LEADERSHIP BEYOND MANAGEMENT - Madison · 2018-07-18 · We are in the risk management business (remains cornerstone!) but . . . The Creative Imperative 35 IMPACTING PEOPLE LLC 7

Lecture Materials

LEADERSHIP BEYOND MANAGEMENT

Cheryl L. Thomas Managing Director

Impacting People, LLC Wadsworth, Illinois

[email protected] 847-274-8783

August 9, 2017

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Graduate School of BankingAugust 2017

IMPACTING PEOPLE LLC

Leadership Competencies and

Learning Plan

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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

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Agenda

•Background

•Nine Leadership Competencies

•Leadership Development Plans

IMPACTING PEOPLE LLC 3

Educating Professionals, Creating Leaders


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Leadership•One of the oldest areas of management studies•Highly debated, discussed and researched•Effectiveness of leadership is critical to the success of organizations•Leaders impact people, groups, and organizations


LeadershipOur definition:

“The influencing process of leaders and followers to achieve organizational objectives through change.”


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Two Dimensions of Leadership

Foundational, regardless of any situation or business strategySituational, depending on the business context


Personality and TraitsTraits – Distinguishable personal characteristicsPersonality – Combination of traits that classifies an individual’s behavior•The organization of emotions, motives and capabilities

•Influences behaviors, relationships with others and how we make decisions

•Highly influenced by genetics and environment


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Influences to Behavior•Traits and Personality•Situations

Understanding dominant leadership style and the situation (employees and tasks) impacts most effective behavior


Transformational Leadership

Seeks to change the status quo by articulating to followers the problems in the current system and the potential of where to go.

•Leads to increase in organizational performance

•Positive changes or organizational culture and learning

•Shift from a focus on self-interest to a collective interest


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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!

Leadership Competencies vs LSI

Life Styles Inventory (LSI) – How you think – thinking styles that influence behaviors. Important to know for self-awareness.

Leadership Competencies – How you lead – the knowledge, skills and behaviors that drive results.


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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



“Leaders aren't born, they are made. They are made by hard effort, which is the price which all of us must pay to achieve any goal which is worthwhile.”

-Vince Lombardi Jr.

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Questions to Ponder



Questions to Ponder

How do you recognize

a “great” leader?

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Questions to PonderWho are some of the

greatest leaders?

Which core leadership competencies made them

such?

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Leadership Competencies

•Knowledge, skills, abilities for effective leadership• Describes “how” the work gets done

•Typically 8-16 Competencies (Executive)•Adopted or Developed• Derived from values and strategic priorities• Adopted from a validated model (e.g., Lominger, PDI, Polaris, Halogen, Cornerstone)

• Created from scratch


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9 Leadership Competencies for Banking

1. Coaching / Performance Management

2. Change Leadership

3. Collaborative Leadership

4. Navigator

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5. Strategist

6. Entrepreneur

7. Talent Advocate

8. Captivator

9. Global Thinker

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9 Leadership Competencies for Banking (cont.)

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1. Coaching/PerformanceManagement

• 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

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What it looks likeToo Little – overly results driven; only plays it safe; doesn’t know strengths or development needs of others

Too Much – sacrifices results for development; overly optimistic about people’s development; creates assignments that are not relevant to business needs

Just Right - provides challenging assignments; knows people and their goals; engages in people’s development


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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

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What it looks likeToo Little – plays it safe; doesn’t understand problems; look for simplistic or obvious solution

Too Much – changes things too often; leaves others behind; others see as indecisive

Just Right – open to new ideas; willing to experiment to find solutions; assess failures and success


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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, 2009



3. 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

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What it looks likeToo Little – doesn’t read groups well; focuses on own goals without regard to others;

Too Much – sacrifices results for relationships;

Just Right – engages others with needed experience and insight for issue at hand; provides direction and follows progress with open-mindedness


As we look ahead into the next century, leaders will be those who empower

others.-Bill Gates


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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

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What it looks likeToo Little – not disciplined at solving problems; has a set bag of tricks to address issues; doesn’t ask enough questions

Too Much – analysis paralysis; gest hung up on process; adds complexity

Just Right – recognizes hidden issues; looks beyond the obvious; uses disciplined logic and problem-solving techniques


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5. 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

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What it looks likeToo Little – can’t put together a compelling plan; more comfortable in the tactical here and now; can’t weave a vision of the future

Too Much – seen as too theoretical; overcomplicates plans; struggles to communicate with tactical or less complex people

Just Right – Sees ahead clearly; anticipates future consequences and trends accurately; is future oriented


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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

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What it looks likeToo Little – not a good judge of what is creative; doesn’t understand the marketplace; may be stuck in his/her comfort zone

Too Much – undervalues those less creative; gets too far out in front of others

Just Right – good judgement about ideas and suggestions that will work; projects how ideas may play out in market; can manage the creative process of others


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“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)

We are in the risk management business (remains cornerstone!) but . . .

The Creative Imperative

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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

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7. Talent Advocate (continued)

• Is less concerned with filling specific positions than with attracting and retaining talented individuals

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What it looks likeToo Little – lacks patience for right candidates; can’t articulate what talent is needed; plays it safe with talent decisions

Too Much – may be too quick to replace; may assemble team of individuals who aren’t good team players; may overlook slow starters

Just Right – selects strong people; assembles a diverse team; knows and selects talent inside and outside of organization


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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

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What it looks likeToo Little – Isn’t charismatic or passionate enough to excite others; doesn’t act like he/she believes in vision; can’t simplify enough to help people understand

Too Much – Leaves people behind, lacks patience with those who don’t understand; lacks follow-through

Just Right – Is optimistic; makes vision sharable by everyone; creates milestones and symbols to support strategy and vision



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

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What it looks likeToo Little – Is narrow and parochial; doesn’t have far-ranging interests; not good at “what-if” scenarios; lacks experience and knowledge of broad marketplace

Too Much – trouble concentrating on here and now; sees connections that aren’t there; reaches for too much; idealist

Just Right – looks toward broadest view of an issue; easily poses future scenarios; seeks diverse input and opinions to broaden knowledge and perspectives



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

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Scenario #1Situation: (To be discussed in class)

Which leadership competency is most needed and why?

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Scenario #2Situation: (To be discussed in class)

Which leadership competency was most lacking?

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Purpose of Leader Development

Improve PerformanceSuccession Organizational Change

Center for Creative Leadership, Handbook of Leadership Development, pg. 30


The Leader Development Model

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

Assessment Challenge Support

DevelopmentalExperiences Ability to

Learn

LeadershipDevelopment

Variety ofDevelopmental

Experiences

Leadership Context

Center for Creative Leadership, Handbook of Leadership Development, pg. 4


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Assessing Needs1. Organizational Performance Metrics2. Feedback•Formal (360, performance review, assessments)

•Informal (verbal, non-verbal)

3. Talent AssessmentsCenter for Creative Leadership, Handbook of Leadership Development, pg. 34-40


Development Plans•….A roadmap and shared commitment that clarifies the development gap between what they can do and what they must be ready to do


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Development Plans1. Current and Future goals2. Current Strengths3. Current and/or Future needs4. Actions to take5. Timeframe6. Desired Results7. Resources Needed (Who and What)8. Milestones9. Targeted Completion


Leadership Development Plan

Name: 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)


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Leadership Development Plan (continued)

Future

Targeted Position(s):

Key Competencies, Knowledge, Skills needed in Future Position:

Strengths to Leverage(in targeted position)

Development Needs(to strengthen competencies in targeted position)


Leadership Development Plan (continued)

What experiences, Key Competencies, Knowledge, Skills are critical for you in reaching your goals:

Strategy 1:

Desired Results:

Activities:1.2.3.

Resources Needed:

Indicators of Progress:

Target Completion Date:IMPACTING PEOPLE LLC 54

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Where Leaders LearnChallenging 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. 68-80


Experience ParadigmsExperience does not always lead to learningVariation is necessary for experience-based learningRelationships can catalyze the transfer of learningCulture mattersLearning from experience has clear returns for managers and organizationsROE can be enhanced

Center for Creative Leadership, Handbook of Leadership Development, pgs. 93-94


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Leadership and Learning

are indispensable to

each other.

-John F. Kennedy


Summary

Identify your leadership competency strengths….

…and leverage them!1

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Summary

Identify your leadership development competency needs…

….and develop them!2

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Summary

Actively seek/listen for the leadership competencies you hear/see in leaders you respect...

…and recognize the value in learning from others!

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QUESTIONS?



Cheryl Thomas, SPHR, SHRM-SCP

Impacting People, LLC847.274.8783

[email protected]@gmail.com

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Documents

LEADERSHIP BEYOND MANAGEMENT - Madison · 2018-07-18 · We are in the risk management business (remains cornerstone!) but . . . The Creative Imperative 35 IMPACTING PEOPLE LLC 7