The 2018 MRG Summit held in Sydney focused on leadership effectiveness, exploring generational differences and their impact, and introduced new products aimed at team development and individual growth. Key findings highlighted the significance of age in leadership approaches, cautioning against overemphasis on generational differences, and reviewed observer ratings across genders in leadership contexts. Additionally, new tools like the IDE team development report and MRG's Momentum software were presented to enhance team effectiveness and support developmental action planning.

1. 2018 MRG Summit
February 21, 2018 – Sydney, Australia

2. Agenda
1. Welcome & Introductions
2. A Taste of Research
3. Building a Better Partnership
4. A Founder’s Journey
5. New Products
oIDI Team Report
oMomentum
6. Q&A

3. New Kids on the Block
Lucy
Sullivan
Head of
Marketing
Jeremy
Haskell
Relationship
Architect
Maria
Brown
Head of
Research
Joining
April 2, 2018
I/O
Psychologist

4. Research Rundown

5. A Taste of some New Research
1. Norms
2. New Research
–Generation vs. Age
–Gender and Observer Ratings
–Sales Effectiveness
3. Potential new research questions

6. LEA Norms
15 New
39 Total
IDI Norms
11 New
31 Total
Personal Directions Norms
9 New
18 Total
SPA Norms
8 New
11 Total
Norm updates

7. Leadership Effectiveness Analysis™
• Asia
• Australia
• Brazil
• China
• Colombia
• East Asia
• Hong Kong
• Mexico
• New Zealand
• Northern Europe
• Poland
• South Asia
• Southeast Asia
• West Asia/Middle East
• Western Europe

8. Page No 8
Generation or Age
Evidence from the LEA and IDI

9. Generational Differences
• Silent Generation: 1925 - 1945
• Baby Boomers: 1946 - 1964
• Gen X: 1965 - 1984
• Gen Y: 1985 - 2004
• Gen Z: 2005 - present

10. Creating
a Vision
Developing
Followership
Implementing
the Vision
Following
Through
Achieving
Results
Team
Playing
20
30
40
50
60
70
80
Silents (n=1,491) Baby Boomers (n=64,169) GenX (n=79,814) GenY (n=3,272)
Leadership Effectiveness Analysis

11. LEA Matched on:
• Management Level
• Job Function
• Gender
• Age
Performed for groups with overlapping ages ranging 25-35
years old: Gen X and Gen Y
What drives generational differences?
Is it generation or is it age?

12. Non-matched groups
Creating
a Vision
Developing
Followership
Implementing
the Vision
Following
Through
Achieving
Results
Team
Playing
20
30
40
50
60
70
80
GenX (n=85,704) GenY (n=3,535)
Leadership Effectiveness Analysis

13. Creating
a Vision
Developing
Followership
Implementing
the Vision
Following
Through
Achieving
Results
Team
Playing
20
30
40
50
60
70
80
GenX (n=2,336) GenY (n=2,359)
Leadership Effectiveness Analysis
Matched groups all between 25-35 yrs old

14. Non-matched Differences Matched Group Differences

15. Conclusion
When we look at leaders from different generations
but at the same age:
• There are fewer differences
• Some of the differences we find are different
• The differences are much smaller
So…
• We have to be careful not to overstate generational
differences since some of these dynamics can be explained
by age rather than generation!

16. Another Approach: Compare individuals
from the same generation – Gen X
0.0
2.5
5.0
7.5
Percent
35+
<35

17. Creating
a Vision
Developing
Followership
Implementing
the Vision
Following
Through
Achieving
Results
Team
Playing
20
30
40
50
60
70
80
35+ (n=51,467) <35 (n=34,237)
Leadership Effectiveness Analysis

18. Significance of the Differences
Gen X Under 35 vs. Gen X Over 35
Restraint
Conservative
Communication
Control
Dominant
Authority
Self
Excitement
Empathy
Tactical
Cooperation
Production
Structuring
Outgoing
Technical
Consensual
Management Focus
Innovative
Strategic
Feedback
Persuasive
Delegation
1.0 1.1 1.2 1.3
Odds a member of one group scores
higher than a member of the other group
older higher
younger higher
No difference (p > 0.05)
Effect Sizes

19. Conclusions
When we look at leaders at different ages within the
same generation we find:
• As many differences as we find when we compare
different generations
So…
• Once again we see that age is a significant factor in
understanding differences in approach to leadership and
therefore age should be considered at least as significant
as generation when we are seeking to understand and
develop leaders!

20. [Footer text to come] Page No 20
IDI
Quick look at generational
differences

21. Affiliating Attracting Perceiving Mastering Challenging Maintaining
20
30
40
50
60
70
80
Baby Boomers (n=5,988) GenX (n=11,006)
Individual Directions Inventory
Non-matched groups Boomers vs. Gen X

22. Affiliating Attracting Perceiving Mastering Challenging Maintaining
20
30
40
50
60
70
80
Baby Boomers (n=451) GenX (n=454)
Individual Directions Inventory
Matched groups Boomers vs. Gen X

23. Non-matched Differences Matched Group Differences
Differences Boomers and Gen X

24. Conclusions
When exploring differences in leadership behavior
and motivation we are likely:
• Over relying on generation
• Under relying on other demographics including
 Age
 Experience
 Management Level
 Job Function
 Gender

25. [Footer text to come] Page No 25
Observer Ratings and
Gender
Evidence from the LEA

26. Boss
Creating
a Vision
Developing
Followership
Implementing
the Vision
Following
Through
Achieving
Results
Team
Playing
20
30
40
50
60
70
80
Female (n=12,050) Male (n=12,193)
Leadership Effectiveness Analysis

27. Creating
a Vision
Developing
Followership
Implementing
the Vision
Following
Through
Achieving
Results
Team
Playing
20
30
40
50
60
70
80
Female (n=55,814) Male (n=56,013)
Leadership Effectiveness Analysis
Peer

28. Creating
a Vision
Developing
Followership
Implementing
the Vision
Following
Through
Achieving
Results
Team
Playing
20
30
40
50
60
70
80
Female (n=72,363) Male (n=72,730)
Leadership Effectiveness Analysis
Direct Reports

29. Interactions: Does the gender of the boss
matter?
• Male bosses
• Rate men higher on conservative and strategic
• Rate women higher on dominant
• Female bosses
• Rate women higher on structuring and communication
• Authority
• Male bosses rate everyone higher on authority than female bosses
• Female bosses rate women higher on authority than they rate men

30. Interactions: Peers Ratings
• Male Peers (observers)
• Rate men higher on conservative and strategic
• Rate men lower on outgoing and empathy
• Rate women lower on innovative and restraint
• Rate women higher on dominant, production, excitement and control
• Give lower technical ratings than female peers, but rate men higher than women
• Female Peers (observers)
• Rate men higher on persuasive
• Rate men lower on structuring
• Rate women higher on communication and feedback
• Rate women lower on authority

31. Interactions: Direct Report Ratings
• Male Direct Reports
• Rate men higher on conservative
• Rate men lower on outgoing
• Rate women higher on excitement and feedback
• Rate women lower on strategic and restraint
• Overall give lower technical ratings than women, but rate men higher than women
• Female Direct Reports
• Rate women higher on structuring and feedback
• Rate women lower on strategic and production
• Rate men higher on restraint and cooperation

32. Conclusions
• Men and Women have some differences in the way they
rate leaders based on the gender of the leader
Follow-up questions…
• How much of this is because the leaders interact
differently with their observers based on the gender of the
observer?
• How much of this is because the same behavior is
interpreted differently by the observer based on the
gender of the leader exhibiting the behavior?

33. Page No 33
Emerging Trends in Sales
Performance
Evidence from SPA

34. Demographics
Country
United States
Australia
Hong Kong
Singapore
United Kingdom
Brazil
Canada
China
New Zealand
Japan
Switzerland
Chile
Boss Gender
Male
Female
Not reported
Industry Count
Consulting Services 41
Pharmaceutical/Medical Products 26
Contracting/Construct 13
Accounting/Banking/Financial Services 12
General Manufacturing 12
High Tech (computer related) 11
Hospitality/Travel/Tourism 9
Communications/Telecommunications 7
Insurance 5
Other 85
Not reported 2
Total 223
Participant Gender
Male
Female
Not reported

35. 23
21
7
5
5
5
4
4
3
3
3
3
2
2
2
1
1
1
1
1
1
1
1
0Entrepreneurship
Materialism
Structure
Persistence
Optimistic
Aggressiveness
Idealism
Team Player
Customer Focus
Prospecting
Excitement
Ego Rewards
Technical
Strategic
Insight
Outgoing
Empathy
Management Focus
Communication
Tactical
Sales Focus
Market Awareness
Persuasive
Production
0 5 10 15 20
Relative Importance Index
(Total variance explained = 48%)
Direction of
Relationship
positive
inverse
Relative Importance for Overall Effectiveness
8
Rating as a Sales Professional
Overall Effectiveness: Embodies exactly what we need
in a sales professional

36. 18
17
7
7
6
5
5
5
5
4
3
3
3
2
2
2
2
2
1
1
1
1
1
1Structure
Excitement
Sales Focus
Optimistic
Idealism
Communication
Aggressiveness
Entrepreneurship
Team Player
Ego Rewards
Strategic
Management Focus
Tactical
Empathy
Customer Focus
Prospecting
Outgoing
Market Awareness
Persistence
Materialism
Technical
Insight
Production
Persuasive
0 5 10 15
Relative Importance Index
(Total variance explained = 41%)
Direction of
Relationship
positive
inverse
Relative Importance for High Rating as a Sales Professional
Rank as a Sales Professional
Compared to other sales professionals, how would you
rank this person?

37. Preparation Contacting Implimentation Drivers
5
15
25
35
45
55
65
75
85
95
norm: SPA Global
Boss (n=181) Self (n=213)
Sales Performance Assessment
Self and Boss Ratings Alignment

38. Page No 38
Where do we go from here?
New research questions, more insights!

39. Current LEA Observer Research Questions
Displays self-awareness and accurately recognizes personal strengths
and limitations (i.e., self-reflective; understands own motivations and behaviors,
sees self accurately)
Tolerance for ambiguity, and deals effectively with complexity and
paradox (i.e., stays confident and focused and is able to take action in situations
that are complex and/or there is missing or contradictory information)
Promotes and enhances employee engagement (i.e., leads in ways that help
build employees’ emotional commitment to their work and the organization)
Ability to effectively coach others (i.e., partners with others to help them grow
and enhance their professional success)

40. Potential LEA Observer Research Questions
Shows resilience (e.g., recovers quickly, bounces back, can handle tough
situations)
Demonstrates self-confidence (e.g., trusts his/her own judgment and
abilities, is assertive, self-assured)
Effectively leads organizational change (e.g., deals well with new
structures, implements new processes efficiently, monitors change across the
organization)
Treats others with respect (e.g., is polite with others, uses professional
courtesy with all levels of management, is cognizant of others’ views and
traditions)
Effectively Inclusive (brings people together, creates an environment of
involvement, respect and connection for all)

41. Potential LEA Self Research Questions
Professional Growth
The degree to which I am experiencing professional growth at work is
Authenticity
The degree to which I express my full self/personality/character in my role is
Growth Mindset
The degree to which I feel that skills can be developed at any point in life is
Balance
The degree to which I feel that my work and non-work life are balanced is

42. Building a Better Partnership

43. Our success depends on your success.
When there is more
demand for MRG
assessments…
…MRG certified
partners win more
business…
…and expose more
people to the power
of MRG tools…
…creating more
MRG evangelists,
who want more
assessments, and…

44. Helping you (& us) succeed
To create successful
marketing, you need to
create a story that people
care about.
Tell a story that they will
remember and that they
want to be a part of.

45. Hero.
Main character.
Drives the story.
Saves the day.
You
Your client.

46. Guide.
Has wisdom.
Provides insight.
Stays calm.
Helps the hero save the day.

47. Lucy Sullivan
Head of Marketing

51. Page No 51
So Many Dimensions…

55. Page No 55
Flexible, Agile
Report Configuration

56. [Footer text to come] Page No 56
Competency
Mapped to
Behavior

58. [Footer text to come] Page No 58
Behavior to
Competency

60. [Footer text to come] Page No 60
Combining
MRG Elements

62. [Footer text to come] Page No 62
Fine Tuning the
Algorithms

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

66. A Founder’s Journey
Jim Lomac
Senior Vice President and Founding Partner

67. IDI Comparison 2004/2012
0
10
20
30
40
50
60
70
80
90
100
2004 2012

68. MRG New Products
IDI Team Report & Momentum

69. A New Tool for Working with Teams:
Introducing MRG’s IDI Team Development Report
Harness the power of underlying motivations to take team
effectiveness to the next level.

70. Introducing the new IDI Team Development Report

71. IDI Team Profile with key observations – describing the
motivational DNA of the team

72. Insights into potential areas of team bias

73. Additional focus on the individual; bias statements, key
combinations and personal insights

74. IDI Themes – Core topics in team dynamics that are
influenced by underlying IDI
The facilitator can choose from 1-20 topics of greatest relevance, providing
coaching questions, developmental and “next step” suggestions
o Informational Needs
o Interpersonal Sensitivities
o Decision Making
o Pace
o Risk/Caution
o Trust
o Sense Making
o Resilience
o Responsibility/Accountability
o Problem solving
o Influence
o Conflict
o Learning
o Discipline/Focus
o Complexity
o Change
o Performance
o Collaboration
o Power
o Communication

75. Theme Example – Left Hand Page
Self Score
Team
Member
Score

76. Theme Example – Right Hand Page

77. Wrapping Up: Suggestions for Action Planning

78. Online Facilitator Toolkit containing worksheets, templates, team
exercises and more via MRG Resource Center

79. IDI Team Report – Design Considerations
Designed to complement the MRG Modern report format –
Professional and crisp – printed on white paper and spiral bound when
ordered as Print & Ship from MRG.

80. IDI Team Report – Schedule
BETA Release – Live testing
• BETA period runs for 3 months
o Dec 2017 – Feb 2018
• Complimentary reports with the
completion of testing feedback to MRG
• Contact MRG Client Services if you are interested in participating in
the BETA testing – limited testing slots still available
General Release – Full Availability Q2-2018
• Scheduled for Spring 2018
o Dependent upon BETA testing results
• Release date and full details will be published in March 2018

81. MRG Momentum
Start Creating Your Roadmap for Growth!

82. Introducing MRG’s Momentum
What is Momentum?
Easy to use, web-based software that keeps people focused, motivated and
encouraged through the post-assessment development process.
• Participants use the software to create a developmental action plan that
includes specific , measurable developmental goals and action steps based on
their LEA360 data
• Participants can set reminders for themselves to complete action steps
and/or check in to reflect and/or send out pulse surveys
• Participants use the application to send pulse surveys to colleagues to get
feedback on how they are doing relative to their developmental goals
• Participants can monitor their progress towards goals by pulse survey
results data, action steps completion dates and personal reflection journal
• Participants can opt to share action plans, journals and data reports with
others, including their coaches

83. Momentum: Dashboard
Provides a quick
overview of
progress to-date

84. Momentum: Action Planning
The participant’s
own 360 data
comes pre-loaded
into Momentum.
Their observers
are also
preloaded into
the directory.

85. Action Steps
MRG’s coaching
suggestions are
included as a starting
point for action
planning.
Participants can also
add their own custom
action steps.

86. Goals
The action plan is a
development
roadmap – the goals
sections reinforces
the need to
understand what it
will take to reach the
destination.

87. Reminders
Setting time-bound
due dates and
scheduling systemic
reminders help
keep development
goals top of mind

88. Momentum: Pulse Surveys

89. Momentum: Sharing Function
Momentum allows you to share action plans, pulse surveys and journal
entries with your coach or manager – all sent via email

90. Momentum: Journal
A space for
personal reflection,
with an option to
share selected
entries with
coach/manager.

91. Momentum – Schedule
BETA Release – Live testing
• BETA period runs for 6 months
o Nov 2017 – April 2018
• Complimentary 6 month subscription with the
completion of testing feedback to MRG
• Contact MRG Client Services if you are interested in participating in
the BETA testing – limited testing slots still available
General Release – Full Availability Q2-2018
• Scheduled for mid-2018
o Dependent upon BETA testing results
• Release date and full details will be published in May 2018

92. Questions

93. [Footer text to come] Page No 93
Thank you for joining us.
Stay in touch.