2013 Zenger Folkman INTRODUCTIONS NAME Current
Employment/Organization One current ACS Leadership Role When you
took Extraordinary Leader 2
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2013 Zenger Folkman The Influence of a Leader: A quote from
Goethe 3
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2013 Zenger Folkman Workshop Objective Page iii 4
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2013 Zenger Folkman Leadership Development is a Career-long
Journey 5
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2013 Zenger Folkman 1)Assessing Your Progress 2)Selecting Your
Next Development Target 3)Building Development into Your Job
4)Involving Your Leader and Others 5)Turning Ideas Into Action
Agenda 6
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2013 Zenger Folkman Ground Rules Stay on Task Listen to and
Show Respect for the Opinions of Others Two-Way Communication Cell
Phones Off Others? 7
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2013 Zenger Folkman ASSESSING YOUR PROGRESS Module 1
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2013 Zenger Folkman Part One Review the Personal Reflection
questions on pages 1-3 and 1-4 in your manual Pages 1-3 and 1-4
Your Leadership Development Check-up Part Two In small groups,
discuss progress Create a list of what worked well and obstacles
you encountered 9
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2013 Zenger Folkman Development Journey: Debrief 1.What worked
well? 2.What obstacles did you experience? 3.What will you do
differently this time? Page 1-4 10
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2013 Zenger Folkman The Extraordinary Leader Key Insights
11
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2013 Zenger Folkman Question 1 of 7 12 The objective of The
Extraordinary Leader program is to A.Help new leaders to perform at
an adequate level B.Develop more leaders who truly excel C.Help
those who are performing poorly to function like the average
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2013 Zenger Folkman Question 2 of 7 13 The reason to develop
leaders who are extraordinary is to A.Create healthier work
environments B.Produce better business results C.Attract better
people to the organization D.All of the above
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2013 Zenger Folkman Question 3 of 7 14 Differentiating
Competencies are those that distinguish A.Experienced leaders from
those lacking experience B.Generation Y leaders from Baby Boomers
C.High performing leaders from those who are average or below
D.Innately gifted leaders from those who develop skills over
time
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2013 Zenger Folkman Question 4 of 7 15 Differentiating
Competencies are grouped into 5 A.Buckets B.Tent poles C.Clusters
D.Competency Companions
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2013 Zenger Folkman Question 5 of 7 16 Developing a strength
differs from fixing a weakness. It can best be done by A.Finding
new times and places for practice B.Cross training, much like
athletes use C.Interval training, where you stop and start using
the skill
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2013 Zenger Folkman Question 6 of 7 17 Which of the CPO models
shown below is correct? A. B. C.
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2013 Zenger Folkman Question 7 of 7 18 Which of the following
statements is/are FALSE? A.Every leader, no matter how good, can
become better. B.In the main, leaders are born, not made.
C.Extraordinary leaders raise the bar and encourage others to
excel.
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2013 Zenger Folkman Bonus Question 19 To be at the 90 th
percentile overall in most organizations, a leader needs to have
profound strength in A.13 out of the 18 differentiating
competencies B.Over half of the 18 differentiating competencies C.5
out of the 18 differentiating competencies D.Only 1 competency, as
long as there are no serious faults
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2013 Zenger Folkman Debrief: Key Insights Pop-Quiz 20 Any
points that need clarification?
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2013 Zenger Folkman Your Step-By-Step Feedback Analysis 1.
Analyze your 360-degree Reassessment 2. Find messages and meaning
in the data 3. Identify potential Critical Flaws 4. Identify your
strengths 21
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2013 Zenger Folkman The Legend: Key Markings 22
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www.zengerfolkman.com 2013 Zenger Folkman When does a GAP
become significant? Probably not significant Could be significant
0.30 / 0.50 23
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2013 Zenger Folkman Comparison of Rater GroupsTent Poles
24
2013 Zenger Folkman Observe Patterns Page 1-5 Takes Initiative
RaterScore Total3.33 ACS Leaders3.25 ACS Colleagues4.67 Others3.18
Self3.50 4 5 1 2 3 One group is consistently higher than the others
32
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2013 Zenger Folkman Observe Patterns Page 1-5 One group is
consistently lower than the others Takes InitiativeResponse
Frequency RaterScore 12345 Total4.181% 39%43%15% ACS
Leaders3.7525%50%25% ACS Colleagues2.844% 22% Others3.1885%15%
Self4.2575%25% 4 5 1 2 3 33
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2013 Zenger Folkman Analyze Patterns Page 1-5 Takes
InitiativeResponse Frequency RaterScore 12345 Total3.338%72%30% ACS
Leaders3.2580%20% ACS Colleagues3.5390%10% Others3.1885%15%
Self3.3310%70%20% 4 5 1 2 3 Everything clusters around average
34
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2013 Zenger Folkman Interpreting Patterns Page 1-5 Takes
InitiativeResponse Frequency RaterScore 12345
Total3.5411%1%53%29%6% ACS Leaders3.2575%25% ACS
Colleagues3.2040%20%40% Others4.5622%78% Self3.5050% 4 5 1 2 3 Wide
distribution Polarized response within a rater group 35
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2013 Zenger Folkman Identifying Blind Spots Page 1-5 Areas
where you think youre doing much better, but your colleagues dont
agree 36
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2013 Zenger Folkman What External Factors... Raters Evolve
After multiple assessments people rate more strictly because their
expectations have been raised. If raters dont see change in areas
they identified in earlier surveys, they send an even stronger
signal. Environment Changes New job, boss, or work team New duties
or responsibilities External economic, market, or regulatory
factors Organizational changes impacting overall morale Page 1-5 37
might account for overall scores going down?
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2013 Zenger Folkman Clues that may suggest an unresolved
Critical Flaw Competency scores below 3.4 Poor performance reviews
Written comments Page 1-6 38
Slide 40
2013 Zenger Folkman Individual Exercise Complete the Step-by-
Step Analysis in your workbooks Review the important messages and
patterns from your recent 360 Update Boxes 1 and 2 of your
Advancement Plan Pages 1-7 to 1-12 39
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2013 Zenger Folkman Sample Development Plan 1. Potential
Critical Flaws Establishes Stretch Goals overall rating was 3.2.
There were no comments that indicated this was an area of concern
and this was not listed among the top 10 important competencies for
my current position. I suspect this low rating was a result of my
recent promotion and lack of opportunity to do any new goal
setting, so far, with my current team. 2. My Strengths (4 highest
rated, below 90 th percentile) Displays High Integrity and Honesty
- Important Takes Initiative Builds Relationships - Important
Connects the Group to the Outside World - Important to Manager
Pages 1-12, B-3, and B-5
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2013 Zenger Folkman Pairs Activity: Key Feedback Themes Pair up
with someone of your choice Take turns discussing your feedback
analysis: What are the key messages and themes from your feedback?
Any external factors that impact results? Any significant patterns?
Any surprises? Page 1-13 41
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2013 Zenger Folkman SELECTING YOUR NEXT DEVELOPMENT TARGET
Module 2
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2013 Zenger Folkman If you wish to stay focused on the same
competency, it is okay! Page 2-3 Selecting Your Next Target:
43
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2013 Zenger Folkman A potential Critical Flaw that may be
holding you back Page 2-3 Selecting Your Next Development Target
44
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2013 Zenger Folkman Choose a new strength to build on Page 2-3
Selecting Your Next Development Target 45
2013 Zenger Folkman Prioritizing Areas to Develop Page 2-6 and
2-7 47 XXX X X X XX X X XX XXXXXX 3111311121111 SWEET SPOTS
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2013 Zenger Folkman Prioritizing Areas to Develop Page 2-6 and
2-7 48 XXX X X X XX X X XX XXXXXX 3111311121111 NOVICE
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2013 Zenger Folkman 49
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2013 Zenger Folkman Choose One Differentiating Competency That
Best combines your strength, passion, and organizational need Would
have the greatest impact on your manager, direct reports, and peers
Complete Box 3 of your Advancement Plan Page 2-7 50
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2013 Zenger Folkman Pairs Activity: Developmental Target
Discuss reasons for your choice of Development Target 51
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2013 Zenger Folkman Competency Companion Development Guide Page
2-9 Behaviors Defining This Competency Developmental Suggestions-
these are traditional, linear suggestions 52
2013 Zenger Folkman Identify a Competency Companion Page 2-10
For the Development Target you have selected Complete Box 4 of your
Advancement Plan 54
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2013 Zenger Folkman Refer to instructions on page 2-11 in your
manual to develop ideas to practice the competency or companion
behavior Brainstorming activity (gather ideas now, evaluate later)
Collect as many ideas as you can Choose 2 suggestions that you
believe will be most helpful to you and record them in Box 5 of
your Advancement Plan Exercise: Discovering Development Suggestions
Page 2-11 55
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2013 Zenger Folkman BUILDING DEVELOPMENT INTO YOUR JOB Module
3
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2013 Zenger Folkman Remove the conceptual barrier between
development and productive work activity Your job provides
opportunity for real time, deliberate practice Page 3-3 and 3-4
Development and work dont have to be separate 57
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2013 Zenger Folkman 8 Ways To Combine Development and Work
1.Learn new information 2.Build new relationships 3.Initiate
special interest groups 4.Develop new habits of planning and
reflection Page 3-5 and 3-6 58
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2013 Zenger Folkman 8 Ways To Combine Development and Work
1.Learn new information 2.Build new relationships 3.Initiate
special interest groups 4.Develop new habits of planning and
reflection Page 3-5 and 3-6 59
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2013 Zenger Folkman 8 Ways To Combine Development and Work
5.Create new feedback mechanisms 6.Restructure your job 7.Lead out
in technology 8.Experiment with leadership or management practices
Page 3-5 and 3-6 60
Slide 62
2013 Zenger Folkman 8 Ways To Combine Development and Work
5.Create new feedback mechanisms 6.Restructure your job 7.Lead out
in technology 8.Experiment with leadership or management practices
Page 3-5 and 3-6 61
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2013 Zenger Folkman Pair Discussion Each person will share the
Development Suggestions they have targeted. Using the 8 Ways, help
each other identify several activities that could be used within
their current job structure that would support your development
goals. Complete Box 6 of your Advancement Plan Page 3-7 62
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2013 Zenger Folkman INVOLVING YOUR LEADER AND OTHERS Module
4
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2013 Zenger Folkman Impact of Leader Support on Development
Page 4-3 Level of Leader Support 64
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2013 Zenger Folkman How involved was your leader in your
development? Criteria: Time spent? Conversations initiated?
Attitude of genuine interest? Low High 65
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2013 Zenger Folkman Overcoming Barriers to Leader Involvement
What keeps your leader from getting involved in your development?
Answer questions on Page 4-3 Page 4-3 66
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2013 Zenger Folkman Table Discussion Discuss: How can you get
your leader more involved in your development? What will make the
biggest difference? Report 2 ideas to share with the group Select 2
ideas shared that will work for you and complete Box 7 of your
Advancement Plan Page 4-4 and 4-5 67
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2013 Zenger Folkman Involving Others In Your Development Peers
Colleagues Mentors Friends Customers Page 4-6 68
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2013 Zenger Folkman TURNING IDEAS INTO ACTION Module 5
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www.zengerfolkman.com 2013 Zenger Folkman The right things are
easy to do easy not to do become easier with practice Make a
commitment to DO the right things regularly Olsen, J. (2011). The
slight edge (Revised Edition): Turning Simples Disciplines into
Massive Success. What is your trajectory? Page 5-3 70
2013 Zenger Folkman Exercise: Peer Coaching 1.Review your
Development Plan with your Peer Coach 2.Identify key actions to
accomplish before your next Peer Coaching Discussion 3.Decide the
date you will meet again- complete Box 8a of your Advancement Plan
4.Establish an ongoing plan for accountability and follow-up Page
5-4 72
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2013 Zenger Folkman Peer Coaching Conversation: The Coachees
Role Why you chose this development target? (Box 3) Why you chose
these Companion Behaviors? (Box 4) How do you intend to implement
your Development Suggestions? (Box 5) How do you plan to build
development into work? (Box 6) How do you intend to involve your
manager in your development? (Box 7) Page 5-4 73
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2013 Zenger Folkman Peer Coaching Conversation: The Coachs Role
What could the Coach do in this conversation that would be of
greatest help? Page 5-4 74
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2013 Zenger Folkman Turning Ideas Into ActionTime Bound
Agreements Set proposed times for all activities on your
Advancement Plan Follow Through on Peer Coaching Box 8a Page 5-5
and 5-6 75
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2013 Zenger Folkman First Peer Coaching Follow-up Agenda To
make the most of this coaching opportunity, we recommend that you
follow the outline for this discussion that can be found on Page
5-6 of your Participant Manual Page 5-6 76
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2013 Zenger Folkman Turning Ideas Into Action- Time Bound
Agreements Thank Your RespondentsBox 8b on your Advancement Plan
Meet with Your LeaderBox 8c on your Advancement Plan Share
Development Plan with Peers and ColleaguesBox 8d on your
Advancement Plan Page 5-5 and 5-6 77
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2013 Zenger Folkman Ongoing Support from Zenger Folkman Series
of five emails over the next 8 weeks These will contain reminders
and tips designed to help you maintain momentum on your development
plan Page 5-7 78
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2013 Zenger Folkman 1.What are the first signs I am making
progress? 2.What could this mean to you personally? 3.How with the
organization benefit? Page 5-8 Results of My Advancement 79
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2013 Zenger Folkman To assess your progress and advance your
development towards becoming an extraordinary leader Workshop
Objective: How did we do? 80
Slide 82
2013 Zenger Folkman Habit is habit and not to be flung out of
the window by any man, but coaxed downstairs a step at a time. Mark
Twain Page 5-9 81