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the table group consulting partners official providers of patrick lencioni contentTable Group Consulting Partners

Bud Wrenn

Grooming Managers into Leaders

NASACT 2015

the table group consulting partners official providers of patrick lencioni content

All other things being equal, your people skills (or lack of them) become more

pronounced the higher up you go…. Your people skills often make the difference in

how high you go.

Marshall Goldsmith‘What Got You Here Won’t Get You There’

I. Leading Conduct

1) Are you trustworthy?

A trustworthy teammate ALWAYS has the best interest of others at heart , is open-

minded, honest and willing to admit mistakes, is dependable, exhibits

consistent behavior and knows their limitations. She / he is accountable for behaviors, challenges the status quo, is self-motivating and assures quality, even

in the face of discomfort.

Trustworthy Leader Themes•Transparency• Courage• Willing to be a follower• Authenticity• Expecting the same behavior of self/others• Influencing behavior of others• Ensuring behavioral accountability• Forgiving• Self-motivated• Empowering of others• Alignment• Resolute• Competitive excellence

2) Are you authentic?

- admit mistakes and weaknesses,

- apologize and make amends and

Vulnerability-Based Trust - The willingness of team members to be genuine, authentic, and to

- ask for help.

3) Are you emotionally mature?

Self-Awareness+

Social Awareness=

Emotional maturity

Self-Awareness – Knowing and understanding how I come across

Social-Awareness – Knowing and understanding how others around me are processing and how they are bring impacted by what is going on around them.

Do you know what to STOP doing, and

when to STOP doing it?!

II. Leading (is) Influence

Understand Human Behavior

The Nature of Communication: Differing ways of expression / total expressiveness….

- Body language

- Media expression.

- Verbal expression,

All of these modes- verbal, body language & media - will reflect Topic, Tone & Timing.Organizational communication is seldom the problem, but rather is a symptom of a deeper problem, usually related to trust. Quality of Communication is directly related to the level of trust between messenger and recipient.

Obstacles to Quality Communication

… Personality Types – Natural Processing and Behavioral tendencies

… Conflict Styles – Externalization of reaction to and navigation of potentially stressful encounters & situations

Personal Obstacles: Differences in ….

Obstacles to Quality Communication

… External Perspective – The ‘lens’ through which we tend to see the world around us

… Moral / Ethical Codes – Source and nature of moral standards

… Personal preference for convenience rather than social ‘richness’ in communication

Generational Factors –Shifts in views about….

… Morality: Moral Relativism vs. Moral Absolutes;

… Relationship: Social Media, or ‘E-Communication’ vs. Social Relational; Easy access

… Institutions: Institutional Trust or Allegiance

Technology naturally leads to a focus on breadth rather than depth.

Organizational Factors - The aggregation of personal and generational factors.

Demonstrate Empathy

Three questions employees are asking….

- Who around here really knows me? - Is my work impacting the lives of others? - How am I doing in terms of performance?

Dealing with Anonymity

… Adapt your own leadership style to ‘fit’ each employee

… Spend time to get to know your people – even outside work

Dealing with Irrelevance

- Demonstrate personal vulnerability: Come to grips with your own insecurities, strengths and your weaknesses, and deal transparently with them

- Get to know their strengths, personalities, etc. & help them leverage them

- Establish a clear mutual, corporate understanding of accountability with your people

Dealing with Immeasurement

- Regularly check / update internal measurement systemsCommit to regular, high quality feedback with employees (not an afterthought)

Dealing with Immeasurement

Challenge Artificial Harmony

Healthy Conflict – Passionate, unfiltered debate around issues that really matter .

1) To be heard

2) To know that their input has been considered .

Reasonable people generally need two things in order to commit:

Peer-to-peer accountability

Team members call each other out for unproductive behaviors.

People hold each other accountable for norms of behavior and decisions made in the context of the team.

III. Leading Others

Developmental Accountability

1 - Leader has an idea for a desired outcome

2 - Leader determines who best to lead

initiative

3 - Leader has conversation with employee about

initiative

4- Employee gives input into the idea about the initiative

5 - Adjustments are made to the leader's

original idea

6 - Employee accepts the assignment

7 - Discussion about Performance

8 - Establishment of Performance

Expectations, Metrics, etc.

9 - Performance

10 - Discussion / Feedback About

Performance

11 - Adjustments to Performance,

Rewards, Consequences

The Cycle of Responsibility and Accountability

DevelopmentalAccountability

Above the line…Basis: Positional Authority

Result: Responsibility

Shortcut Accountability for PerformanceBelow the Line

Basis: Relational AuthorityResult: Accountability

Major Points on Accountability- The development of a) a sense of responsibility, and b) an accountability relationship is a process, with relatively discreet steps.

- We often use the terms ‘responsibility’ and ‘accountability’ interchangeably, which serves to create confusion over both terms.

- The first few steps in the illustrated process reflect the establishment of responsibility one might take for a set of expectations.

- One must accept responsibility before they can accept being held accountable.

- The step labeled ‘Discussion about the expectation’ is the key step for getting the buy-in of the individual being assigned the subject process / assignment. Here is where the manager communicates the ‘Where?’, ‘Why?’, ‘How?’ and ‘What?’ questions. Here is also where there may be some ‘give and take,’ i.e. negotiation, between manager and subordinate.

Ironically, the level of buy-in of the subordinate is much less dependent on the scope and size of the assignment as it is on the fact that the manager actually takes the time and energy to have a high quality conversation with the subordinate.

- Often managers do the first few steps in the first quarter of the model, in building responsibility and then ‘jump left’ across the model to Discussion, performance assessment, and adjustments and consequences, thinking that is ‘accountability’.

However, it is only by going through the more relational steps in the lower half of the model, that the manager can build true accountability relationships.

- The responsibility-building in the upper half of the model are related more to positional authority, while the steps in the lower half of the model are more relational, and are based more on personal influence.

Communicating for Clarity

Four Questions Leaders Must Constantly Address

•Purpose – Why we are doing this? (Vision)

•Picture – Where we are going? (Vision / Mission)

•Plan – How we will do this? (Strategy)•Part – What do I do? When? With whom? (Tactics)

Good leaders learn to communicate the direction of

the organization in each of these modes of communication,

answering the questions Why? Where? How? and What?

simultaneously.

Leading Individuals

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