Copyright Zenger Folkman All rights reserved. 5/25/2016 EXECUTION. Theory. How. Why. When. What. Execution: How Leaders Get Things Done

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1 5/25/216 : How Leaders Get Things Done 1. vision and strategy handout of this presentation is available to download now in the Handouts section of your webinar tools. Objectives Theory Why What EXECUTION How Leaders Get Things Done Females are Rated Significantly More Positively on Comparing Males versus Females Jack Zenger, CEO Joe Folkman, President Zenger Folkman How When 2. Efficient action ccepting accountability Providing adequate resources Creating high performance teams 3. Positive behavior cting with integrity Setting stretch goals Moving speedily Encouraging innovation Providing feedback is a Distinguishing Characteristic in Identifying Top Performing Leaders Leaders were assessed on their achievement of goals and their effectiveness on critical leadership behaviors. Comparing those who were rated as top performers to all other leaders based on 3 effectiveness ratings, four of the top 1 behaviors that distinguished these leaders dealt with execution. Other (6,611) Top Rating (884) Has the courage to make the changes that will 43 improve the organization Has a perspective beyond the "day-to-day" work to 42 take a longer-term, broader view of business decisions Is energized and excited to take on challenging goals 41 for which he/she is held personally accountable.. Has demonstrated ability to represent the 41 organization to key groups.. Is willing to become a champion for new projects or 43 programs, presenting them so that others support them. 19. Establishes high standards of excellence for the work 41 group. 55. Helps others understand the organization's vision and objectives so that they can translate them into 23. Willingly goes above and beyond what needs to be 42 done Maintains a clear perspective between the overall picture and the details. 16. Does everything possible to achieve goals Declines with ge for Males by ge and Gender Copyright Zenger Folkman 216. ll rights reserved. Male Female Male Female Up to and ge over 1

2 5/25/216 Supervisors re Rated More Positively on Than Top Management by Positions Top Management Senior Management Middle Managers Differs by Geography US sia Middle East by Location Latin merica 37 Supervisors 34 Canada Europe frica Which Competencies are Rated Most Positively Displays High Integrity and Honesty Takes Initiative Technical/ Professional Expertise Solves Problems and nalyzes Issues Connects to the Outside World Champions Change Establishes Stretch Goals Innovates Develops Strategic Perspective uilds Relationships Develops Others Communicates Powerfully Collaboration and Teamwork Practices Self-Development Inspires and Motivates Others ased on results from 76,714 leaders from across the globe Differs by Functional rea by Function Sales 61 Customer Service General Management Legal Finance and ccounting dministrative, Clerical Operations Information Technology Quality Management Product Development Manufacturing Marketing Facilities Management, Maintenance Engineering Research and Development HR, Training Safety Competency Top 1 Countries for China (1,588) South Korea (393) United States (3,318) Spain (684) Pakistan (142) Mexico (1,558) Hong Kong (1) Italy (353) Colombia (358) Singapore (217) by Country Which Competencies Most Drive Success? Inspires and Motivates Others Collaboration and Teamwork Solves Problems and nalyzes Issues uilds Relationships Communicates Powerfully Technical/ Professional Expertise Displays High Integrity and Honesty Develops Strategic Perspective Takes Initiative Develops Others Champions Change Innovates Establishes Stretch Goals Connects to the Outside World Practices Self-Development Primary Manager Secondary Manager % Rating Importance % 1% 2% 3% % % % Copyright Zenger Folkman 216. ll rights reserved. 2

3 5/25/216 What Does an Individual Need to Execute Well? Researchers Studied the Relationship etween Two Competencies First They Looked at Without If this is a strength but this isn t The probability of being an extraordinary leader: 8% The Power of + Confirms the Existence of Powerful Combinations Then They Looked at Without If this is a strength The probability of being an extraordinary leader: 3% Improving If is a Significant Weakness Write Work Down Harder Goals Make Work Goals a Faster Priority If these are OTH strengths... The probability of being an extraordinary leader: 3% + 8% Don t Get Distracted, Sleep at 11% The Stay Office Focused but this isn t If is a Strength Copyright Zenger Folkman 216. ll rights reserved. 3

4 5/25/216 3 Clusters of Companion ehaviors Planning and Organization Planning & Organization 1. vision and strategy Planning and organization nticipating problems 2. Creating an execution environment Culture of accountability ssuring adequate resources Creating high-performance teams 3. Positive behavior Setting stretch goals Moving with speed Innovating Providing recognition and feedback Vision of Desired Results nticipates Problems ottom 1% Next 25% Middle 3% Next 25% Top 1% bility to nticipate Problems nticipates Problems Leaders who were better at anticipating problems, were rated as much more effective at execution Ready, im, Fire! The Grass is lways Greener Make a habit of creating a plan for execution Include others in the planning process Find ways to create commitment from others who must execute the plan. Have you ever noticed cows in a field are always sticking their heads through the fence to eat the grass on the other side? Take the Time to nticipate Research has shown that when people take the time to anticipate potential problems, they can accurately predict what might go wrong. Copyright Zenger Folkman 216. ll rights reserved. 4

5 5/25/216 Integrity and Trust Speed happens when people...truly trust each other. Edward Marshall What happens on a project where you question a person s integrity and there is a lack of trust? suffers Is Quick to ct Top Performers Other Leaders Comparison of Top Performers to Other Leaders Integrity & Trust Overall Leadership Effectiveness We compared 884 top performing leaders to 6,613 other leaders. We found the top performers were significantly more effective leaders. Looking at the top behaviors that showed the most difference between the top and other leaders, the following items emerged. Spots new trends, potential problems, and opportunities early. Has the ability to anticipate and respond quickly to problems. Quickly recognizes situations where change is needed. Create a High Performance Team Is Quick to ct Create a High Performance Team Perhaps you have been on a team where you Were highly motivated to keep up with the team. Were proud to be a member. Felt a strong bond between team members and it was fun to be at work. The Three Pillars of Trust Positive Relationships Is there any downside to speed? Knowledge/Expertise Leadership Speed is Emerging as a Key Dimension in Effective Leaders Today 26 Consistency The higher the speed, the better the execution Leaders Percentile Range on Speed Team Leaders: 1. Inspire More Than They Drive High performance teams are more pull than push. 2. Resolve Conflicts and Increase Cooperation Work to resolve differences quickly and promote cooperation. Conflicts can tear teams apart. 3. Set Stretch Goals Set stretch goals and create an internal drive in the team to accomplish the impossible. 5 Leadership ehaviors that Create High Performance Teams (Results from 66,695 Teams) Copyright Zenger Folkman 216. ll rights reserved. 4. Communicate, Communicate, Communicate the Vision and Direction e a broken record and help team members focus on the vision. 5. re Trusted e trusted by all team members. 5

6 The image part with relationship ID rid2 was not found in the file. 5/25/216 Effective Feedback and Development Leaders who were better at providing helpful feedback were rated as much more effective at execution ottom 1% Next 25% Middle 3% Next 25% Top 1% Gives honest feedback in a helpful way. Improving Recognition and Reward Skills 1. Catch people doing something right. (Ken lanchard) 2. Recognize effort and hard work, not intelligence. (Carol Dweck) 3. e better at noticing. 4. Say thank you more often. 5. Make more positive emotional connections. Key to PUSH EXECUTION DIRECTION 66 PULL 81 Effective Feedback & Development Provides Rewards & Recognition Faulty ssumptions in Giving Feedback ssumption 1: People don t realize there is a problem In a survey of 3,875 people, 74% were NOT surprised and already knew about the problem. ssumption 2: It is best to get over it quickly Percentile I feel that my manager provides me with honest, straightforward feedback on a regular basis. 36 Strongly Disagree Disagree Neutral gree Strongly gree Most of the time my manager carefully listens to my point of view about problems before giving me feedback. Provides Rewards and Recognition Small doses of recognition don t increase execution, but being highly effective has a significant impact ottom 1% Next 25% Middle 3% Next 25% Top 1% Takes time to recognize the accomplishments of team members SMLL DOSES EFFECTIVE RECOGNITION Provides Rewards & Recognition Zenger Folkman helps organizations flourish by increasing the effectiveness of leaders at all levels. Our unique, strengths-based development methodology enables leaders to move faster and higher. Each offering is solidly grounded in research, utilizing our extensive empirical database. The end results are statistically significant improvements in how leaders lead, how their employees engage, and how their companies profit, allowing both leaders and organizations to soar to new heights. Copyright Zenger Folkman 216. ll rights reserved. THNK YOU Contact us at info@zengerfolkman.com or 6