Leadership performance 2

transcript

LEADERSHIP PERFORMANCE

Mason HollowaySenior Director, ConsultingBEACON ASSOCIATES

BECAUSE DEVELOPMENT IS NOT THE

Presented at:

ASTD INTERNATIONALCONFERENCE & EXPOSITION 2013

Dallas, TX

@masonholloway (Follow me and let others know what your hearing! #ASTD2013, #TU310)

AN ERA OFPERSISTENT CHALLENGESBudgets, systems, organizations…

2 of 31Contact Us10210 Greenbelt RoadSuite 350, Lanham, MD, 20706P. 443-535-1885/ mholloway@beaconassociates.net

www.beaconassociates.net

LEADERSHIP

CONSISTENTLY INTHE TOP THREE

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L e a d e r s h i p d e v e l o p m e n t

S u c c e s s i o n p l a n n i n g

M a n a g i n g / c o p i n g w i t h c h a n g e

S t r a t e g y e x e c u t i o n / a l i g n m e n t

Ta l e n t m a n a g e m e n t .

I n n o v a t i o n a n d c r e a t i v i t y

P e r f o r m a n c e m a n a g e m e n t

K n o w l e d g e r e t e n t i o n

E n g a g e m e n t

C o a c h i n g

Ma n a g i n g / c o p i n g w i t h c h a n g e

E n g a g e m e n t

C o a c h i n g

E n g a g e m e n t

C o a c h i n g

E n g a g e m e n t

C o a c h i n g

E n g a g e m e n t

C o a c h i n g

E n g a g e m e n t

C o a c h i n g

Contact Us10210 Greenbelt RoadSuite 350, Lanham, MD, 20706P. 443-535-1885/ mholloway@beaconassociates.net

LEADERS DIRECTLY DELIVER…

4 of 31Contact Us10210 Greenbelt RoadSuite 350, Lanham, MD, 20706P. 443-535-1885/ mholloway@beaconassociates.net

LANDSCAPEOF BROKEN PROMISES

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SO WHERE DO WEGO WRONG?

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We rely onthe same old, tired bromides…

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…or the Placebo effect.

IN THE ENDWE FORGET…

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LEADERS ARE PART OF A

SYSTEM

A FRAMEWORKFOR PERFORMANCE

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SAFETY(Culture)

QUESTIONS

(Capability)

VISION(Outcomes)

LEADERSHIP PERFORMANCE

A MOUSTRAP?…AND LEADERSHIP?

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SAFETYwww.beaconassociat

es.net

…THE 900lb GORILLA

OF CULTURE

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SAFE ENOUGHTO FAIL

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SAFE ENOUGHTO FAIL

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SAFE ENOUGHTO FAIL

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The Organization

Expect success

Allow for failure

The Leader

Enable success – OF and THROUGH OTHERSLimit the risks from failure (To both the individual and the organization)

WHAT DOES THE CULTURE SUPPORT

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Identified Cultural Attributes

Related Leadership Competencies

Leadership Biases

Accountability 4, 6, 15, 25, 30 3 1 0 1 0

Action Oriented 1, 7, 17, 18, 19, 20, 25, 27 0 2 2 0 0 Change 1, 2, 5, 8, 9, 10, 11, 13, 16,

22, 24, 27, 28, 29 1 1 1 1 1

Collaboration 3, 4, 6, 12, 14, 24, 26, 31 1 0 3 1 0 Consistency 1, 7, 8, 15, 21, 25, 26, 30 1 1 2 2 0 Customer Focus 1, 4, 8, 9, 10, 15, 16, 22 3 3 0 0 0 Drive to Win 1, 7, 22, 23, 25, 27, 28, 30 0 3 1 1 0

Empowerment 2, 4, 6, 8, 14, 24, 28 3 2 0 0 0 High Performance 1, 7, 8, 12, 13, 22, 25, 29 3 1 0 0 1 Innovation 3, 4, 14, 16, 24, 25, 31 1 1 1 1 1

WHAT DOES THE CULTURE SUPPORT

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Cultural Attributes

Strategic Vision

Synergy Growing the Scale

of the Business

Expanding into

Adjacent Business Domains

Diversification/

Conglomeration

Eliminate Competiti

Sharpening

Business Focus

Acquiring IC and/or

Technology

Restructuring

The Business

Redefining the

Industry

Increase Supply Chain

Pricing Power

3, 4, 13, 14, 15, 19, 21

1, 5, 7, 14, 15, 18, 24

8, 16, 18, 22, 23, 28, 30

1, 3, 5, 14, 19, 20, 21, 25

13, 20, 25, 26, 27, 28, 30

1, 7, 17, 20, 22, 26, 27

13, 14, 16, 17, 19, 26

1, 3, 5, 8, 16, 18, 19, 20

7, 8, 14, 19, 20, 23, 24

1, 7, 11, 13, 14, 26

Accountability

4, 6, 15, 25, 30

Action Oriented

1, 7, 17, 18, 19, 20, 25, 27

Change

1, 2, 5, 8, 9, 10, 11, 13, 16, 22, 24, 27, 28, 29

Collaboration 3, 4, 6, 12, 14, 24, 26, 31

Consistency 1, 7, 8, 15, 21, 25, 26, 30

Customer Focus

1, 4, 8, 9, 10, 15, 16, 22

Drive to Win 1, 7, 22, 23, 25, 27, 28, 30

Empowerment

2, 4, 6, 8, 14, 24, 28

High Performance

1, 7, 8, 12, 13, 22, 25, 29

BECAUSE IF THECULTURE DOES NOT…

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IF YOU DON’T KNOWWHERE YOU’RE GOING…

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VISION

IF YOU DON’T KNOWWHERE YOU’RE GOING…

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• Talent Acquisition• Workplace/

Structural• Learning and

Development • Managerial and

Structural Support

• Personal Motivation

• Technology

• Identify prospects

• Review quality report

• Decide on data• Fill out contract• Respond to

customer request or email

• Open documents

• A high functioning team

• Net export of talent

• A clearly defined objective

• A direct report who understands how they are measured

• Profits• High returns• Increased

profitability• Reduced

turnover

Influencing factors…

…which enable successful outcomes…

…that achieve business goals.

…that are partof key work processes…

Performance occurs in this direction

…affect peopleas they perform tasks…

• Sales prospecting• Quality control• Customer

Communications• Document

preparation

IT’S ALL ABOUTOUTCOMES

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LEADERCAPABILITY

• Business acumen• Effective feedback• Managing multiple

priorities• Strategic agility

EXPECTED OUTCOMES

• A net export of talent• A clearly articulated

vision understood by the team

• A direct report developed beyond their current level

ORGANIZATIONAL GOALS

• Achieve sales/profit targets

• Deliver programs on-time & budget

• Reduce turn-over• Maintain employee

engagement

IT’S ALL ABOUTTHE OUTCOMES

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LEADERCAPABILITY

• Business acumen• Effective feedback• Managing multiple

priorities

EXPECTED OUTCOMES

• A net export of talent• A clearly articulated

vision understood by the team

• A direct report developed beyond their current level

ORGANIZATIONAL GOALS

• Achieve sales/profit targets

• Deliver programs on-time & budget

• Reduce turn-over• Maintain employee

engagement

MOST LEADERSHIP MODELS LEAVE OUT

“EXPECTED OUTCOMES”

KNOWING WHATTO ASK

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KNOWING WHATTO ASK

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What gets in the way?

QUESTIONSMATTER

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Capability

Development

Clarity

Engagement

Accountability

THE MOUSTRAPQUESTION

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As a result of doing this…

What do we hope to achieve?

BUT WHATSHOULD I DO?

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USE A SYSTEMATICAPPROACHTo Ensure Your Success.

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Identify a clear and deliberate connection between strategic vision, goals and successful leadership outcomes.

DEFINEDevelop systems and feedback mechanisms to enhance capability. Arm your leaders with the ability to ask questions.

Lead by example. Monitor and measure on outcomes – not tactics. React quickly when necessary.

MEASUREAssess the relationship between culture, goals and leadership. Ensure the culture, goals and leaders align.

CONNECT

INSPECT WHAT YOU EXPECT

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MEASURE outcomes in role before or with business results

Re-assess the cultural attributes as the program progresses

IT’S NOT A SPRINTITS A MARATHON!

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THANK YOU

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Mason HollowaySenior Director, ConsultingBEACON ASSOCIATES

- @masonholloway (Follow me and let others know what your thought! #ASTD2013, #TU310)