The document outlines the agenda for a leadership development conference. The agenda includes sessions on research in practice, interpretation skills, team motivation, product trends, and MRG solutions. Breakout sessions are scheduled between main presentations. The agenda aims to provide participants with updates on new research, tools for using research in coaching, and strategies for motivating teams.

1. Welcome

2. Agenda
Start Time Description
8:30 AM Breakfast
9:00 AM Welcome and Agenda
9:10 AM Research in Practice
9:55 AM Honing Your Interpretation Skills
10:00 AM After the Feedback: Making Development Sticky
10:30 AM Break
11:00 AM Team Motivation: the Key to Team Alignment
11:30 AM First Look: the Enhanced LEA 360 Composite Report
12:00 PM Lunch
1:00 PM Product Trends
1:30 PM MRG and You: Solutions that Fit
2:00 PM MRG in the Marketplace
2:20 PM Break
2:40 PM Power in Positioning: MRG Assessment Comparative
3:10 PM Knowledge is Power
3:25 PM Guided Discussion
3:55 PM Closing Remarks
4:00 PM Happy Hour

3. Research In Practice
Maria Brown + Tricia Naddaff

4. Agenda
A taste of new research
• Research updates
• A preview of what we know about Gen Z
How research is changing at MRG
• New ways of sharing our research
• New research questions
• What do you do with 30 years of data?
Using research in coaching and consulting
• Using and interpreting MRG research
• Practical advice for your practice

5. Page No 5
A Taste of New and
Updated Research
Research Updates
Gen Z

6. [Footer text to come] Page No 6
Results +
Relationships
A replication and update of
MRG research

7. Defining Results- and Relationships-Focus
Results-Focus
Production
Expects a lot, achiever, ambitious, tests limits, demanding, high aspirations, works hard, sets high goals, hard-
driving
Control
Does things on time, follows up, reminds people, persistent, tenacious, delivers on promises
Relationship-Focus
Empathy
Sympathetic, kind, generous, builds close bonds, genuine interest in others, cares about others’ wellbeing,
sensitive to others
Cooperation
Helpful, accommodating, team oriented, willing to compromise, seeks common ground

8. Balancing Results + Relationships
A study of 17,717 leaders in English-speaking countries
What percentage of leaders rank in the top 1/3 for both Relationships
and Results?
0.41%

9. Balancing Results + Relationships
A study of 17,717 leaders in English-speaking countries
What percentage of leaders rank in the top 1/2 for both Relationships
and Results?
3.37%

10. Balancing Results + Relationships
A study of 750 leaders in Spanish-speaking countries and 1,708
leaders in Asia
What percentage of leaders rank in the top 1/2 for both Relationships
and Results?
Spanish-speaking Asia
3.73% 3.69%

11. Balancing Results + Relationships
The difficulty of this balancing act is unaffected by region
Spanish-speaking AsiaEnglish-speaking
3.37% 3.73% 3.69%

12. Balancing Results + Relationships
Are there differences within English-speaking leaders?
Gen X Gen YBaby Boomers
2.9%
Men Women
2.9% 6.9%
6.9%2.2%

13. Why is it difficult for leaders to be both?
Neural See-Saw Social by Matthew Lieberman
• Self-Awareness
• Collaboration
• Communication
• Authenticity
• Trust
• ComplexThinkingAbilities
• LearningAgilityandSpeed
• BroadKnowledge

14. Maintaining focus on both results and relationships
consistently is universally difficult.
Some leadership demands have become too
complex for most individuals to master.
Is there any hope for balance?

15. How can we help leaders?
The frontal cortex monitors behavior, integrates information and shifts plans.
Well practiced tasks require less frontal cortex involvement.
If we can…
Identify and work on areas where practice can lead to
automation and reduce the need for frontal lobe involvement
Then we can…
Free up some of those frontal resources and be more efficient at
shifting the neural see-saw.

16. [Footer text to come] Page No 16
Derailers
Helping leaders at risk for
derailment

17. Participant sample
15,811 Leaders from 40+ Countries
who completed the LEA 360TM
between 2015 and 2019
Derailers in this sample
1,573 Leaders in the bottom 10% in
overall effectiveness
Finding derailing leader subtypes
• Used latent class cluster model to find subgroups within the sample of
derailers
• Four types of derailing leaders were identified
58% Male
34% Female
8% Not reported
64% Male
28% Female
8% Not reported

18. High on:
Self
Feedback
Management Focus
Dominant
Production
Low on:
Cooperation
Consensual
Empathy
Strategic
Restraint
Derailing leader types:
My way or the highway
(24.3%)

19. High on:
Outgoing
Cooperation
Consensual
Authority
Empathy
Low on:
Management Focus
Dominant
Derailing leader types:
Happy Follower (28.6%)

20. High on:
Structuring
Authority
Derailing leader types:
Follow the Rules (27.3%)

21. High on:
Outgoing
Excitement
Self
Low on:
Strategic
Technical
Structuring
Communication
Control
Derailing leader types:
Engaging Lightweight
(19.8%)

22. [Footer text to come] Page No 22
Motivating Gen Z
Generational research preview

23. When motivation aligns with work,
employees are…
Happy Successful Intrinsically
Driven

24. Participants

25. What differs across young members of each
generational cohort?
Gen X
18-24 years old
Gen Y
18-24 years old
Gen Z
18-24 years old

26. Motivation Profiles by Generation

27. What distinguishes Gen Z from Gen Y?
Gen Z is more driven by:
Expressing
Relating to others in a direct,
spontaneous and emotionally
uninhibited fashion
Giving
Providing others with
support, affection and
empathy

28. What distinguishes Gen Z from Gen X?
Winning
Acting in a forceful,
aggressive and
directly competitive
manner
Excelling
Challenging oneself
and pushing for
higher levels of
achievement
Gen Z is
more driven by:
Gen Z is
less driven by:
Receiving
Getting support,
affection and
empathy from others

29. Page No 29
How Research is Changing
at MRG
Best Practices Reports
Coaching Crib Sheets
Part R
Making the most of a 30-year database

30. Leadership Best Practices

31. Coaching Crib Sheets

32. New Research Items
LEA Observer Questionnaire
 Effectively leads organizational change
 Is effectively inclusive
 Shows resilience
 Demonstrates self-confidence
LEA Self Questionnaire
 I am authentic in my role
 I believe the almost anyone can acquire and develop skills
 I feel self-confident in my role

33. Is there a
relationship
between
Felt
Self-Confidence
& Conveyed
Self-Confidence?
No.
(r = .15)

34. New Research Items:
Behaviors that impact conveyed self-confidence

35. 30 years of research
Over 1.2 million participants
More than 120,000,000 data points
175+ Countries
Same assessment = Real comparisons
Answer research questions in light of global
trends and local events

36. Page No 36
Using MRG Research in
Coaching and Consulting

37. Coaching for Leadership Competencies

38. Using Industry Research for Strategic Directions

39. MRG Research in Your Practice:
Industry Studies
Creating
a Vision
Developing
Followership
Implementing
the Vision
Following
Through
Achieving
Results
Team
Playing
10
20
30
40
50
60
70
80
90
Aerospace Industry (n=275) Aerospace Industry Top Performers (n=69) ORG (Combined Observer Scores) (n=19)

40. Using Role Research for Role Expectations
Strategic
Communication
Consensual
Management Focus
Technical
Self
Control
Best Leadership Practices for CFOs
Direction of
Relationship
positive
inverse

41. High Potential Leaders place more emphasis on:
High Potential Leaders place less emphasis on:
Behaviors that Distinguish High Potential Leaders

42. High Potential Leaders are less motivated by:
High Potential Leaders are more motivated by:
Motivation Patterns in High Potential Leaders

43. Preparing Leaders for Advancement

44. Median Euclidian Distances with US
0 10 20 30 40 50 60 70
CANADA
AUSTRALIA
NEW ZEALAND
UNITED KINGDOM
SINGAPORE
IRELAND
HONG KONG
BRAZIL
INDIA
BELGIUM
ITALY
MEXICO
SWITZERLAND
COLOMBIA
CHINA
FINLAND
RUSSIAN FEDERATION
SPAIN
PERU
SOUTH AFRICA
FRANCE
DENMARK
GERMANY
SWEDEN
NETHERLANDS
Leadership Differences with US
Understanding Country Differences

45. Traditional
Innovative
Technical
Self
Strategic
Persuasive
O
utgoing
Excitem
ent
Restraint
StructuringTactical
Com
m
unication
DelegationControl
Feedback
M
anagem
entFocus
Dom
inant
Production
Cooperation
Consensual
AuthorityEm
pathy
20
30
40
50
60
70
80
T I T S S P O E R S T C D C F M D P C C A E
20
30
40
50
60
70
80
Creating
a Vision
Developing
Followership
Implementing
the Vision
Following
Through
Achieving
Results
Team
Playing
Leadership Effectiveness Analysis - GERMANY
T
T
TS
S
S
P
P
O
E
E
R
C
C
C
C
D
D
F
M
A
I
Understanding Country Differences

46. Let us help you
find the
research that
will enhance
your expertise
and assist you
in your work!
Thank you!
MRG.com

47. Honing Your Interpretation
Skills
Tricia Naddaff

48. After the Feedback: Making
Development Sticky
Staci Nisbett

49. Team Motivations: The Key
to Team Alignment
Tricia Naddaff

50. Introducing the new IDI Team Development Report
Why a team development version of the IDI?
– Addressing market direction – Team coaching becoming a more important
ask/need
– Harnesses the power and relevance of what IDI measures, and offers new
levels of discovery by going beyond the behavioral domain and helping teams
better understand each other and help them discover new and better ways to
use their collective energy
– MRG wanted to provide its network with a further opportunity to engage with
clients to build additional consulting engagement and to add value

51. 10 Projects
With teams ranging
from 3-15 people
8 Facilitators
5 Countries

52. [Footer text to come] Page No 52
Inside the Tool
Find out what makes the IDI
Team Development Report so
different

54. Summary of the IDI Team Report Content
Personal Motivation and Biases
Individual Profile
Interpretive Text
Potential Biases
Team Motivation and Biases
Team Profile
Interpretive Text
Potential Team Biases
Team IDI Themes (up to 8 out of 20)
Theme Definition
IDI Dimensions
Processing Questions
Coaching Suggestions
Theme level Action Planning
Overall Action Planning
Team Action Plan
Individual Action Plan

60. Team Motivation and Biases
Team Profile
Interpretive Text
Potential Team Biases

64. IDI Themes – Core topics in team dynamics that are influenced by
underlying IDI drivers
o Informational Needs
o Interpersonal Sensitivities
o Decision Making
o Pace
o Risk/Caution
o Trust
o Sense Making
o Resilience
o Responsibility/Accountability
o Problem solving
o Influence
o Conflict
o Learning
o Discipline/Focus
o Complexity
o Change
o Performance
o Collaboration
o Power
o Communication
Thematic Analysis of the team dynamic
Choose 8 from a list of 20 themes of greatest relevance to the team

66. Want more data,
analysis and time
to review
Prefer using
intuition and/or and
experimental
approach

73. Questions & Comments

74. Our Panel
Christine
Chasse
Anne
Defrancesco
Maureen
Lafferty
Drew Rand

75. First Look: the Enhanced
LEA 360™ Composite
Report
Heather Troidl + Drew Rand

76. MRG Design Process
We continue to invest in design thinking to include our
partners and clients in the product design evolution:
Introducing the new LEA 360™ Composite Report

77. Introducing the new LEA 360™ Composite Report
“Give us more than just the data sheets!”
Harnesses the power and relevance of the LEA to offer
new levels of discovery
Provide network with a further opportunity to engage
with clients while adding insight & value
Why an enhanced version of the composite?

78. Introducing the new LEA 360™ Composite Report

79. General Guidelines & Unique Observer Perceptions

80. Composite Profile & Brief Definitions

81. Strategic Directions or Role Expectations Gap Analysis

82. Leader Potential Blind Spots

83. Narrative Interpretation

84. Developmental Considerations
People Management
Performance/Results
Cognitive
Effectiveness

85. Appendix of Graphical Data

86. What is Beta Testing?
Beta Testing involves field use & feedback of 1st generation,
fully-tested reports to inform subsequent product development.
Beta Testing informs further iterations of the LEA 360™ Composite:
• New features to add
• Tightening/expansion of existing features
• Localization needs
Benefits of being a Beta Tester:
• Early adoption opportunity
• Ability to influence new features and design
• Complimentary use of new tool*

87. LEA 360™ Composite– Schedule
Beta Release – Live testing
• Beta period will run for 4 months
o July 2019 – October 2019
o Limited to 20 test openings
• Complimentary first usage with the
completion of feedback to MRG
• MRG Summit Attendees have an exclusive period to sign up for testing: now –
July 30th
• Indicate on your postcard or contact MRG Client Services if you are interested in
participating in the beta testing
General Release – Full Availability in January
• Scheduled for January 2020
• Release date and full details will be published Oct/Nov 2019

88. Questions?

89. Lunch

90. Product Trends
Tricia Naddaff

92. MRG and You: Solutions
that Fit
Staci Nisbett

94. Candidate or Coaching Report

95. Extra Observer Groups (Data Splits)

96. Open Ended

97. IDI Energy Charts

104. Custom LEA Candidate Report for Kensington
1. Assets calculating at anything greater than or equal to 60
2. Challenges calculating at anything less than or equal to 25 OR greater
than or equal to 90
3. Interview questions calculating as:
a. anything with a range profile AND a score less than or equal to 40
b. anything wiht a score less than or equal to 25
4. Role Requirements Match with the following changes
a. Add the attached text to the top of the Role Requirements Match
page
b. relabel that page "Role Expectations Match"
c. changing the word "requirements" to "expectations" throughout
d. add the dimension definition after the dimension name

105. Custom LEA Coaching Report
1. Reduced the number of behaviors given as Coaching
Suggestions from 6 to only 3 to help narrow the focus
2. Excluded 5 behaviors as potential coaching suggestions as
the culture of the organization wouldn’t want leaders to
increase that behavior
3. First priority given to low scores shared between the boss
and direct reports on Communication, Feedback and
Consensual in producing the coaching suggestions

106. 1. Strategic
2. Communication
3. Management Focus
4. Empathy
5. Persuasive
6. Technical
7. Control
8. Excitement
9. Consensual
10. Innovative
11. Production
12. Cooperation
13. Restraint
14. Delegation
15. Feedback
16. Tactical
17. Conservative
18. Outgoing
19. Dominant
20. Self
21. Structuring
22. Authority
Custom LEA Candidate Report - KDJ

108. MRG in the Marketplace
Staci Nisbett + Lucy Sullivan

109. Since we last got together…

110. 54 posts on the
MRG blog

112. Subscribe
Visit
MRG.com/blog
& subscribe
1 email every
Monday
Contribute
Fill out your
postcard
Seeking case
studies, success
stories & new
perspectives

113. registrations
2,914
14 webinars

115. Watch
New webinars in
September, October
& November
Watch on demand
Share
We’ve evolved:
content is
sophisticated &
accessible
Contribute
Be part of a case
study or panel
Share ideas for
topics

116. 15+
events &
conferences

118. Recommend
Suggest
conferences you or
your clients attend
Collaborate
Work with us on a
case study
presentation
Invite
Talk to us about key
client events

119. 34 new pieces of
Research

121. Suggest
Let us know what
topics & studies will
help you
Share
Share them on
social media & use
them with your
clients
Let us know what
resonates

123. Power in Positioning: MRG
Assessment Comparative
Maria Brown + Drew Rand

124. Goals & Agenda
Today’s Goals:
• Share our understanding of marketplace
• Identify what makes MRG Assessments unique
• Help you position the use of MRG assessments
Agenda:
1. Philosophical differences
2. The MRG Advantage
3. Addressing Market Needs
4. Summary

125. Assessments We Have Explored
StrengthsFinder (Gallup)
Motives, Values, Preferences Inventory (Hogan)
Hogan Personality Inventory
Hogan Development Survey
Korn Ferry 360
The Leadership Circle
Benchmarks 360 (Center for Creative Leadership)

126. [Footer text to come] Page No 126
Philosophical
Differences
Assessments aren’t created equal

127. Where Assessment Differences Originate
Philosophy Model Purpose

128. [Footer text to come] Page No 128
The MRG
Advantage
Key Distinguishing Factors
• Assessment Design
• Facilitates Self Awareness
• Developmental Focus
• Play well with others
• MRG Research adds Context

129. MRG Assessment
Features
Questionnaire Design
In supervising
people, I am:
MOST NEXT
1. Tactful 5 4 3 2
2. Demanding 5 4 3 2
3. Easy to please 5 4 3 2

130. MRG Assessment
Features
Questionnaire Design
Norms
Non-evaluative (Positive) wording
of report
Provide support throughout
developmental process (LEA
Resource Guide)

131. Self-Awareness is not
Easily Achieved
Hard to fake design
Facilitates hard-to-accept feedback

132. MRG Assessments for
Development
Competencies are a good
evaluative measure,
but not good for
development planning
LEA Resource Guide

133. MRG Assessments
Play Well With
Others
Other Assessments
Competency Models

134. MRG Research Adds
Context
Freely available research (e.g.,
BPRs, Crib Sheets, Articles)
Organization Research (e.g.,
industry comparisons, validation
studies, group comparisons)

135. [Footer text to come] Page No 135
Product
Development
Approach

136. Meeting your needs and updating MRG’s
product offerings
Examples of Previous work
 Momentum
 IDI Team Report
Current work
 LEA 360 Composite
 New norms
 Assessment length

137. We value your point of view
We invite input and ideas
Beta testing opportunities

138. [Footer text to come] Page No 138
Wrap-up

139. How do you frame MRG tools when you’re
up against others? Anything we’ve missed?
Does anyone have an example of successfully
unseating / beating out another assessment?

140. We’re more powerful together.
Come talk to us about
 Your assessment needs
 Specific assessments
 Your next sales pitch
Thank you!

141. Knowledge is Power
Lucy Sullivan

142. Closing Remarks