Date post: | 17-Jul-2015 |
Category: |
Leadership & Management |
Upload: | lauren-parkhill |
View: | 190 times |
Download: | 0 times |
Copyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com
Five Leadership Practicesthat Ignite Emerging Leaders
March 26, 2015
www.SonomaLeadership.com | [email protected] | 707.933.3882
Deb CalvertLeadership Challenge MasterSonoma Leadership Systems
Lauren ParkhillMarketing DirectorSonoma Leadership Systems
Bruce WilsonVP, Business DevelopmentSonoma Leadership Systems
Copyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.comCopyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com
#1 provider of The Leadership Challenge®
workshops and materials;
Partnering with the authors and publishers of The Leadership Challenge® for over 20 years.
Global clients and projects in strategic, enterprise‐wide leadership development.
Bruce WilsonVP, Business DevelopmentSonoma Leadership [email protected]
Welcome from Sonoma Leadership Systems
Copyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.comCopyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com
Deb CalvertLeadership Challenge Master Candidate and Author
Copyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.comCopyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com
Of Employers Think
LEADERSHIP DEVELOPMENT
should begin by age 21
The Center for Creative Leadership reports that 95% of employers believe leadership development should begin by the age of 21… even before most professionals enter into the workforce full time…Center for Creative Leadership, 2012 Leadership Insights Survey
Copyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.comCopyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com
And, yes, this is a very BIG but…
Even though 95% of employers say that leadership development should begin by age 21…
Copyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.comCopyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com
The average age managersfirst get leadership training is:
Source: Jack Zenger, “We Wait Too Long to Train Our Leaders,” HBR blog, 2012
About 10 years after they begin supervising people.
Copyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.comCopyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com
So...
The disconnect is in waiting until people have been managing long-term...
And the opportunity iswith emerging leaders.
Copyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.comCopyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com
Who is an Emerging Leader?
Copyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.comCopyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com
What about the others?
What about the 42‐year‐olds who have been managing people for 10 years without leadership development?
What about your Hi‐Po’s (regardless of age or title)?
What about your Aspiring Leaders, your Bench, your Pipeline, the workforce you want to engage and retain?
What about your Senior‐most Managers who are technically gifted but still need some development as leaders?
Copyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.comCopyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com
of companies are seriously worried about their
leadership pipelines
Source: http:// www2.deloitte.com/global/en/pages/human‐capital/articles/human‐capital‐trends‐2014.html.
83%
Copyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com
What Do High PotentialsThink about Leadership
Development?
…“high potentials at dozens of top global companies were unsatisfied with the development efforts implemented in these companies to the extent that it was
cause for many of their early departures.”
Source: Trends, 2015 ‐ Training Industry Magazine, Winter 2015 How C –Level Executives View Corporate Training ‐ Steve Fiehl (41)
Copyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.comCopyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com
This graphic from Global Human Capital Trends shows the urgency of critical people issues mapped against company readiness to handle those issues.
Copyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.comCopyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com
What Is PreventingYour Organization
FromGetting Started?
Copyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.comCopyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com
• Our senior management team doesn’t believe in the value of Leadership Development.
• Confusion about the differences in Management Training and Leadership Development.
• Leadership Development is not in our budget or budget has not been allocated for Leadership Development.
• We’d like to offer Leadership Development, but we really don’t know where to start.
• The number of Leadership Development program choices is overwhelming.
What Is PreventingYour OrganizationFrom Getting Started?
Poll:
Copyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.comCopyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com
The employee competencies most in demand in the next three years include:
LeadershipInnovationGlobal Mindset
Source: Training Industry Magazine, Trends, Winter 2015 How C –Level Executives View Corporate Training ‐ Steve Fiehl (40)
What Do C-Level ExecutivesThink about Leadership
Development?
The #1 talent management priority in 2015 will be leadership development. Source: Right Management, Talent Management: Accelerating Business Performance,
Global Trends, Challenges and Priorities, July 2014
Notice how C‐Suite Executives are now beginning to think about leadership development. This is good news! They no longer see this as a nice‐to‐have. Leadership development has clearly become a must‐have. It is becoming the expectation and priority of many business executives.
Copyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.comCopyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com
Why Leadership Development?
Higher Productivity
Greater Customer Satisfaction
Top‐line & Bottom‐line Growth
*Improved Employee
Engagement
*Engagement:“a heightened emotional connection an employee feels toward their organization that influences them to apply additional discretionary effort to their work.”
Impact on Talent
Management & Succession Planning
•Reduced cost of turnover
•Enhanced retention of key employees, high potentials
For more background on The Leadership Challenge research: www.sonomaleadership.com/research
Copyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.comCopyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com
“Before you are a leader, success is all about growing yourself.
When you become a leader, success is all about
growing others.” ‐ Jack Welch
For those of you who are experiencing Confusion in our organization about the differences in Management Training and Leadership Development. One of the key differences between leadership and management is what you see here on‐screen. Development begets development. Leaders develop others. We often see that leaders start by developing themselves so they can develop others so that, ultimately, the organization is developed.
Copyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.comCopyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com
“The best leaders bring outtwo to three times the
talents in others compared to the worst leaders.”
Source: Great Leadership Creates Great Workplaces, 2013, James M. Kouzes and Barry Z. Posner, (page 5)
Management training won’t yield the same results as leadership development. That’s why knowing and addressing the differences is so critically important.
Copyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.comCopyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com
Can YouAffordTo Wait?
Copyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com
HOW Can We IgniteEmerging Leaders?
Copyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com
Over 30 years of collecting Data
Over 5000 individual case studies
Over 5 million assessments
Global data from 72 CountriesOver 600 research studies
Source: The Leadership Challenge 5th Edition: How to Make Extraordinary Things Happen in Organizations, 2012 John Wiley & Sons Publishing
Jim Kouzes & Barry Posner Research
Copyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com
5,000,000
Copyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.comCopyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com
Highly validated 360° assessment
measuring 30 behaviors that demonstrate the
Five Practices of Exemplary Leaders
Based on frequency of straightforward behaviors
Immediately actionable
What people look for in the leaders they would willinglyfollow
Copyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com
30 Leadership BehaviorsOrganized into Five Practices
Based on 30 years of research ‐ 5 Practices exemplify leadership across:Culture | Gender | Ethnicity | Generations | Industry
Five Practices that IGNITEemerging Leaders
Copyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com
I am clear about my philosophy of leadership.
The first proven practice of exemplary leaders is Model The Way. This practice demands that leaders ask and understand “What do I stand for? What do we stand for?” After all, “People are watching”... So leaders must be intentional about the messages they send.
All the behaviors related to this practice, including the one above, ignite emerging leaders by helping them clarify their own values and align their actions with their values.
Copyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.comCopyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com
Clear Leadership Philosophy
Leaders:
Constituents:
25% more engaged
40% more engaged
Leaders with a Clear Leadership Philosophy report that they are 25% more Engaged than those who are not clear about their ownphilosophy of leadership. AND… the Constituents involved with those leaders who are clear about their own leadership philosophy are 40% more Engaged
Source: James M. Kouzes and Barry Z. Posner Correlation between LPI data and employee engagement scores
Copyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com
What if your emerging leaders could say?
I am clear about my philosophy of leadership.
Your Leadership Challenge
What difference would it make in your organization if people were more engaged and experienced a heightened emotional connection toward your organization that influenced them to apply additional discretionary effort to their work?
Think about this.
Copyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com
I show others how their long‐term interests can be realized by enlisting in
a common vision.
The second practice of exemplary leaders is Inspire a Shared Vision. This practice demands that leaders co-create meaning and inspiration about the real work they do. One of the 6 behaviors within this practice is to enlist others in a common vision by showing them how their own long-term interests can also be realized. This is an important, and often over-looked aspect of inspiration. The impact of inspiring people is significant. People NEED to be inspired when they are being asked to do big things…
Copyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.comCopyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com
Envisionand Enlist
Constituents:
Leaders:
Source: James M. Kouzes and Barry Z. Posner Correlation between LPI data and employee engagement scores
25% more engaged
50% more effective
Leaders who envision a future state AND effectively enlist others in that common purpose have Constituents who are 25% More Engaged. Additionally, the Leaders who do this are perceived by others as being 50% More Effective than leaders who do not.
Copyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com
I show others how their long‐term interests can be realized by enlisting in
a common vision.
Your Leadership Challenge
I’d like to ask you to think about your Emerging Leaders and consider what the impact would be if they were thought to be 50% more effective in their leadership.
How would this effectiveness make a difference? Think about this.
Copyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com
I seek out challenging opportunities that test my own skills and abilities.
I challenge people to try out new and innovative ways to do their work.
The third of our Five Exemplary Practices of Leadership is Challenge The Process. This practice demands that leaders make the‘impossible, possible’; This practice helps determine the “how” of a vision. All great initiatives start with a “Challenge The Process Mindset”. Here are two behaviors that express how leaders seek out challenges AND how leaders challenge others, too, to extend themselves outside their comfort zones.
Copyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.comCopyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com
Feeling and Seeking Challenge
Constituents:
Leaders:
Source: James M. Kouzes and Barry Z. Posner Correlation between LPI data and employee engagement scores
25% - 35%more engaged
40% more effective
Again, we can see the measured results of these behaviors. The engagement of people is, once again, improved by double digits for those leaders who more frequently demonstrated these behaviors. And the perceived effectiveness of leaders who demonstrate these behaviors is significant, too.
Copyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com
I seek out challenging opportunities that test my own skills and abilities.
I challenge people to try out new and innovative ways to do their work.
Your Leadership ChallengeWhat if your emerging leaders could say?
Challenge The Process behaviors help leaders and others to develop a mindset that makes it okay to experiment, risk, fail forward, innovate and learn for continual improvement.
Copyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com
I give people a great deal of freedom and choice in deciding how to do their
work.
Next we have Enable Others to Act: This practice insists on Collaboration that’s built on trust. A leader makes sure the team not only sees “how” to Challenge The Process, but knows “how to lead” the work (by building capacity, developing people) and through empowerment. For emerging leaders, this can be very challenging. They’ve risen through the ranks by doing the work themselves. Many supervisors and managers stall out because they are unable to lead by letting go.
Copyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.comCopyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com
Enable Othersto Act
Constituents:
Leaders:
Source: James M. Kouzes and Barry Z. Posner Correlation between LPI data and employee engagement scores
30% more engaged
60% more effective
Copyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com
What if your emerging leaders could say?
I give people a great deal of freedom and choice in deciding how to do their
work.
Your Leadership Challenge
What do you think might change in your organization if leaders were more frequently enabling others to act?
Copyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com
I find ways to celebrate accomplishments.
Finally, the fifth practice is Encourage The Heart: This is the “sustainability” practice. Acknowledgement and appreciation fuel our efforts. Encouragement means to pour courage into… And who doesn’t need that on occasion? Emerging leaders are ignited by receiving and by giving encouragement to others.
Copyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.comCopyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com
Benefits of Celebrating Accomplishments
Constituents:
Leaders:
Source: James M. Kouzes and Barry Z. Posner Correlation between LPI data and employee engagement scores
26% more engaged
31% more effective
Copyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com
What if your emerging leaders could say?
I find ways to celebrate accomplishments.
Your Leadership Challenge
When it comes to igniting emerging leaders, equipping them to become more effective, and getting the benefits of increased engagement… what do you envision could happen in your organization as a result of your leaders increasing the frequency of this behavior?
Copyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.comCopyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com
Why Leadership Development?
Higher Productivity
Greater Customer Satisfaction
Top‐line & Bottom‐line Growth
*Improved Employee
Engagement
*Engagement:“a heightened emotional connection an employee feels toward their organization that influences them to apply additional discretionary effort to their work.”
Impact on Talent
Management & Succession Planning
•Reduced cost of turnover
•Enhanced retention of key employees, high potentials
For more background on The Leadership Challenge research: www.sonomaleadership.com/research
Copyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.comCopyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com
What’s Next?
• Questions for [email protected]@peoplefirstps.com
• The Leadership Challenge Workshop and Facilitator Training in Sonoma, CAwww.SonomaLeadership/TLCW
• Learn more about the LPIwww.SonomaLeadership.com/LPI-360
Copyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com
Bruce WilsonVP, Business Development,Sonoma Leadership Systems
The Leadership ChallengeWebinar Series
Sonoma Leadership Systems
www.SonomaLeadership.com | [email protected] | 707.933.3882
Deb CalvertLeadership Challenge MasterSonoma Leadership Systems
Lauren ParkhillLeadership Challenge MasterSonoma Leadership Systems
Copyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.comCopyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com
Global Training Partner, The Leadership Challenge®
[email protected] | 707.933.3882 | www.SonomaLeadership.com