been replicated in a variety of different types of work in leadership over the past century – including Forum’s own work on climate, Goleman’s work on emotional intelligence, and much more.TRANSITION: so we know that people leadership skills are key to personal success, but how does that impact the business?
This study looked a broad swath of industries in the U.S. and China, essentially comparing management practices in a stable, developed economy to those in a rapidly growing and developing economy. Over 1400 (1463) U.S. and almost 1000 (972) Chinese organizations self-reported market performance based on financial, innovation, employment, and brand metrics. The researchers then divided organizations into leading performers, average performers, and lagging performers within their industries, with the top 20 percent in each industry ranked industry leaders, the middle 60 percent average performers, and the bottom 20 percent industry laggards. In each case, industry leaders reported much higher application rates of key people-leadership practices than industry average and laggard performers. In fact, when compared to laggards, industry leaders used the critical leadership practices about 3 to 4 times as often. TRANSITION: This finding supported our hypothesis about which particular skills first-line leaders need to focus on mastering. That hypothesis was based on our own 40 years of experience working with first line leaders.So what are those people leadership practices?
There are three people leadership practices that first-line leaders should master. We call them “Coach Your Team,” “Get Results Through Others, and “Engage People.” But there is also a fourth – which we call “think like a leader -- which is really about personal effectiveness or self leadership. We’ve found that without this self-leadership, first-line leaders generally don’t focus enough of the people-leadership practices. And we’ll show you why in just a few minutes. A quick review:Think Like a Leader. You could also call this “think strategically” because they are strategic about how they invest their time and effort so that they can focus on truly high-value people leadership activities. Coach Your Team—they are great coaches, which fundamentally means know each of their team members needs to do, is capable of doing, and they work to develop them using feedback and coaching. Get Results Through Others – they know how to deliver results to the organization, but more importantly, they know how to do it through their team. A big part of this is about delegating work effectively.Engage People – they understand the relationship between engagement and performance and that what motivates and engages one person is not the same as for another person. They use that knowledge to build and maintain engagement.TRANSITION: At this point you may be thinking “hmm, those practices on the bottom – Coach and Get Results – really aren’t new. And you’d be right. In fact,we think of these core blocking and tackling skills. However, our experience is they are critical things that first-line leaders tend to have a lot of trouble with. We’ll talk quickly about these two in terms of what we’ve found to be particularly useful to first-line leaders, especially in today’s environment and spend a bit more time on the the other two practices.
[25:00]So let’s start with coaching.In our business we do a good job of creating comprehensive coaching models and processes and programs. And I have created a few such things in my career – and don’t misunderstand they are good, and coaching is important and often it requires thought and preparation. But for first-line leaders in particular, many of whom may be reticent to coach because it is new, seems somewhat difficult and might involve emotions, it’s important that they have a clear and simple approach. So there are two things I want to share with you that we are finding highly effective for first-line leaders…
The first is a simple model for giving feedback in a highly effective way.The first step is to be very specific and concrete about what you observed – another way to think about this is that it is “the What.” One problem we see a lot is people being vague – “That meeting with the client wasn’t very professional” vs. “I noticed during the meeting with the client that she was impressed by what you said but that you looked down at your notes most of the time.”The next step is to talk about why what you observed is important from a performance, productivity, or other business or personal results standpoint. This step is often skipped completely when something like, “If you made more eye contact with clients, what you’re saying would be that much more powerful.”The third step is to both offer, but importantly, ask for suggestions – and this is the “what next.” Asking for suggestions and ideas is what creates the buy-in to the “what next.” “One idea would be to keep your notes, but just look up from time to time, or maybe periodically ask the client for reactions – what else might work for you?”What’s great about this framework is that it can be applied to the range of coaching situations a first-line leader is likely to find him or herself in, which brings us to point 2…NEXT SLIDE
… which is a way to frame up the kinds of coaching situations a first-line leader is likely to come upon and where to target the feedback and coaching in those situations.The first is a situation where you need to reinforce great stuff…The second is a situation where you need to develop skill because it’s not quite there OR because the employee has requested development in a particular area…The third is a situation where there is a pattern of poor performance…What we find is that leaders (and this is not just a first-line problem by any means) tend to be most reluctant to provide feedback in the third situation and ignore the first situationthe most. This turns out to be a big problem for engagement – and we will talk about engagement more in a few minutes, but for now,let me focus on one finding: When we asked people globally, “what one thing would cause you to be less engaged in your workplace” the most frequent response -- over half of people responded with answers that fell into the category of my work/efforts not being acknowledged by my manager. When we broke this out by level of engagement we found that the more highly engaged a person was, the higher the likelihood that this one thing would disengage them.[2 mins] ALLISON, what have you been learning about coaching in your organization? TRANSITION: okay so that’s coaching… NEXT SLIDE
[30:00]Now we’ll move to what thinking like a leader really means today…
READ the definition.But, a few years ago, a seminal, decade-long study of managers across a variety of industries was published in the Harvard Business Review. The first thing that study showed was that managers are extremely busy. Today, there is plenty of evidence (including Forum’s own research) to show that managers are even busier than they were 10 years ago when this study was published.Heike Bruch and SumantraGhosal, “Beware the Busy Manager,” Harvard Business Review, vol. 80, no. 2 (February 2002), 63-69.The second, and arguably more important, thing these researchers found was that most managers spend too high a proportion of their effort on low-impact activities. In other words, these people are very busy, putting a lot of effort into many tasks, but they are not always the right tasks. In fact, only about 10 percent focus most of their effort on highly effective and impactful activities. And remarkably, these were not the managers who seemed to be the “busiest.” They were the managers who were much more successful at achieving business results for themselves, their teams, and their organizations.What we’ve found is that this requires a mind shift – it’s about being purposeful and focusing on high value activities, among which people leadership is of highest value to organizations. TRANSITION: so what’s hard about the mind shift?
Because first line leaders – especially when they are new – tend to get trapped by some natural reactions they have to the demands of the role. These are very common and avoidable once you know about them. We’ve found NINE traps, and among those, the first FIVE are the ones that tend to rise to the top as the most challenging in the groups we are working with, so we are going to focus on these for todayRacing to get a lot done. This is about “doing.” A lot. Many leaders, especially in this group, feel that it is very important to be seen as busy. And often what they are doing is urgent but frequently don’t contribute to contribute much way.Not delegating enough. First line leaders often fail to delegate, either because the work they could delegate is something they are good at or interested in, or because it’s difficult and they worry that it won’t be done right.Not expending enough effort to build and lead the team.New leaders often think that they need to work on individual relationships – with good reason – sometimes they are leading former peers. But the mistake is focusing on individual relationships instead of investing in developing the team as a unit. Not asking for feedback and coaching. Many first-line leaders think if they ask for feedback and coaching, they will look like they don’t know what they are doing or seem overwhelmed. But this is critical to their success.Putting too much emphasis on non-people-leadership activities. This is the hardest barrier to avoid. Many new leaders tend to think that what they were good at before they were promoted – which is often a technical skill or other expertise is the key to their success after promotion. And, often they are expected to continue exercising those skills when they have many of the same responsibilities plus the responsibility of leading the team.Now these traps show up everywhere, but organizations are different, and the fact is that culture and other things play a role in determining which might be more prevalent for your first-line leaders. TRANSITON. So let’s do a quick poll to see what your first-line leaders face and then we’ll hear from ALLISON about the leaders in her organization.
[30:00]READ the question and TELL participants to choose only ONE option. “Think about the first-line leaders in your organization. Nabeel is going to pull up a poll and I’d like you to select the one trap that you think causes the most trouble for them.”READ the optionsNabeel, how are we doing? NABEEL will wrap it up and show the responses.STATE which were the top choices COMMENT briefly. I’m going to handover to ALLISON now to talk with us about what she’s seen in her organization.[2-3 mins] ALLISONTRANSITION: Just to dive a bit more into the last trap, when we ask first-line leaders to list all their responsibilities, activities, tasks, etc. we find that only about 20-25% of their activities are related to people-leadership. Which certainly validates the trap. And, it’s eye-opening for them to see that they are putting effort into about 4-5 times fewer people leadership activities they are other activities…so of course, we asked why…And the answer is this is a trap for them because they aren’t thinking in terms of the value of their activities. NEXT SLIDE
This is in part because they may not have a context for what constitutes a high value activity and so aren’t defaulting toward putting more of their effort into those types of activities. First, a quick definition of effort: here we don’t just mean time, we mean that plus the energy, attention, thought a leader dedicates to something.A quick definition of value: This is really about the importance an activity has for achieving the leader’s own goals and objectives, the broader strategy, and for the team’s ability to deliver results.And the key thing for first-line leaders (and all leaders) to understand is that people leadership activities are always high valueYou can think about this as a ratio of effort to value where you want to increase that ratio by getting more value out of the effort you put out.For the mathematically disinclined among you (like me), this is about doing LESS with MORE instead of doing MORE with LESS. So LESS effort, MORE value.NEXT SLIDE
What we see here is the kind of 2x2 people in my business love – We find that this approach makes it easy for leaders to identify whether an activity is high or low value and high or low effort and they can divide their activities pretty easily into the four quadrants. AND you might be interested to know is that when we asked leaders (448) from around the globe which of these quadrants they spent too much time in – in other words, where they had too many activities, CLICK 71% said low value, and a full CLICK 56% said High Effort Low Value (which is essentially wasted effort).TRANSITION
We also provide them with some advice about what to do with the activities in the various quadrants – again with the goal being to increase value – particularly to focus more effort on high value people-leadership activities. SAY a word or two about each quadrant…For each activity, regardless of the quadrant you put it in, ask yourself, “What would happen if I stopped doing this altogether?” If the activity is a necessary one, ask, “Who needs to own it, me or someone else?” This is where delegation can come into play. You could delegate to someone on your team, or in another part of the organization. Even if someone else can’t own it, the goal for the leader should be to expend less effort, which can also lead to delegation. Allison?TRANSITION: Okay, so this is the kind of “strategic thinking” that’s the heart of thinking like a leader… NEXT SLIDE
[35:00]… and now I’d like to take a few minutes to continue the delegation conversation we just started here…Over the years we’ve found that first-line leaders are not naturally good at delegating… in fact, they tend to do one of two thingsNEXT SLIDE
When we ask leaders what their natural delegation tendencies are – from delegating as much as possible to delegating virtually nothing, we see that especially new first-line leaders bunch up in the moderate to virtually no delegation. For those who do delegate what we see a lot of is leaders will often tend to fall into one of two delegation extremes -- One extreme is a leader who is TOO comfortable and secure about handing off work to others.. This results in “throwing work over the wall” and walking away. That can lead to abandonment.The other extreme is the leader who is too worried about the work getting done well, or on time or at all and resorts to constantly looking over someone’s shoulder as they complete the task. That can lead to micromanagement. ALLISON, what are you seeing in terms of first-line leaders and delegation?GO to NEXT SLIDE for the quote as ALLISON talks.
They have “secret sauce” and it has three key ingredients in their secret sauceThey look for things to delegate to their team members(remember the value/effort ratio) so that they can help individuals and team achieve goals and objectives, increase the value of their own activities, and most importantly, develop the skills and capabilities of the people on their teams. They have a value and development mindset.They now that whoever they delegate two has to be clear about four things: The Context and Goal for the activity The results that need to achieveWhat they have to doAnd How to do itAnd these leaders are prepared to provide guidance in all four of these areas.But, most importantly, before they delegate, they know what that person is experienced with and capable. So they can match the person’s readiness for the task to the amount of guidance they give them on those four areas when they delegate it and when they follow up with them.TRANSITION: so that’s something new about getting results through othersNEXT SLIDE
[40:00]So now on to our final piece – employee engagement – where we feel that we have some exciting new news to share.“Engagement” is a very hot topic right now for a number of reasons, not the least of which is the impact that employee engagement has on the business.NEXT SLIDE
REVIEW the definition. First, our definition of engagement – this is similar to what you see from other organizations, but I want to point out this one phrase: discretionary energy. This is energy, time, effort, mindshare and contribution that is willingly given to an organization, above and beyond what the organization might expect of the individual based on job description and other factors. Discretionary energy is the result of engagement and it can be measured.And we did…NEXT SLIDE
These are Gallup data from a meta analysis they did a few years ago. You can see that high levels of engagement reduce things like absenteeism, and increase things like customer satisfaction, productivity and profitability. SAY, I’m going to handover to ALLISON to talk about what her organization is doing about engagement.[2-4 mins] TRANSITION: The organizational approach to engagement can be very powerful when the organization focuses on making changes, but unlike what we’ve heard from Allison, what we hear a lot in our work with organizations across the globe is that they have a survey regularly, but nothing happens as a result. Earlier this year, Forum embarked on a study to understand whether it was possible to improve this situation. NEXT SLIDE
We were actually interested in both employee engagement and in how leaders in organizations can more effectively engage non-employee stakeholder groups like business partners, suppliers, customers, and non-employee associates. Our idea was that the factors that engage employees would be universal and drive engagement for non-employee groups. And that’s basically what we found. We won’t have time to talk about the entire study today, but look for our research report coming out soon.Today I’m going to focus on the employee respondents – which were 45% of the total. You can see that we spanned the globe, and covered off on all level of employees in organizations. And these are the three key things we measured. We asked people to tell us the extent to which they were contributing discretionary energy to their workplace from “none” to a “very large amount” – and this was our measure of engagementWe asked them to rate a series of engagement factors which are similar to those used by other organizations and And we asked them to tell us the extent to which each of those factors was present in their workplaceIn terms of discretionary energy, our results were similar to other engagement studies; 15% of our respondents reported contributing discretionary energy to a very great extent, 65% to a moderate extent, and 20% contributed none or very little. We also found that all of the factors we measured contributed to engagement and that on the whole organizations were not doing enough of those things.None of this was surprising, but we were happy with the results because they validated existing research.BUT, we also suspected, while the factors are all important, individuals differ as to which factors best fulfill their individual engagement needs. In other words, what tips someone into deeper engagement and a higher contribution of discretionary energy is different from person to person. NEXT SLIDE
Taken together, Forum’s research strongly suggests that to improve engagement, a leader should focus on doing three things:Gain insight into his or her own dominant engagement need in order to take it into account when working with other people. We often assume that what is most engaging to us is equally engaging to others. This assumption can create a blinder for leaders. If, for example, a leader wants to enhance someone’s engagement and wrongly assumes that this person is most motivated by advancement, when it is really accomplishment, focusing on actions that increase advancement would have a diminished effect. This type of “blinder” could backfire in a couple of ways. First, the manager could pull the wrong engagement levers—increasing factors, for example, that are not core to the team member, and thus resulting in no increase in engagement. Second, by focusing on factors that are not core to the person, the manager might inadvertently reduce the most needed engagement factors, resulting in a decrease in engagement.To improve overall team engagement, be conscious of the 25 engagement factors and, for the team, create and maintain the conditions that favor them. To improve individual engagement, be aware of the core engagement needs of individual team members. This allows leaders to place more effort and focus on the things that really matter for individuals. Remember that a leader should not ignore any of the factors, but if there are one or two of these engagement needs that don’t motivate anyone on the team, the leader can place less emphasis on them.
[50:00]I know many of you have been typing in questions. If you have a question for me or for Allison and haven’t yet typed it in, now would be a good time as I briefly review what we’ve shared today. We’ve shared …[read]… And ALLISON has shared a lot of great stories and insights about how this all plays out in her organization, EXELON.