Leadership & Strategic Wellness

Transcription

1 Leadership & Strategic Wellness ISODC Conference, Vermont May 17 th 20 th, Brent Green, Ph.D., MPH, Presenter Principal, IntelliVen-San Francisco Copyright 2017 IntelliVen, LLC and Peter F. DiGiammarino & Brent Green. All rights reserved. Quotation, reproduction or transmission is prohibited without written permission from IntelliVen, LLC and Peter F. DiGiammarino

2 Ø Our Vision: Evidence-based business theory can help leaders Flourish (able to thrive in the marketplace)!

3 Our Assumptions: Effective leadership teams drive successful organizations! Most leadership development systems are rear view mirror in approach (& ignore organization evolutionary stages). Leadership skills can leap-frog competitors when aligned with evolutionary phases. Leadership teams Flourish with balanced skill levels.

4 Two Target Outcomes: 1) Understand that: o C - team skills can be described, measured, planned, and managed. o Organizations evolve through five more-or-less welldefined maturity stages. o The ideal executive team skill mix changes as an organization matures. o It is strategic to have a planned, balanced approach to leadership team skills. 2) Identify your C - team s skill-mix and compare it with successful organizations at the same stage of maturity.

5 Organizations Mature through five generic stages: DEFINING ELEMENTS: Concept Money Team First clients First employees Revenue/Funding Plan Leadership Drive Going Concern Sale or Finance IPO Routine CONCERNS: Get Started Proof Survival Focus Execution Growth Performance Payoff Managing Growth New Growth Concept Startup Credible Sustainable Mature STAGES: * Based on Leading at the Speed of Growth by Catlin & Matthews.

6 Executive Team Skill Assessment Organization name: Example Organization Mark its stage of maturity with an X: X Concept Startup Credible Sustainable Mature

7 Leaders and teams have many skills Are they relevant in the same amounts at each evolutionary stage of organization growth? No, they are NOT! SKILLS

8 Organization maturity stages require a different leader skill balance! LEADER and TOP TEAM ROLE* Idea Maker Zealot Doer Decision Maker Delegator Direction Setter Team Builder Coach Planner Communicator Industry Innovator Change Catalyst DEFINING ELEMENTS Concept Money Team First clients First employees Revenue/Funding Plan Leadership Drive Going Concern Sale or Finance IPO Routine CONCERNS Get Started Proof Survival Focus Execution Growth Performance Payoff Managing Growth New Growth STAGE Concept Startup Credible Sustainable Mature * Based on Leading at the Speed of Growth by Catlin & Matthews. 8

9 Effective Executive Team Skills are a mix of nine competencies across three generic areas* There is no perfect leader or team. SKILLS KNOW Industry The ideal mix of skills must change as an organization matures. * From: The Conduct of Due Diligence on Leader Talent. OD Practitioner, vol. 32/#2, 2000, by Vicino & Green, pgs ACT Function Influence Execute Plan Organization THINK Create Analyze Strategy 9

10 Our Method: Interview and assess team members using a skills survey.

11 Sample: Tabulated results by leader and team Jack Joe Sue Mary Ellen Kai Praveen Bill Ron Lee Develop learning & development suggestions based on scores

12 Case Example: Nine sub-skill details help determine a leader team s learning focus! COMMENTS This team knows a lot! but is short on imaginative ways to get results lacks strong rollout skills Suggestion: Team needs focus on how to get important things done, and then Act (aim and then fire!). 12

13 What Know-Think-Act skills does your senior leader team have?

14 Summary of Three Generic Skill Sets Know Think Act Technical/Functional Analytic Planning Industry Understanding Creative/Innovative Communication Organization Knowledge Strategic Execution Our approach: Interview and survey each executive 14

15 Executive Team Skill Assessment Worksheet Organization name: Mark its stage of maturity with an X: X Concept Startup Credible Sustainable Mature Draw a horizontal line to indicate the relative strength of your top team in three generic skill areas: Know Think Act High Low 15

16 24,000 data points collected over decades reveal the ideal mix of leadership skills by stage of maturity* Know Think Act STAGE Concept Startup Credible Sustainable *From: The Conduct of Due Diligence on Leader Talent. OD Practitioner, vol. 32/#2, 2000, by Vicino & Green, pgs Mature Decline 16

17 Implications Use the nine ideal Know-Think-Act skill profile for: Assessment Recruitment Selection Coaching Incentives Development Retention Transition Succession Goal Setting

18 Case Study #1: Global U.S. medical device manufacturer executive team profile pre-post Pre Intervention Post Intervention Cited from: The Conduct of Due Diligence on Leader Talent by F. Vicino, Ph.D. & B. Green, Ph.D, OD Practitioner, vol. 32/No.2,

19 Case Study #1: Performance improved for a U.S. global device manufacturer Pre-intervention Post-intervention Intervention Yr -5 Yr -4 Yr -3 Yr -2 Yr -1 Yr 1 Yr 2 Yr 3 Yr4 Yr 5 Yr 6 Yr 1 Yr 2 Yr 3 Yr -4 Yr 5 Yr 6 Cited from: The Conduct of Due Diligence on Leader Talent by F. Vicino, Ph.D. & B. Green, Ph.D, OD Practitioner, vol. 32/No.2,

20 Case Study #2: Startup team improved in several skill areas year-over-year COMMENTS Added functional depth and lost some industry depth with gains in organization skills with one leaders departure and two additions to the top team. Lost ground on analysis and creativity, offset by advances in strategy. Significant depth and skill advancement in terms of getting things done. Recommendation: Work on aiming before firing and then implement the plan they design. 20

21 Research Study: 5 CEOs and C - team members reveal positive impact one year post intervention 59 responses collected from 19 executives with 190 raters, from 5 organizations, post intervention. Type of Impact Positive Impact on Self Positive Impact on Team Incidence E.g.: I recognize now more fully my strengths and weaknesses; it confirms my own awareness E.g.: We now have a senior manager representative to sit on our executive team to improve communication up and down our business." Cited from: Listening To Leaders: Feedback on 360 Degree Feedback One Year Later, by Brent Green, Ph.D., O.D. Journal, from the Global O.D. Institute, vol. 20, #1,

22 Case example #2 We have grown rapidly and just added two new executives to our C-Team. Yet, we seemed to have alignment and communication challenges. Using a fast-paced workshop, IntelliVen implemented Leader- Assess with minimal effort, time, and expense. My team was helped to assess how we were working together and what we needed to achieve our goals. We revisited our skills, behaviors, and expectations of each other, and clarified how to better integrate new members. Our team now feels refreshed and newly focused on how to drive success! ---Reid Jackson, CEO of Compusearch, a 250-person firm that provides enterprise software and services that automate business processes and rules around the flow of public sector funds to ensure regulatory compliance and to increase productivity, transparency, and auditability. 22

23 Case example #3 Our top leadership team has worked with Leader-Assess two years running. IntelliVen's unique system gave us great information from multiple angles. Everyone felt good about the process and got a ton out of it. We used it to get the team talking about the right things and to help us decide who to hire to improve our skill mix relative to success norms. It generated all the value, and took a lot less time and money to implement, that I expected. ---Roman Iwachiw, CEO, of FI Consulting; a 60-person firm that helps large banks, government financial agencies, and finance industry regulators assess and manage retail credit models. 23

24 Conclusion: Leader skill mix matters. Skill mix can be measured, managed, planned, & improved. Great leaders and teams balance their skill mix to help an organization Flourish!

25 IntelliVen Resources Free Subscribe to IntelliVen blog IntelliVen tools, insights, videos Course syllabus, reading list, windows-of-time PDF of today s slides Today s session Fee Board-in-a-Box Management Team Workshops Executive Performance Assessment Executive Assessment vs Stage Ideal Multi-rater Peer-review process 360 Leadership Practices Inventory Strategy Development Initiative-to-Action Contracting and Governance Culture Development Manage to Lead Workbook Executive Training Sessions 25

26 Selected References Ames, D. & Wazlawek, A. How to tell if you are a jerk in the office, Wall Street Journal, C-Suite Strategies section, Catlin, K. & Matthews, J. Leading at the speed of growth: journey from entrepreneur to CEO. Kauffman Foundation, DiGiammarino, P. F. How a top team spent a little time and took a big step to the next stage of growth Dierdorff, E. & Rubin, R. Research: we re not very self-aware, especially at work, Harvard Business Review, Green, B. Listening to Leaders: feedback on 360-degree feedback one year later, Organization Development Journal, vol.20, #1, Vicino, F. & Green, B. The Conduct of Due Diligence on Leader Talent, OD Practitioner, vol. 32, #2, 2000.

27 What do you take away from today s session?

28 Thank you! Subscribe