Strengths-Based Leadership Development System

Transcription

1 Would you like to leaders Revolutionary Leadership Development That Doubles Learner Motivation Triple their likelihood of creating an excellent personal development plan? Double their rate of improvement from 36 feedback? Report a 5% higher rate of addressing specific personal development issues? Increase their time and effort put into personal development by 3%? In a recent survey of CEOs and senior executives, 76 percent cited leadership development as important, yet only 7 percent thought their organization was doing it effectively. You cannot build performance on weaknesses. You can build only on strengths. To focus on weakness is not only foolish; it is irresponsible. It is a misuse of a human resource, what a person cannot do is a limitation and nothing else. Peter Drucker (199 25), author of 39 books and hundreds of articles on leadership, management, and organization effectiveness. Widely considered to be the father of modern management. 1

2 Discussion Overview Zenger Folkman Background/Relationship 1. Evidence-Based Leadership Development 2. Leveraging Leadership Strengths 3. Critical Components of a Best-In-Class 36 Assessment 4. Cross Training: A Revolutionary Approach to Developing Strengths 5. Wrap up ZF Founders: Leading with Strength John Jack Zenger, D.B.A. Co-founder and Chief Executive Officer Renowned expert in the field of leadership development CEO of Zenger-Miller, President of Provant Human Resources Development Hall of Fame ASTD Lifetime Achievement Award, 211 Joseph Folkman, Ph.D. Co-founder and President Renowned psychometrician and authority on assessment and change Founding partner of Novations Group, Inc. Author/co-Author of 7 books and dozens of publications About Zenger Folkman Founded in 23 to revolutionize leadership and organization development through empirical research. Evidence-based methods leveraging existing strengths. Comprehensive system including assessment instruments, development programs and executive coaching. Leveraging research and methodologies found in The Extraordinary Leader, The Inspiring Leader, The Extraordinary Coach, and How to Be Exceptional. Consulting, customizing, and integrating strengthsbased leadership approaches aligned to organizational strategy and culture. Sample Organizations Using ZF s Approach Wilfrid Laurier and Queen s Universities Canadian Tire Niagara Region Fanshawe College CIBC EllisDon Dillon (engineering) Consulting Air Transat Seneca College Rogers Elsevier General Mills Symantec Coca Cola Deloitte Fidelity Investments ConocoPhillips Adidas Marriott Lockheed Martin Safeway Zain Allianz AT&T Wells Fargo Bank US Navy 2

3 An unusual blend of credible and uncompromising research married with years of successful application with leaders and organizations. The result is innovative, at times challenging conventional wisdom I have seen talent in my organization engage and improve based on this work." Core Research and Strengths-Based Leadership Systems Kevin D. Wilde, VP, Organization Effectiveness and Chief Learning Officer and author of Dancing with the Talent Stars: 25 Moves That Matter Now The Big Need for Change Evidence-Based Leadership Development Evidence-Based Medicine The use of scientific data to confirm that proposed diagnostic or therapeutic procedures are appropriate in light of their high probability of producing the best and most favorable outcome. 3

4 The Need for Evidence-Based Leadership Development Over 124, books with leadership in the title at Amazon how many others don t have that word in their title? Over 34, Google hits on leadership books. A flood of theories, opinions, thesis papers, inspiration, training programs, frameworks, styles, models, tools Some of the Behaviors/Competencies Researched Follows Through on Commitments Getting Others to Step Up Consensus Building Ensure Alignment with Core Values Be Courageous Balance Long Term with Day to Day Personal Accountability Encourages Speaking Up Managing Vision & Purpose Humility Asks Powerful Questions Technical/Professional Expertise Drive for Results Listening Business Acumen Written Communication Organizational Savvy Intellectual Power Develops Strategic Perspective Planning & Organization Decision Making Demonstrates the Ability to Influence Goal Alignment Decisiveness Project Optimism Solves Problems and Analyzes Issues Sound Decisions Is Trusted Managing Across Boundaries Establish Stretch Goals Champions Change Addresses Conflicts and Disagreements Dealing with Ambiguity Values Diversity Self-Awareness Gives Recognition Consensus Building Ability to Change Recruits and Retains Builds Relationships Takes Initiative Conducts Reviews and Takes Action Develops Others Accepts Feedback Delegation Intelligent Risk Taking Control Emotions Inspires and Motivates Others to High Command Skills Performance Thinking Like a Customer Communicates Powerfully and Prolifically Connects the group to the Outside World Business Development Managing and Executing Projects Displays High Integrity and Honesty Global Mindset Practices Self- Development Personally Supports Others Development Collaboration and Teamwork Clear Effective Processes Helps Set Goals/Performance Expectation Market Insight Simplicity - Efficiency Provides Feedback Safety Leadership Operational Excellence Managing Across Boundaries High Standards Connects the Group to the Outside World Innovates Addresses Conflicts and Disagreements The Original Research Base Two years researching the impact of leadership performance and the key behaviors great leaders demonstrate. Data set of 2, evaluations on 2, people. Contrasted the highest-performing 1% to the lowest-performing 1%. The data conclusively demonstrates: leadership effectiveness can be measured and is strongly correlated to performance outcomes 16 competencies most differentiate the extraordinary leaders from everyone else building on existing strengths is the most effective approach to development For Full a Research Report... 4

5 Employee Satisfaction/Engagement/ Commitment Percentile Strengths-Based Leadership Development System Differentiating Competencies Focus on Results Drives for Results Establishes Stretch Goals Takes Initiative Leading Change Develops Strategic Perspective Champions Change Connects the Group to the Outside World Character Displays High Integrity and Honesty Interpersonal Skills Communicates Powerfully and Prolifically Inspires and Motivates Others to High Performance Builds Relationships Develops Others Collaboration and Teamwork Personal Capability Technical/ Professional Expertise Solves Problems and Analyzes Issues Innovates Practices Self- Development Strengths-Based Leadership Development The Good, the Bad, and the Extraordinary Same Organization, Same Pay System, Same Benefits, Same Culture Different Leaders st- 9th 11th- 19th 2th- 29th 3th- 39th 4th- 49th 5th- 59th 6th- 69th 7th- 79th 8th- 89th 1th 9th- Overall Leadership Effectiveness Based on 23,8 Leaders Great Leaders Make a Great Difference Good Leaders Have a Mediocre Impact Poor Leaders Create Dissatisfaction Searching for the Keys to Employee Engagement, Satisfaction, and Commitment One variable emerged as the best predictor of employee engagement, satisfaction, and commitment Leadership experienced every day on the job 19 5

6 Safe Work Environment (Percentile) Customer Satisfaction (Percentile) Average Percent Turnover % of Employees in Work Groups That Think about Quitting Strengths-Based Leadership Development System The Impact of Leadership Effectiveness on Turnover Percent of Employees that Think about Quitting Extraordinary leaders have much higher retention rates Bottom 3% Middle 6% Top 1% Poor Leaders Good Leaders Great Leaders 1st - 9th 1th - 19th 2th - 3th - 4th - 5th - 6th - 29th 39th 49th 59th 69th Leadership Effectiveness Percentile 7th - 79th 8th - 89th 9th - 1th Impact of Leadership Effectiveness on a Safe Work Environment Impact of Leadership Effectiveness on Customer Satisfaction Bottom 1 Percentile 11 th 35 th Percentile 36 th 65 th Percentile 66 th 9 th Percentile Top 1 Percentile Bottom 1 Percentile 11 th 35 th 36 th 65 th 66 th 9 th Top 1 Percentile Leadership Effectiveness Overall Leadership Effectiveness Technology Service Provider 6

7 Satisfaction with Company Pay & Job Security Sales in Millions Net Income Strengths-Based Leadership Development System Impact of Leadership Effectiveness on Sales Impact of Leadership Effectiveness on Team Sales $7. $6. Leadership Effectiveness versus Net Income 5 4 $4.5MM Great leaders generate much greater income. $5. 3 $4. 2 $2.4MM $3. 1 $2. ($1.2MM) $1. -1 $. Bottom 1% Next 25% Middle 3% Next 25% Top 1% Overall Leadership Effectiveness -2 Bottom 1% Middle 8% Top 1% Poor Leaders Good Leaders Great Leaders Mortgage Bank Branches Leadership Effectiveness vs. Satisfaction with Pay and Job Security 7 Case Study: Richard s Dilemma st - 9th 1th - 19th 2th - 29th 3th - 39th 4th - 49th 5th - 59th 6th - 69th 7th - 79th 8th - 89th 9th - 1th Leadership Effectiveness Percentile 7

8 What s the Message From This Assessment? Aiming for Extraordinary 5 Global Norm Richard Our greatest tragedy is not that our aim is too high and we miss it, but that it is too low and we reach it. Michelangelo How s Richard Doing Now? Strengths-Based Leadership Development th Percentile Leaders Richard Leveraging Leadership Strengths 1.5 8

9 What Does Performance Improvement Mean to Most People? Fixing Weaknesses! What We All Really Want from Life Positive emotion Engagement Relationships Meaning Accomplishment Implications for our leadership and culture development? The Power of Focusing on Strengths The Power of Focusing on Strengths What if the teacher had asked them to write down weaknesses and improvement suggestions? 9

10 Why do most leaders focus on fixing weaknesses? Why do most performance reviews focus on fixing weaknesses rather than leveraging strengths? What s the lingering effect? What s Your Culture Anchored In? Weaknesses Strengths Power-based command and Inspiring shared leadership control Catch people doing things wrong Catch people doing things right Indifference and apathy Energized and engaged Focus on fixing what s wrong Leverage/build on what s right See the worst in people Bring out the best in people "...the path to greatness is really about building profound strengths, rather than through relentlessly focusing on one's weaknesses. Michael A. Peel, Vice President, Human Resources and Administration Push and punish Pull and coach 1

11 If Someone is Average at Everything, What is the Effect of Focusing on Lower Scores? Average at Everything A B C D E F G H I J K L M N O P Will fixing one or two less-positive issues have a dramatic impact on leadership effectiveness? Typical Approach to Development 1. Evaluate current level of effectiveness 2. Identify areas of strength and weakness 3. Create an action plan to improve areas of weakness Key Research Insight You don t have to be perfect to be an extraordinary leader. Your Best Leader 1. What were this leader s most profound strengths? 2. Did this leader have any weaknesses or areas in which he/she did not excel? 3. What kept these weaker areas from undermining his/her overall impact? Your Worst Leader 1. What was this leader s Fatal Flaw? 2. Did this leader have any strengths or areas in which he/she was actually quite capable? 3. Why were these strengths not enough to change an overall perception? 11

12 Leadership Competencies Overall Leadership Effectiveness (Percentile) Strengths-Based Leadership Development System Focusing Development on Weaknesses Works Well When... A B C D E F G H I J K L M N O P Strong negative data on an issue can cripple a person s leadership effectiveness... People Have Fatal Flaws Fatal Flaws & No Profound Strengths Working on a Fatal Flaw Clearly Pays Off Why? A. When you have a fatal flaw that is all people notice. B. Change is very obvious to others. C. Starting from a low base helps to produce greater change. D. All of the above. Importance Ratings You don t have to be a superhero to be an extraordinary leader. 12

13 Average Percentile Score Percentile Strengths-Based Leadership Development System Our Research Shows Strengths-Based Development is Most Effective Extraordinary leaders are distinguished by existence of a few profound strengths, not the absence of weaknesses Overall Leadership Effectiveness A Strengths Focus Doubles Improvement Rates Pre-test Post Test *Fixed Weaknesses Built Strengths Number of Profound Strengths (Competencies at the 9 th percentile or higher) * Fixing weaknesses excludes those fixing fatal flaws their research caused us to rethink our performance management philosophy. We revamped our process to orient it more toward building employees' strengths. The results have been remarkable The biggest change has been in the energy people have for the performance management process. It is now something that most employees look forward to. How many companies can say that?" Mary Settle, Vice President of Human Resources, BARD Access Systems Strengths-Based Leadership Development Critical Components of a Best-In- Class 36 Assessment 13

14 R Squared-Variance Predicted Strengths-Based Leadership Development System Accuracy in Predicting Leadership Effectiveness Ability of Individuals in Each Rater Group to Predict Overall Leadership Effectiveness Manager Direct Reports Peers Other Self In Search of Gaps, Needs, and Weaknesses Many organizations are using a weakness-based approach to development: People don t like the process. Not much change occurs. Losing 7-8% of the training value. Negative and punishing. Joe Folkman s History with 36s Graduate School Worked with some of his professors who had created one of the first 36 assessments Wrote his dissertation on data that he had collected from a 36 that he developed Founding partner in an organization that developed hundreds of 36 assessments In 22 he started over. Components of a Best-of-Class 36 Assessment 1. Simplified competencies and survey items based on predictive evidence. 2. Ratings compared to extraordinary global norms, not averages. 3. Rating scales that avoid false positives and little differentiation. 14

15 Typical Agree to Disagree Scale Listens carefully and attentively Respondent This person is an OK listener. Participant I am doing pretty good on listening I got a 4 out of 5. 5 Strongly Agree 4 - Agree 3- Neutral 2 - Disagree 1 Strongly Disagree Strengths to Improvement Scale Listens carefully and attentively Respondent This person is an OK listener. Participant I am OK. Using this scale the average response to survey items decreased by.75 5 Outstanding Strength 4 - Strength 3- Competent 2 - Needs Some Improvement 1 Need Significant Improvement Components of a Best-of-Class 36 Assessment 1. Simplified competencies and survey items based on predictive evidence. 2. Ratings compared to extraordinary global norms, not averages. 3. Rating scales that avoid false positives and little differentiation. 4. Measure leadership effectiveness against key performance outcomes. 5. Emphasis on building strengths not gaps/needs/weaknesses. 6. Identify the key competencies most important to the leader s role. 7. Written comments only focused on flagging any fatal flaws rather than listing weaknesses. 8. An efficient survey process that takes about 15 minutes to complete. 9. Simple, intuitive, and visual feedback reports. 1. Provide insights to leaders on how to build his or her strengths. 11. Assess direct report s engagement levels. Direct Reports Commitment Index 15

16 Strengths-Based Leadership Development Cross Training: A Revolutionary Approach to Developing Strengths Using the cross training approach; our leaders achieved an across-the-board improvement of close to 15% in their year-over-year employee commitment scores. Not only did our best leaders get better, but our average leaders and even our poorest leaders showed marked improvement in their leadership effectiveness and employee commitment scores. This improvement was a critical factor in our qualifications for the Malcolm Baldrige award, which our division won. Dee Thomas, HR Director, Boeing Aerospace Support The Leader s Situation Determines Which Strengths are Key Development efforts focus on building profound strengths Specific strengths to be built vary by leader Goal is 3-5 strengths at 9 th percentile Offers a positive approach to development for individual leader and the organization Leadership Sweet Spot The Power of A + B Led to the Notion of Powerful Combinations (A) Builds Relationships If these are BOTH strengths... the probability of being an extraordinary leader: 14% + 12% 26% (B) Drives for Results 16

17 Good to Great: Non-Linear Cross Training Each Competency Has Many Companion Competencies Mental Imagery Techniques Weightlifting Stretching? Always be honest Never lie Interval Training Long Distance Running Sleeping Habits? Displays High Integrity and Honesty Be really really Honest Yoga Equipment Nutrition??? Competency Companions: Cross-Training Ideas for Leaders Competency Companion Development Guide: A Roadmap for Developing Strengths Concern for Others Drives for Results Inspires and Motivates Others Assertiveness Displays High Integrity and Honesty Deals Well with Ambiguity Decisiveness Positive Optimism Trust Research identified statistically correlated companion behaviors for each competency. Each companion behavior represents a leadership crosstraining idea for development. Each provides a potential path for building on an existing strength. 17

18 Public Workshops The Extraordinary Leader (1 day) and The Extraordinary Coach (1 day) Vancouver, BC December 1 and 2 Edmonton December 3 and 4 Mississauga December 1 and 11 The Extraordinary Performer Dec. 12 Give Brad/Me Your Card For: A chance to win a copy of How to Be Exceptional or The Extraordinary Coach. Links to further articles/white papers and blogs expanding on today s material. A copy of my slides. Links to archived webinars. Further info on our public workshops. The effective executive makes strengths productive.one cannot build on weaknesses. Strengths are the true opportunities. to make strength productive is the unique purpose of the organization. It cannot overcome the weaknesses with which each of us in endowed, but it can make them irrelevant. Organizations must feed the opportunities and starve the problems. Peter Drucker (199 25), author of 39 books and hundreds of articles on leadership, management, and organization effectiveness. Widely considered to be the father of modern management 18