Lecture Materials STRATEGIC LEADERSHIP ISSUES. Terry Saber Partner Wipfli LLP Edina, Minnesota

Transcription

1 Lecture Materials STRATEGIC LEADERSHIP ISSUES Terry Saber Partner Wipfli LLP Edina, Minnesota August 5, 2016

2

3 Leadership Development: Leadership Competencies Date or subtitle Graduate School of Banking-Junior SLI Core August Course Objectives 1. Linking Leadership Competencies with LSI and dimensions/levels of leadership 2. Understanding Core Leadership Competencies 3. Further expand your Leadership Development Plan 2 1

4 Educating Professionals, Creating Leaders How We Lead Matters Life is made up of a series of days and choices and how we lead matters. - Marilyn Carlson Nelson, Chair, Carlson Companies 4 2

5 Leadership Dimensions Foundational, regardless of any situation or business strategy Situational, depending on the business context Strategic, depending on the business strategy 5 Levels of Leadership Leading Oneself how individuals manage their own thoughts, feelings, and actions Self awareness; ability to balance conflicting demands; ability to learn; leadership values Leading Others working together Ability to build and maintain relationships; ability to build effective work groups; communication skills; ability to develop others Leading the Organization facilitating the accomplishment of work Management skills; ability to think and act strategically; ability to think creatively; ability to initiate and implement change Center for Creative Leadership, Handbook of Leadership Development, pgs

6 Leadership Competencies vs LSI Life Styles Inventory (LSI) How you think thinking styles that influence behaviors. Important to know for selfawareness. Leadership Competencies How you lead the knowledge, skills and behaviors that drive results. 7 Transformational Leadership... Leadership in which the leader identifies the needed change, creates a vision to guide the change through inspiration, and executes the change with the commitment of the members of the group The non-quantitative stuff ultimately is the real driver of sustained bottom line profitability... the numbers are not the plan! 8 4

7 How We Lead Matters Leaders cannot truly be judged until ten years have passed after their tenure. Did the company stay the course? Did it produce other leaders just as successful? 10 Greatest CEO s Jim Collins - Marilyn Carlson Nelson Chair, Carlson Companies 9 Questions to Ponder 10 5

8 Questions to Ponder Do required Leadership Competencies change over time? 11 Questions to Ponder Are great leaders born or taught? 12 6

9 Questions to Ponder How do you recognize a great leader? 13 Questions to Ponder Who are some of the greatest leaders? Which core leadership competencies made them such? 14 7

10 Leadership Competencies Describes what effective leadership entails Knowledge, skills, abilities for leadership ~ Describes how the work gets done Typically 8-16 competencies for level (Executive) Models are acquired or developed: ~ Adopted from a validated model (e.g., Lominger, PDI, Polaris, Halogen, Cornerstone) ~ Created from scratch ~ Derived from values and strategic priorities 15 9 Leadership Competencies 1. Coaching / Performance Management 2. Change Leadership 3. Collaborative Leadership 4. Navigator 16 8

11 9 Leadership Competencies 5. Strategist 6. Entrepreneur 7. Talent Advocate 8. Captivator 9. Global Thinker Coaching/Performance Management Works to improve and reinforce performance of others Facilitates their skill development by providing clear, behaviorally specific performance feedback, and making or eliciting specific suggestions for improvement in a manner that builds confidence and maintains self-esteem 18 9

12 2. Change Leadership Initiates and/or manages the change process and energizes it on an ongoing basis, taking steps to remove barriers and accelerate its pace 19 A Saga of Decline & Denial... GM set the standard of how a company should be run, how utilitarian products could be made cool and how they should be sold. It helped win a world war, drive American prosperity and reinvigorate business-school curricula. Nobody else could cover the whole range of the marketplace like GM, not Ford, not Chrysler, said Gerald Meyers, a former chief executive of American Motors Corp. and now a professor of business management at the University of Michigan. In the end, though, GM was a victim of its own success its path to bankruptcy paved with the very management, marketing and labor practices that made it the world's largest and most profitable company for much of the 20th century. Strategies that had once been deemed innovative became a millstone on the whole company. WSJ, June 2,

13 Leadership Vision always stands in contrast to the world as it is. Vision demands change. It implies movement. But a vision requires someone to champion the cause. - Andy Stanley, Visioneering Collaborative Leadership Promotes and generates cooperation among one s peers in leadership to achieve a collective outcome, foster the development of a common vision, and fully participate in creating a unified leadership team that gets results 22 11

14 4. Navigator Clearly and quickly works through the complexity of key issues, problems, and opportunities to affect actions Analyzes large amounts of sometimes conflicting information Knows which factors really matter in the overall scheme of things Strategist Develops a long-range course of action or set of goals to align with the organization s vision Focuses on creating a plan for the future Makes decisions that drive the organization toward its vision 24 12

15 6. Entrepreneur Identifies and exploits opportunities for new products, services, and markets Is always alert for creative, novel ideas Is able to look at events from a unique perspective and develop ideas never introduced before 25 The Creative Imperative We are in the risk management business (remains cornerstone!) but... A greater emphasis on human imagination, innovation and creativity must be the key differentiators for business. World Economic Forum Davos, Switzerland (WSJ 1/28-29/06) 26 13

16 7. Talent Advocate Attracts, develops, and retains talent to ensure that people with the right skills and motivations to meet business needs are in the right place at the right time Ensures that the organization has people with potential to meet present and future organizational needs Talent Advocate (continued) Is less concerned with filling specific positions than with attracting and retaining talented individuals KNF Aka: Key Networking File! 28 14

17 8. Captivator Builds passion and commitment toward a common goal Transfers the energy of their message in such a compelling way that people take ownership of the strategy or vision and are empowered to carry it out 29 Leadership requires passion. You cannot lead without passion. - Dave Ramsey, EntreLeadership 30 15

18 9. Global Thinker Integrates information from all sources to develop a well-informed, diverse perspective that can be used to optimize organizational performance Understands and accepts international and cultural differences and behaves in a way that accommodates people s varying perspectives 31 How We Lead Matters Integrative leadership how best to leverage our influence and work across sectors on complex problems for the common good connecting the dots between the company and the outside world and within the company - Marilyn Carlson Nelson, Chair, Carlson Companies 32 16

19 The Evolution of Leadership We have always believed that building leaders is a strategic imperative. When times are easy, leadership can be taken for granted. When the world is turbulent, you appreciate great people. - Jeff Immelt, Chairman and CEO, GE 33 Scenario #1 Situation: (To be discussed in class) Which leadership competency is most needed and why 34 17

20 Scenario #2 Situation: (To be discussed in class) Which leadership competency was most lacking? 35 The most dangerous leadership myth is that Leaders are born that there is a genetic factor to leadership. That is nonsense. In fact, the opposite is true Leaders are made rather than born. -Warren Bennis 36 18

21 Leader Development Defined as: The expansion of a person s capacity to be effective in leadership roles and processes. Roles that: Facilitate setting direction Create alignment Maintain commitment people or teams Center for Creative Leadership, Handbook of Leadership Development, pg Five Key Methods of Development 1. Developmental Relationships Mentors Manager as Coach Peers Social networks 2. Feedback Processes Performance Appraisal 360 degree feedback Center for Creative Leadership, Handbook of Leadership Development, pg

22 Five Key Methods of Development (Continued) 3. Self-Development Activities Reading (books, articles, online resources) Professional conferences and trade shows Town hall meetings, staff meetings 4. Developmental Assignments Job Moves Job Rotations Expanded work responsibilities Temporary assignments Center for Creative Leadership, Handbook of Leadership Development, pg Five Key Methods of Development (Continued) 5. Formal Programs University programs Skill Training Center for Creative Leadership, Handbook of Leadership Development, pg

23 The Leader Development Model Variety of Developmental Experiences Assessment Challenge Support Leadership Context Leadership Development Developmental Experiences Ability to Learn A. Developmental Experiences B. The Development Process 1. Create rich and integrated developmental experiences (that provide Assessment, Challenge, Support) 2. Enhance people s ability to learn from experience 3. Align leader development with leadership context Center for Creative Leadership, Handbook of Leadership Development, pg Assessing Development Needs Performance Feedback Competencies Current Gaps Future Opportunities Talent Assessments Formal Assessments 360 feedback LSI Hogan, Watson Glaser, etc. Center for Creative Leadership, Handbook of Leadership Development, pg

24 Tools Job Descriptions Performance Feedback Feedback from Others Competency Definitions Leadership Development Plans 43 Name: Leadership Development Plan Date: Current Position: Current Manager: Career Interests Desired Position(s) next 1-2 years: Desired Position(s) next 3-5 years: Long-Term Career Interests: Current Strengths and Development Needs Strengths Development Needs Feedback from Others (positive and negative) 44 22

25 Leadership Development Future Targeted Position(s): Plan (Continued) Key Competencies, Knowledge, Skills needed in Future Position: Strengths to Leverage (in targeted position) Development Needs (to strengthen competencies in targeted position) 45 Leadership Development Plan (Continued) What experiences, Key Competencies, Knowledge, Skills are critical for you in reaching your goals: Strategy 1: Desired Results: Activities: Resources Needed: Indicators of Progress: Target Completion Date: 46 23

26 Where Leaders Learn Challenging Assignments Increase in scope of responsibilities, job rotation, responsible for creating change Developmental Relationships Bosses and superiors, difficult people, non-work guides (community leaders), mentor or coach Adverse Situation Crisis, mistakes, career setback, ethical dilemmas Course Work and Training Self-initiated, employer-arranged Personal Experiences Center for Creative Leadership, Handbook of Leadership Development, pg Experience Paradigms Experience does not always lead to learning Variation is necessary for experience-based learning Relationships can catalyze the transfer of learning Culture matters Learning from experience has clear returns for managers and organizations ROE can be enhanced Center for Creative Leadership, Handbook of Leadership Development, pgs

27 Leadership and Learning are indispensable to each other. - John F. Kennedy 49 As we look ahead into the next century, leaders will be those who empower others. - Bill Gates 50 25

28 Summary 1 Identify your personal leadership competency strengths. and leverage them! Summary 2 Identify your leadership development competency needs.and develop them!

29 Summary 3 Actively seek/listen for the leadership competencies you hear/see in leaders you respect... and recognize the value in learning from others! QUESTIONS? Terry A. Saber Partner, Strategic Advisory Services tsaber@wipfli.com (952)