Dimensions in Leadership. From Commander to Coach

Transcription

1 Dimensions in Leadership From Commander to Coach

2 Take the driver s seat Engage What do I want to get out of this session? What can I contribute to this conversation? Interact What level of participation do I choose? Who can I learn from? Consider How does this information apply to challenges in my group or organization? Apply What will I do with this when the road trip is over?

3 Relevance Next Exit

4 How many squares?

5

6 Newest Worker Attributes Uncommitted Rebellious Well-educated Idealistic Entitled Hopeful Time Man of the Year 1966

7 Newest Worker Attributes Uncommitted Rebellious Well-educated Idealistic Entitled Sarcastic

8 What s the problem? National Unemployment Rate Ratio of quits per layoff and discharge

9 What s the problem? Front-line Staffing levels Loss of revenue Recruitment/ selection/ training costs Other opportunity costs Success rate of new managers

10 Case Studies Next Exit

11 What is most important? Technical skills, IQ or Relationships? Measuring soft skills is a problem. What solutions are available? Which EI subscales measure potential for success as a leader?

12 Emotional Intelligence defined as interrelated social and emotional skills and competencies that determine how effectively we understand and express ourselves, understand and relate to others and cope with daily demands Reveun BarOn

13 EI & Leadership Development Factors Relationship Building Cognitive Ability Communication Decisiveness Self-Management Technical Ability Success 23.8% 23.8% 16.4% 13.4% 12.8% 5.9% Derailment 45.3% 10.5% 5.2% 2.0% 26.3% 10.5% Source: Center for Creative Leadership

14 Star Performer Model Purpose of Study: Examine the relationship between Emotional Intelligence (EI) competencies and performance of Zaxby s restaurant general managers: Star Performers (hand picked) Sales & Profit Growth (sales, labor and COGS) Guest experience (mystery shop & complaints) Operational Excellence (restaurant evaluations & cash control) 22

15 Star Performer Model Research Results 78 General Managers assessed Used BarOn Emotional Quotient (EQ) Inventory Used descriptive statistics Conducted group comparisons between top and low performers Determined which EI competencies best predict differences between the above groups 23

16 Star Performer Model Star Performers Sales* & Profit Growth Guest Experience Operational Excellence EQ Predictors Reality Testing Optimism Self Regard Assertiveness Emotional Self-Awareness Impulse Control Interpersonal Relationships** Emotional Self-Awareness*** * There were NO predictors for sales performance ** LOW scores on Interpersonal Relationships predicted operational excellence *** ESA was a predictor for cash control 24

17 Actual EQ-i score comparisons Hand Picked by Owners Total EQ Intrapersonal Stress Management Adaptability General Mood Emotional Self Awareness Impulse Control Reality Testing High Performers Low Performers 25

18 EI & Leadership Development (The most important factors) For all industries Self Actualization Happiness Optimism Self-Regard Assertiveness For GMs Reality Testing Emotional Self awareness Impulse Control Optimism Self-Regard Assertiveness

19 Star Performer Model Reality Testing: Ability to differentiate between what you experience (feel) and what objectively exists - seeing things as they are versus how you want to see them.

20 Star Performer Model Emotional Self-Awareness: Ability to recognize one s feelings, differentiate between them, know why you have them and recognize how they affect others.

21 Star Performer Model Impulse Control: Ability to resist or delay an impulse, drive or temptation to act. Can be composed, levelheaded and control anger.

22 What are the consistent fail points for new supervisors? How do we address existing leaders who role- model ineffective leadership styles? How do we incorporate soft-skill and relationship coaching into the culture?

23 When you get to do what you do best every day, you become more productive, happy and satisfied.

24 Development Model Entire team s Strengths Personal leadership development Professional and personal Include a finish line No magic wand Guided Development Discussion Work place specific development Your Top 5 Key Results Needed Specific to scope of job Created by words or actions May or may not be true Can be changed Steps to achieve success Clear milestones, follow up

25 What s your case study?

26 Road To Success Alternate Title Page

27 top tips 1. Seek out diversity of perspective and experience 2. Trust in positive intentions 3. Agree on the problem to solve 4. Align action with strategy 5. Plan sustainability on the front end

28 DESTINATION Next Exit Dimensions in Leadership From Commander to Coach