Even experienced leaders have no road map to help them navigate the current landscape. Find out what research can tell us about the leadership behaviors that are most important during this time of disruption.
This document summarizes a webinar about using self-awareness and observation to increase inner resilience through understanding motivation and predispositions. It discusses how assessments like the Individual Directions Inventory can reveal deeper motivational drivers and how those drivers can form self-reinforcing patterns. It also explains how greater awareness of reactions, triggers, and life goals can help mitigate reactive cycles and harness motivation for well-being rather than just achievement. The webinar provides strategies for developing observational skills to better understand and regulate one's motivations.
How do we transform every leader into a compassionate leader?
In this one-hour webinar, we explore what new research reveals about compassionate leaders, and provide you with tools to support leaders in learning to actively demonstrate compassion.
Using data from thousands of leaders around the world, we explore whether it makes sense to expect our leaders - even the best and brightest - to be effective at both managing relationships and driving for results.
The motivational predispositions we possess inform the way we experience the world – and they are with us through good times and bad. Developing a deeper awareness of our motivational drivers can help us with the essential and difficult work of self-regulation: making conscious choices to manage our emotional impulses and respond more objectively (and productively) to life’s challenges.
In this webinar, we explore:
The fundamentals of motivation: recognizing our drivers, as well as their complexities and contradictions
How motivation can manifest in our lives - in ways that may help us or challenge us
The cycles of reaction: identifying what our sensitivities are, how we react, and what we can do to mitigate their impact
The Individual Directions Inventory (IDI) is used to reveal underlying motivations and untapped sources of emotional energy, helping individuals develop a more nuanced understanding of how they approach their world. Learn how the unique questionnaire design yields revealing and reliable data. Explore case studies that illustrate how the IDI can be applied individually, in teams, across organizations, and alongside other assessments to unlock deep insights about drivers that are often buried below the surface.
Wanted: a leader who can take risks but keep expenses under budget; be emotionally supportive to colleagues but maintain professional boundaries; and come up with creative new ideas but stay true to the organizational vision.
Sound familiar? Over the past 40 years, organizations’ expectations for leaders have expanded dramatically. While the list of ideal leadership qualities continues to grow, very few organizations pause to examine whether it’s reasonable – or even possible – for one individual to bring such a breadth of skills to the job. To meet the demands of an increasingly complex business environment, HR leaders are left with a near-impossible task: develop super-human leaders who can do it all.
The latest research illustrates just how complex leadership has become, and how few leaders possess the skills to single-handedly master both relationships and results. When organizations ask for leaders who can do it all, they all but ensure there will be leadership gaps, and they run the risk of burning out their top talent. The solution? Develop a culture of shared leadership.
Satisfaction may appear to be highly subjective, but new MRG data reveals patterns in the way highly satisfied individuals approach the world. By discovering where satisfied (and dissatisfied) individuals focus their energy, we can uncover and address the root causes of deep dissatisfaction – which, whether it’s personal, professional, or both, can be a barrier to growth.
A culture that mobilizes, empowers and engages employees has probably never been more important. Most organizations pursue the aspiration but fail to deliver in reality.
In this webinar, learn how to help organizations move from good intentions to actively creating their ideal culture. We will:
Identify the steps required to define the desired organizational culture
Find out how to spot the behaviors that can undermine an organization's efforts
Explore what research can tell us about effective (and ineffective) leadership and its impact on organizational culture
Discuss practical strategies for making and measuring culture change in the real w
This document summarizes a webinar about using self-awareness and observation to increase inner resilience through understanding motivation and predispositions. It discusses how assessments like the Individual Directions Inventory can reveal deeper motivational drivers and how those drivers can form self-reinforcing patterns. It also explains how greater awareness of reactions, triggers, and life goals can help mitigate reactive cycles and harness motivation for well-being rather than just achievement. The webinar provides strategies for developing observational skills to better understand and regulate one's motivations.
How do we transform every leader into a compassionate leader?
In this one-hour webinar, we explore what new research reveals about compassionate leaders, and provide you with tools to support leaders in learning to actively demonstrate compassion.
Using data from thousands of leaders around the world, we explore whether it makes sense to expect our leaders - even the best and brightest - to be effective at both managing relationships and driving for results.
The motivational predispositions we possess inform the way we experience the world – and they are with us through good times and bad. Developing a deeper awareness of our motivational drivers can help us with the essential and difficult work of self-regulation: making conscious choices to manage our emotional impulses and respond more objectively (and productively) to life’s challenges.
In this webinar, we explore:
The fundamentals of motivation: recognizing our drivers, as well as their complexities and contradictions
How motivation can manifest in our lives - in ways that may help us or challenge us
The cycles of reaction: identifying what our sensitivities are, how we react, and what we can do to mitigate their impact
The Individual Directions Inventory (IDI) is used to reveal underlying motivations and untapped sources of emotional energy, helping individuals develop a more nuanced understanding of how they approach their world. Learn how the unique questionnaire design yields revealing and reliable data. Explore case studies that illustrate how the IDI can be applied individually, in teams, across organizations, and alongside other assessments to unlock deep insights about drivers that are often buried below the surface.
Wanted: a leader who can take risks but keep expenses under budget; be emotionally supportive to colleagues but maintain professional boundaries; and come up with creative new ideas but stay true to the organizational vision.
Sound familiar? Over the past 40 years, organizations’ expectations for leaders have expanded dramatically. While the list of ideal leadership qualities continues to grow, very few organizations pause to examine whether it’s reasonable – or even possible – for one individual to bring such a breadth of skills to the job. To meet the demands of an increasingly complex business environment, HR leaders are left with a near-impossible task: develop super-human leaders who can do it all.
The latest research illustrates just how complex leadership has become, and how few leaders possess the skills to single-handedly master both relationships and results. When organizations ask for leaders who can do it all, they all but ensure there will be leadership gaps, and they run the risk of burning out their top talent. The solution? Develop a culture of shared leadership.
Satisfaction may appear to be highly subjective, but new MRG data reveals patterns in the way highly satisfied individuals approach the world. By discovering where satisfied (and dissatisfied) individuals focus their energy, we can uncover and address the root causes of deep dissatisfaction – which, whether it’s personal, professional, or both, can be a barrier to growth.
A culture that mobilizes, empowers and engages employees has probably never been more important. Most organizations pursue the aspiration but fail to deliver in reality.
In this webinar, learn how to help organizations move from good intentions to actively creating their ideal culture. We will:
Identify the steps required to define the desired organizational culture
Find out how to spot the behaviors that can undermine an organization's efforts
Explore what research can tell us about effective (and ineffective) leadership and its impact on organizational culture
Discuss practical strategies for making and measuring culture change in the real w
In challenging times, resilience is especially critical. Explore how increasing self-awareness can help individuals foster the resilience they need to overcome personal, professional, and global challenges.
Multi-rater leadership assessments are an invaluable tool for leadership coaching. In particular, they allow one to view a leader from the perspective of different groups of observers (e.g., bosses, peers, direct reports). Each rater has a different relationship and set of experiences with the leader they are evaluating, and those relationships influence their perceptions of that leader’s behaviors. Understanding those differences can help us interpret 360 assessments in a more nuanced and effective way, allowing us to help leaders gain a clearer understanding of how their behaviors are perceived and construed by those around them.
In this one-hour webinar, MRG’s David Ringwood and Maria Brown will share new research and insights that shed light on the following questions:
What behaviors do different observer groups associate with effective leadership?
Are there differences in the behaviors perceived by different observer groups?
What do self and observer perceptions tell us about leader blind spots?
How can we use this information to interpret feedback more effectively and to inform the way we coach and develop leaders?
Our discussion will center on insights obtained from a recent global sample of leaders who were rated by their bosses, peers and direct reports using MRG’s LEA 360™.
Leaders who convey high self-confidence tend to display certain behaviors such as seeking opportunities to lead, focusing on long-term impact, and being persuasive. However, those who also demonstrate a willingness to listen to others and act ethically tend to be more effective leaders overall. While conveyed self-confidence is important, it can become risky without balancing behaviors like ethical leadership and openness to different views. The document explores relationships between conveyed and felt self-confidence, as well as differences among gender and generations.
This document summarizes a presentation on employee engagement given by David Ringwood, Vice President of Client Development at Management Research Group. The presentation discusses research from MRG's database of over 1.2 million assessments on the behaviors of effective leaders. It identifies behaviors like empathy, strategic thinking, and communication that help leaders engage employees and manage diversity. The presentation also examines generational differences in motivation and provides practical approaches for engaging younger generations. Finally, it offers recommendations for effectively engaging remote employees, such as providing structure, clear expectations and avoiding unclear messages.
Whether a career transition is driven by circumstances or by choice, it’s always an important step. These moments represent an opportunity to advance your career, to achieve greater levels of success in whatever way you define it, and to establish a career direction that is aligned with what you find most personally rewarding.
Many people fail to invest adequately in thinking about their career choices and what will work for them in the longer term.
Understanding what motivates us can provide a greater degree of confidence in the career choices we are making and a clear set of criteria against which we can measure the quality and relevance of job opportunities.
In this webinar, we discuss how incorporating an individual's motivation into career transition coaching can help them make their next choice with greater intention, setting them up for success
When a once-promising leader starts to become ineffective in their role, the impact goes well beyond the leader themselves. A seriously ineffectual leader, left unchecked, can be toxic for a team, or even the organization as a whole. That’s why it’s so critical to be able to spot the signs of a leader at risk for derailment, so you can start coaching for course correction (or in extreme cases, make plans for an exit).
How can you spot the warning signs early, before productivity and morale start to suffer?
This document discusses strategies for developing greater self-awareness and mitigating cognitive biases. It begins with an overview of how the brain works and how biases form from shortcuts. Specific cognitive biases like confirmation bias are explained. Motivation and deeper drivers are explored using the Individual Directions Inventory assessment. Examples are given of how motivations can lead to biases in thinking. Finally, four strategies are presented for mitigating the impact of biases: increasing self-awareness, reflection, slowing down decision-making, and seeking different perspectives. The goal is to understand biases and how they affect judgment so people can make less erroneous decisions.
This document summarizes a webinar presented by Tricia Naddaff, President of MRG, about leading in unprecedented times. The webinar covered how the brain responds to stress and crisis, evidence-based ways to reduce stress, key competencies for effective leadership in uncertain times such as connecting with people and demonstrating credibility, and strategies for leading effectively including turning up strategic thinking, communication, and engagement while also sharing leadership responsibilities rather than taking them all on alone.
No matter the size, industry, or purpose of an organization, effective teamwork is a key component of success. Teams today are more diverse than ever, with individuals of different generations, backgrounds, and mindsets coming together to meet constantly increasing demands for productivity, creativity, and collaboration. In most cases, people want to succeed, and want to contribute to the success of the organization and of their colleagues. So why is internal conflict so prevalent, and such a barrier to positive collaboration and trust?
One cause of the continuous conflict: when individuals try to resolve problems, they address each other’s behaviors – the things they can observe on a surface level. To develop more effective teams, we must help people understand each other’s motivations – the hidden drivers beneath the surface that give us energy (or drain us of it).
Each individual has a unique motivational DNA that not only drives their own behavior, but also shapes how they interpret the actions of others. Revealing these motivations and developing a team-wide understanding of how these motivations align or mutual understanding of them can be a catalyst for transformational team development.
Join MRG for a 60-minute webinar in which we explore how to:
• Separate ‘what’ from ‘why’: understand the difference between behavior and motivation
• Measure motivation: explore a tool that goes beneath the surface to uncover hidden drivers
• Harness the power of a common language: develop a supportive, value-neutral vocabulary talking about motivation
• Foster awareness and acceptance: create a deep level of self-awareness and a culture that stops rating people as good or bad - and starts celebrating them as different
Invest an hour to discover powerful new strategies to develop healthier, happier, more productive teams.
Compassionate leaders go beyond empathy; they act on their desire to help others. In doing so, they increase their own well-being and the well-being of those with whom they work, creating a ripple effect that can be transformative for an entire organization.
Given these broad benefits, anyone who wants to make an impact on an individual or organization should be asking the question: how do we transform every leader into a compassionate leader?
The IDI Team Development Report has just been released, and it already has many in the coaching, consulting, and talent development industry talking about its transformative impact on how people work together.
In this session, we will take a closer look at this groundbreaking solution for teams. Join us to see:
The brand-new IDI Team Development Report: see for yourself how this tool presents group data and actionable insights in illuminating new ways
A fully supported solution: take a look at the built-in tools that make this report uniquely engagement-ready and easy to deliver in a group setting
The approach in action: hear a first-hand account from consultant Anne DeFrancesco, who used the new IDI Team Development Report in a successful engagement with leaders at a U.S. retail giant
Whether you have an established practice in team coaching and development or you are exploring adding this type of work to your repertoire, this webinar will introduce you to a tool that can help enhance your work and support you in building healthier, happier, more productive teams.
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
Wanted: a leader who can take risks but keep expenses under budget; be emotionally supportive to colleagues but maintain professional boundaries; and come up with creative new ideas but stay true to the organizational vision.
Sound familiar? Over the past 40 years, organizations’ expectations for leaders have expanded dramatically. While the list of ideal leadership qualities continues to grow, very few organizations pause to examine whether it’s reasonable – or even possible – for one individual to bring such a breadth of skills to the job. To meet the demands of an increasingly complex business environment, HR leaders are left with a near-impossible task: develop super-human leaders who can do it all.
The latest research illustrates just how complex leadership has become, and how few leaders possess the skills to single-handedly master both relationships and results. When organizations ask for leaders who can do it all, they all but ensure there will be leadership gaps, and they run the risk of burning out their top talent. The solution? Develop a culture of shared leadership.
In this presentation, attendees will:
- Explore new research that proves just rarely leaders excel at both relationships and results
- Learn how HR leaders play a key role in ending the harmful myth of the heroic, do-it-all leader
- Discover how HR can support the establishment of a more collaborative, more effective model of leadership
- See how a strategic shift toward a culture of shared leadership can help you retain top talent and yield better outcomes for your organization
Mindsets are the belief systems that each individual holds, influencing their thoughts, actions and words in both the personal and professional realms. Just as an open and inquisitive mindset can support development, a constraining mindset can hinder it.
The good news: mindsets may be deeply rooted, but they are not unchangeable. Developing the self-awareness to recognize one’s own mindset is challenging, but it’s critical to stimulate lasting, meaningful growth.
This 60-minute session will give you the tools to:
- Understand what a mindset is and how it impacts behavior and reinforces itself
- Assess and uncover aspects of a client’s mindset that could be hindering development
- Begin the conversation about considering a change to personal mindset
- Support clients in shifting and developing their mindsets to create positive momentum
Join Tricia Naddaff, MRG President, for a stimulating one-hour session filled with practical strategies that will broaden your coaching toolkit.
When the concept of Emotional Intelligence (EQ) rose to prominence, assessing it had an irresistible appeal. And while many continue to find it valuable, many coaches have found that there are some limitations. The EQ can reveal interesting individual characteristics – but how does motivation relate to these characteristics? And how does a coach take these very personal insights and use them effectively to support and guide teams?
When traditional EQ assessments are paired with an assessment that reveals deeper motivations, a more complete profile of the individual is revealed. Motivational assessments also help uncover underlying tensions and conflicts, which often give rise to some of the observations measured using EQ tools.
In this one-hour session, MRG’s David Ringwood explores the benefits of pairing an EQ assessment with MRG’s Individual Directions Inventory (IDI). Topics include:
- Applying EQ learnings to more effectively influence behavior
- Tackling the challenge of transitioning from individual conversations to team interventions
- Thinking about EQ and motivation in the context of team dynamics
- Expanding the options available to you as a coach or facilitator
This document discusses strategies for moving organizations from diversity to inclusion. It begins by outlining some of the barriers to inclusion, such as narrow perspectives on leadership and unconscious bias. It then provides strategies for overcoming these barriers, such as broadening definitions of leadership, educating about unconscious bias, and teaching skills for constructively dealing with differences and managing disagreement. The document emphasizes that diversity alone is not enough and that inclusion is critical for organizations to realize the full benefits of diversity. It concludes by providing practical takeaways for developing inclusive leaders, teams, and organizations.
This document discusses leadership derailment and how to recognize when leaders are at risk. It defines derailment as behaviors that make an once competent leader ineffective or damaging in their role. Common attributes that lead to derailment include arrogance, poor performance, relationship problems, lack of self-control, inability to build a team, and lack of self-awareness. The risk of derailment increases during times of transition, increased workload, unclear expectations, lack of feedback, and when "bad behavior" is tolerated. The document outlines two studies on ineffective executives and patterns of derailing leaders. It provides recommendations for increasing self-awareness and self-regulation to help leaders at risk of derailing.
Our motivations play an important role in how we understand ourselves and the world. We all operate with assumptions, mindsets and expectations that we are sometimes less conscious of and which are likely to be influenced by our deeper motivational orientations.
By understanding the links between motivational patterns and hidden biases, we can expand our self-awareness, achieve a more complete and objective view of others, and make wiser behavioural choices.
Self-awareness is essential to individual success, but it’s also critical to healthy team dynamics. While most individuals believe themselves to be capable of true objectivity, each of us harbors subconscious biases that influence our perspective on the world. That perspective influences our behaviors, and the response of others to those behaviors further justifies and ingrains our biases. This cycle threatens objectivity, and ultimately harms interpersonal relationships at work and beyond.
So how do we help leaders control for biases that are deep below the surface? By being alert to potential biases and exploring them with our clients, we can inspire self-awareness and foster the objectivity required to restore a positive team dynamic.
This 60-minute webinar will illuminate 5 types of bias that lead to unintentionally harmful behaviors that can derail an otherwise positive team dynamic, including:
- Mindset effects: a different perspective on the world can shade how we behave toward others
- Interpretive bias: neutral behavior can be misinterpreted based on a subconscious bias
- Estimation errors: calibrating the comfort level of others based on our own levels
- Attribution errors: assigning an erroneous motive to actions and behaviors that are otherwise neutral
- Assumption-based thinking: believing that our personal motivators must apply to others as well
Effectively coaching and developing High Potentials starts with informed selection. New research from MRG reveals that HiPos share a select group of core competencies that are consistent across the board. However, when segmented, the data also reveal surprising diversity within the HiPo population. When we examine the data by region, industry, and other demographics, we find that unique profiles develop within these segments – some that vary significantly from the overall HiPo profile.
The document discusses various leadership styles and theories. It covers trait theories, which examine personality characteristics of leaders, and behavioral theories, which focus on what leaders do. Contingency theories consider how the situation influences leadership effectiveness. The document also discusses power and influence theories, sources of power, and authentic, ethical leadership. It provides an overview of transformational leadership and situational leadership theories. The goal is to help readers understand different perspectives on leadership and improve their own skills.
The document discusses the differences between managers and leaders, noting that managers focus on controlling resources and following rules while leaders inspire others and drive innovation to accomplish common goals. It also provides principles for effective leadership, such as being an approachable communicator who inspires trust and gets others to willingly follow their vision through influence rather than formal authority or title.
In challenging times, resilience is especially critical. Explore how increasing self-awareness can help individuals foster the resilience they need to overcome personal, professional, and global challenges.
Multi-rater leadership assessments are an invaluable tool for leadership coaching. In particular, they allow one to view a leader from the perspective of different groups of observers (e.g., bosses, peers, direct reports). Each rater has a different relationship and set of experiences with the leader they are evaluating, and those relationships influence their perceptions of that leader’s behaviors. Understanding those differences can help us interpret 360 assessments in a more nuanced and effective way, allowing us to help leaders gain a clearer understanding of how their behaviors are perceived and construed by those around them.
In this one-hour webinar, MRG’s David Ringwood and Maria Brown will share new research and insights that shed light on the following questions:
What behaviors do different observer groups associate with effective leadership?
Are there differences in the behaviors perceived by different observer groups?
What do self and observer perceptions tell us about leader blind spots?
How can we use this information to interpret feedback more effectively and to inform the way we coach and develop leaders?
Our discussion will center on insights obtained from a recent global sample of leaders who were rated by their bosses, peers and direct reports using MRG’s LEA 360™.
Leaders who convey high self-confidence tend to display certain behaviors such as seeking opportunities to lead, focusing on long-term impact, and being persuasive. However, those who also demonstrate a willingness to listen to others and act ethically tend to be more effective leaders overall. While conveyed self-confidence is important, it can become risky without balancing behaviors like ethical leadership and openness to different views. The document explores relationships between conveyed and felt self-confidence, as well as differences among gender and generations.
This document summarizes a presentation on employee engagement given by David Ringwood, Vice President of Client Development at Management Research Group. The presentation discusses research from MRG's database of over 1.2 million assessments on the behaviors of effective leaders. It identifies behaviors like empathy, strategic thinking, and communication that help leaders engage employees and manage diversity. The presentation also examines generational differences in motivation and provides practical approaches for engaging younger generations. Finally, it offers recommendations for effectively engaging remote employees, such as providing structure, clear expectations and avoiding unclear messages.
Whether a career transition is driven by circumstances or by choice, it’s always an important step. These moments represent an opportunity to advance your career, to achieve greater levels of success in whatever way you define it, and to establish a career direction that is aligned with what you find most personally rewarding.
Many people fail to invest adequately in thinking about their career choices and what will work for them in the longer term.
Understanding what motivates us can provide a greater degree of confidence in the career choices we are making and a clear set of criteria against which we can measure the quality and relevance of job opportunities.
In this webinar, we discuss how incorporating an individual's motivation into career transition coaching can help them make their next choice with greater intention, setting them up for success
When a once-promising leader starts to become ineffective in their role, the impact goes well beyond the leader themselves. A seriously ineffectual leader, left unchecked, can be toxic for a team, or even the organization as a whole. That’s why it’s so critical to be able to spot the signs of a leader at risk for derailment, so you can start coaching for course correction (or in extreme cases, make plans for an exit).
How can you spot the warning signs early, before productivity and morale start to suffer?
This document discusses strategies for developing greater self-awareness and mitigating cognitive biases. It begins with an overview of how the brain works and how biases form from shortcuts. Specific cognitive biases like confirmation bias are explained. Motivation and deeper drivers are explored using the Individual Directions Inventory assessment. Examples are given of how motivations can lead to biases in thinking. Finally, four strategies are presented for mitigating the impact of biases: increasing self-awareness, reflection, slowing down decision-making, and seeking different perspectives. The goal is to understand biases and how they affect judgment so people can make less erroneous decisions.
This document summarizes a webinar presented by Tricia Naddaff, President of MRG, about leading in unprecedented times. The webinar covered how the brain responds to stress and crisis, evidence-based ways to reduce stress, key competencies for effective leadership in uncertain times such as connecting with people and demonstrating credibility, and strategies for leading effectively including turning up strategic thinking, communication, and engagement while also sharing leadership responsibilities rather than taking them all on alone.
No matter the size, industry, or purpose of an organization, effective teamwork is a key component of success. Teams today are more diverse than ever, with individuals of different generations, backgrounds, and mindsets coming together to meet constantly increasing demands for productivity, creativity, and collaboration. In most cases, people want to succeed, and want to contribute to the success of the organization and of their colleagues. So why is internal conflict so prevalent, and such a barrier to positive collaboration and trust?
One cause of the continuous conflict: when individuals try to resolve problems, they address each other’s behaviors – the things they can observe on a surface level. To develop more effective teams, we must help people understand each other’s motivations – the hidden drivers beneath the surface that give us energy (or drain us of it).
Each individual has a unique motivational DNA that not only drives their own behavior, but also shapes how they interpret the actions of others. Revealing these motivations and developing a team-wide understanding of how these motivations align or mutual understanding of them can be a catalyst for transformational team development.
Join MRG for a 60-minute webinar in which we explore how to:
• Separate ‘what’ from ‘why’: understand the difference between behavior and motivation
• Measure motivation: explore a tool that goes beneath the surface to uncover hidden drivers
• Harness the power of a common language: develop a supportive, value-neutral vocabulary talking about motivation
• Foster awareness and acceptance: create a deep level of self-awareness and a culture that stops rating people as good or bad - and starts celebrating them as different
Invest an hour to discover powerful new strategies to develop healthier, happier, more productive teams.
Compassionate leaders go beyond empathy; they act on their desire to help others. In doing so, they increase their own well-being and the well-being of those with whom they work, creating a ripple effect that can be transformative for an entire organization.
Given these broad benefits, anyone who wants to make an impact on an individual or organization should be asking the question: how do we transform every leader into a compassionate leader?
The IDI Team Development Report has just been released, and it already has many in the coaching, consulting, and talent development industry talking about its transformative impact on how people work together.
In this session, we will take a closer look at this groundbreaking solution for teams. Join us to see:
The brand-new IDI Team Development Report: see for yourself how this tool presents group data and actionable insights in illuminating new ways
A fully supported solution: take a look at the built-in tools that make this report uniquely engagement-ready and easy to deliver in a group setting
The approach in action: hear a first-hand account from consultant Anne DeFrancesco, who used the new IDI Team Development Report in a successful engagement with leaders at a U.S. retail giant
Whether you have an established practice in team coaching and development or you are exploring adding this type of work to your repertoire, this webinar will introduce you to a tool that can help enhance your work and support you in building healthier, happier, more productive teams.
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
Wanted: a leader who can take risks but keep expenses under budget; be emotionally supportive to colleagues but maintain professional boundaries; and come up with creative new ideas but stay true to the organizational vision.
Sound familiar? Over the past 40 years, organizations’ expectations for leaders have expanded dramatically. While the list of ideal leadership qualities continues to grow, very few organizations pause to examine whether it’s reasonable – or even possible – for one individual to bring such a breadth of skills to the job. To meet the demands of an increasingly complex business environment, HR leaders are left with a near-impossible task: develop super-human leaders who can do it all.
The latest research illustrates just how complex leadership has become, and how few leaders possess the skills to single-handedly master both relationships and results. When organizations ask for leaders who can do it all, they all but ensure there will be leadership gaps, and they run the risk of burning out their top talent. The solution? Develop a culture of shared leadership.
In this presentation, attendees will:
- Explore new research that proves just rarely leaders excel at both relationships and results
- Learn how HR leaders play a key role in ending the harmful myth of the heroic, do-it-all leader
- Discover how HR can support the establishment of a more collaborative, more effective model of leadership
- See how a strategic shift toward a culture of shared leadership can help you retain top talent and yield better outcomes for your organization
Mindsets are the belief systems that each individual holds, influencing their thoughts, actions and words in both the personal and professional realms. Just as an open and inquisitive mindset can support development, a constraining mindset can hinder it.
The good news: mindsets may be deeply rooted, but they are not unchangeable. Developing the self-awareness to recognize one’s own mindset is challenging, but it’s critical to stimulate lasting, meaningful growth.
This 60-minute session will give you the tools to:
- Understand what a mindset is and how it impacts behavior and reinforces itself
- Assess and uncover aspects of a client’s mindset that could be hindering development
- Begin the conversation about considering a change to personal mindset
- Support clients in shifting and developing their mindsets to create positive momentum
Join Tricia Naddaff, MRG President, for a stimulating one-hour session filled with practical strategies that will broaden your coaching toolkit.
When the concept of Emotional Intelligence (EQ) rose to prominence, assessing it had an irresistible appeal. And while many continue to find it valuable, many coaches have found that there are some limitations. The EQ can reveal interesting individual characteristics – but how does motivation relate to these characteristics? And how does a coach take these very personal insights and use them effectively to support and guide teams?
When traditional EQ assessments are paired with an assessment that reveals deeper motivations, a more complete profile of the individual is revealed. Motivational assessments also help uncover underlying tensions and conflicts, which often give rise to some of the observations measured using EQ tools.
In this one-hour session, MRG’s David Ringwood explores the benefits of pairing an EQ assessment with MRG’s Individual Directions Inventory (IDI). Topics include:
- Applying EQ learnings to more effectively influence behavior
- Tackling the challenge of transitioning from individual conversations to team interventions
- Thinking about EQ and motivation in the context of team dynamics
- Expanding the options available to you as a coach or facilitator
This document discusses strategies for moving organizations from diversity to inclusion. It begins by outlining some of the barriers to inclusion, such as narrow perspectives on leadership and unconscious bias. It then provides strategies for overcoming these barriers, such as broadening definitions of leadership, educating about unconscious bias, and teaching skills for constructively dealing with differences and managing disagreement. The document emphasizes that diversity alone is not enough and that inclusion is critical for organizations to realize the full benefits of diversity. It concludes by providing practical takeaways for developing inclusive leaders, teams, and organizations.
This document discusses leadership derailment and how to recognize when leaders are at risk. It defines derailment as behaviors that make an once competent leader ineffective or damaging in their role. Common attributes that lead to derailment include arrogance, poor performance, relationship problems, lack of self-control, inability to build a team, and lack of self-awareness. The risk of derailment increases during times of transition, increased workload, unclear expectations, lack of feedback, and when "bad behavior" is tolerated. The document outlines two studies on ineffective executives and patterns of derailing leaders. It provides recommendations for increasing self-awareness and self-regulation to help leaders at risk of derailing.
Our motivations play an important role in how we understand ourselves and the world. We all operate with assumptions, mindsets and expectations that we are sometimes less conscious of and which are likely to be influenced by our deeper motivational orientations.
By understanding the links between motivational patterns and hidden biases, we can expand our self-awareness, achieve a more complete and objective view of others, and make wiser behavioural choices.
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1. Leading the Way Forward in
Unprecedented Times
Tricia Naddaff | President, MRG | May 2020
2. Host
Lucy Sullivan
Head of Marketing, MRG
For questions:
Hover over the bottom of
your screen to get the tool
bar.
Then click Q&A.
Delivered to your inbox
after the webinar:
√ Slides
√ Recording
3. A Brief Introduction
Tricia Naddaff
President, MRG
Management Research Group is a global leader in designing
assessments that foster a deep self-awareness and impact
people in profound and meaningful ways with solutions for
Leadership, Personal Development, Sales and Service.
MRG conducts extensive research on effective leadership
behavior, leveraging a database of more than 1.2 million
assessment participants.
4. Today’s Agenda
1.The brain in crisis: what
our brains are
experiencing now and
how to help
2.Leaders who effectively
handle uncertainty
3.Looking ahead:
reshaping leadership for
an uncertain future
5. [Footer text to come] Page No 5
The Brain in Crisis:
What our Minds are
Experiencing Now
11. Older Parts of the Brain Control:
• Emotions
• Fight, Flight, Freeze Response
• Habits
12. Prefrontal Cortex (PFC) Controls:
• Higher reasoning/Abstract thought
• Working memory/focus
• Inhibition/willpower
• Planning/organizing
• Flexible decision making
• Empathy and moral conscience
• Patience and hope
• Metacognition: Insight and judgement
Amy F. T. Arnsten, Ph.D.
Yale Medical School
14. The brain is in a
heightened,
threat-
sensitive
state
The brain’s
preference for
habitual
patterns
intensifies
Higher order
brain
functions
are limited
We feel fear,
anger & anxiety;
we are more
distracted &
less focused
What
happens
to the
brain in
crisis?
17. Evidence-Based Ways to Calm
and Center Ourselves:
What Helps
Sleeping
Healthy eating
Exercise
Spending time
outdoors
Meditation
Breathing exercises
Journaling
Music
Tapping (EFT)
Gratitude Practices
Humor
A reasonable
schedule
Helping others
Connecting
18. Evidence-Based Ways to Calm
and Center Ourselves:
What Hurts
The news
Overindulgence
Not maintaining boundaries
Trying to be perfect
Focusing on things you can’t control
19. Poll:
How are you doing in maintaining your own well-
being?
1. Great! I’ve figured out how to take really good care of
myself.
2. Pretty good. I’m starting to get into the right rhythm.
3. Some days are ok…other days are not so ok.
4. I’ve not been doing much to take care of myself.
20. How Employees
are Feeling
What Employees
Need from Leaders
Afraid
Distracted
Anxious
Uncertain
Overwhelmed
Scattered
Alone
Transparency
Communication
Support
Connection
Prioritization
Certainty
where possible
Small Goals
Acknowledgment
Flexibility
21. [Footer text to come] Page No 23
Leading Effectively in
Uncertain Times
A research study
22. 22 Leadership Behaviors
Specific, discrete,
observable actions
Example:
Feedback – Providing specific and
direct reaction to others’
thoughts, ideas, actions and
performance
Where do the data come from?
LEA 360™: the Leadership Effectiveness Analysis
A multi-rater leadership assessment used in more than 40 countries, with more than 1 million total participants from
around the world.
31 Leadership
Competencies
A set of several behaviors used
effectively in combination to
deliver a certain outcome
Example:
Ability to develop people (i.e., allows
room for mistakes, stimulates growth,
challenges positively, delegates
authority)
23. LEA Behaviors
CREATING A VISION
Conservative
Innovative
Technical
Self
Strategic
DEVELOPING
FOLLOWERSHIP
Persuasive
Outgoing
Excitement
Restraint
IMPLEMENTING
Tactical
Structuring
Communication
Delegation
FOLLOWING THROUGH
Control
Feedback
ACHIEVING RESULTS
Management Focus
Dominant
Production
TEAM PLAYING
Cooperation
Consensual
Authority
Empathy
26. Defining Effective Leadership in Uncertainty:
Key Competencies
Connected with People
Capacity to get people enthusiastic and involved
Willingness to listen
Straightforward, open communicator
Insight into people
Promotes employee engagement
1
27. Defining Effective Leadership in Uncertainty:
Key Competencies
Credibility/Instills Confidence
Credibility with management
Credibility with peers and direct reports
Overall effectiveness as a leader/manager
Ability to make effective decisions
Conflict management
Self-confidence
Shows resilience
2
28. Defining Effective Leadership in Uncertainty:
Key Competencies
Intellectually Sharp
Capacity for effective thinking
Fast Learner
Displays self-awareness
Tolerance for ambiguity
3
29. Poll:
Think of the leaders you are working with. What
aspect of leadership is currently most challenging
for them ?
1. Connecting with people
2. Demonstrating confidence/building credibility
3. Being intellectually sharp
33. Leading in Unprecedented
Times:
Turn up the Volume on…
Your Thinking
Think Strategically
Bring your expertise into play
Explore innovative ideas
34. Leading in Unprecedented
Times:
Turn up the Volume on…
Your Voice
Be compelling and persuasive
when you can
Balance enthusiasm with calm
Be clear and constant
35. Leading in Unprecedented
Times:
Turn up the Volume on…
Your Engagement
Be compassionate (to yourself
and to others)
Offer and ask for help
Invite input
Take initiative to lead
36. [Footer text to come] Page No 39
Pause before Moving
Forward
37. Pause to Lead with the End in Mind
Observe
Diagnose
Engage
Reflect
Adjust
38. You can’t serve from an empty vessel…
…and you can’t do it all alone.
41. It’s time to move to
models and methods of
shared leadership.
42. 1. Co-Leadership
2. Thinking Partnerships
3. Running units like micro-organizations
4. Peer mentors and/or peer coaches
5. Peer advisory groups
6. A less hierarchical definition of leadership
6 Shared Leadership Methodologies
43. Take care of yourself.
Focus your approach to leadership on
only the things that matter most right
now.
Don’t go it alone. Create shared
leadership relationships.
44. Let’s not rush to go back to normal
before we decide what parts of
normal are worth going back to.
45. On the Way….
Slides
Recording
Blog: Webinar Wrap-Up plus Q&A
Resources
Our Brain’s Response to the Pandemic
Tedx Talk: Pausing to Access Wisdom
Webinar: Shared Leadership
Webinar: Compassionate Leadership
47. Upcoming Events with MRG
CertificationsWebinars
LEA 360™
Starts June 3
IDI™
Starts June 9
Personal Directions®
Starts June 30
Employee Engagement: Practical Approaches to
Building and Sustaining Higher Levels of
Performance and Commitment
May 20
Motivation and Bias: Strategies for Developing
Greater Self-Awareness and Observational Skills
June 6
A Life Well-Lived? The Science of Satisfaction
June 10
Workshop
Using LEA™ and IDI™ for
Selection
May 27
*prerequisite: certification in
the IDI™ & LEA™
48. [Footer text to come] Page No 51
Thank you.
Stay in touch.
research@mrg.com