This document discusses several topics related to leadership and organizational performance, including: 1) The concept of "ownership" in organizations and key drivers that foster increased commitment and engagement like rewards, trust, and development opportunities. 2) The RADAR framework for addressing threats, opportunities, developing plans, and reviewing progress. 3) Coaching skills and models like the ladder of inference, advocacy vs inquiry, and the talk model for effective communication. 4) The importance of adaptability for high performance under changing conditions and core dimensions like dealing with ambiguity, controlling internal thoughts, and maintaining energy levels.

2. Leading with Impact

3. Objectives

4. Objectives
Identify critical drivers of a heightened
sense of commitment - “Ownership” - in
organizations
Apply an expanded range of coaching
skills
Increase responsiveness and
performance under conditions of
change.

5. Ownership
the state in which employees feel fully
engaged in and responsible for their work
and its impact on the organization’s
success.

6. Ownership Drivers
Rewards Company
Trust
Workplace Development
&Place

7. trust
Is at the heart of ownership
trust is both a requirement and outcome of
ownership
Employees must think the manager “will do the
right thing”

8. The RADAR Framework
R ecognize the threats & Opportunities
A ddress the individual directly
D evelop a plan for each individual
A ct on plans
R eview progress

9. Coaching
A relationship between two or more people,
formed for the purpose of learning to
enhance or expand individual and
organizational capabilities.

10. The Ladder of Inference
I take Action
based on my
belief
I adopt
beliefs about
the world.
I draw
conclusion.
Inquiry
I make
Advocacy
assumptions
and attach
feelings
I add Meaning.
(cultural and
personal)
I select Data
from what I
observe
Observable Data
and Experiences

11. The Ladder of Inference
I take Action
based on my
belief
I adopt
beliefs about
the world.
I draw
conclusion.
Inquiry
Effective Advocacy: I make
Advocacy
Making or thinking process assumptions
visible, or ‘walking others up and attach
our ladder’ feelings
I add Meaning.
(cultural and
personal)
I select Data
from what I
observe
Observable Data
and Experiences

12. The Ladder of Inference
I take Action
based on my
belief
I adopt
beliefs about
the world.
I draw
conclusion.
Effective Inquiry:
Inquiry
Effective Advocacy: I make
Advocacy
Asking questions of
Making or thinking process assumptions others to make their
visible, or ‘walking others up and attach thinking process visible,
our ladder’ feelings or ‘walking others down
the their ladders’
I add Meaning.
(cultural and
personal)
I select Data
from what I
observe
Observable Data
and Experiences

13. Balancing Inquiry & Advocacy
High
Explaining Mutual Learning
imposing
Advocacy
Observing Interviewing
Withdrawing Interrogating
Low
Low High
Inquiry

14. The Talk Model
T Tell the person what you are thinking
(data/assumptions) from the start
A Ask the person to explain the
perspective (data/assumptions)
L Listen to the response
K Keep open to the other’s view

15. Adaptability
Being able to adapt to changing
circumstances and sustain high
performance.

16. adaptability
“Core Dimensions”
Definition Result Practices
1.Anticipate the future
Anticipate, adjust to, and handle 2.Accept uncertainty
Ambiguity ambiguity & feelings of 3.Apply flexibility
How well you deal with ambiguity uncertainty & change more 4.Be tenacious
and uncertainty effectively 5.Exercise curiosity
Internal 1. focus on what you can control
Decrease the impact of negative 2. Take ownership
monologue events 3. Examine the scope
How well you deal with ambiguity 4. manage the time span
and uncertainty
1. create meaning
Energy Supply Access a continual supply of 2. be healthy
ability to readily access high high quality physical, mental, 3. renew recover
and emotional energy
levels of Energy