RANSITION EADERSHIP 2015... · Problem Solving Visionary Strategic Agility Budgeting, Planning & Forecasting Optimistic Intellectual Curiosity Critical Reasoning / Analytical Innovative

IASA 87TH ANNUAL EDUCATIONAL CONFERENCE & BUSINESS SHOW

How to Successfully

TRANSITION TO A LEADERSHIP ROLE Session Number 422


Agenda

Objectives: §  Increase awareness of mistakes new leaders

often make §  Improve ability to delegate authority/

accountability to others while ensuring results on-time and within budget

§  Increase understanding of skills and competencies that are critical to success for a new leader


Why People Get Passed Over

§  Too irreplaceable in current role §  Not willing to do what it takes §  Don’t think about the company’s bottom line §  Don’t speak up or make suggestions §  Can’t communicate effectively or efficiently §  Lacks interpersonal skills §  Hard to work with, not a team player §  Lacks ability or skills for the next role §  Presence & perceptions of others


CONGRATULATIONS

Your Personal Brand Matters

§  What others perceive is reality

§  It takes a long time to recover from negative perceptions

§  Promotions often go to those who are perceived as the best

Now for Reality


Why Do Leaders Fail?







Top Mistakes of New Managers

§  Focus on tasks instead of people §  Lack of clear goals and expectations §  Ineffective delegation §  Not providing actionable feedback §  Not listening to what your team says §  Being too quick to hire, too slow to fire §  Taking too long with poor performers §  Time management §  Not understanding bosses expectations §  Fails to bring out the best in others


Focus on Tasks Instead of People


Consider

§  Get to know you One on One’s

§  Development Plan review meetings

§  Career Planning Sessions

§  On-boarding packages for staff and from staff


Lack of Clear Goals & Expectations


Consider

§  Defining what is important to you §  Sharing your ideas and goals for the team §  Describing what you think makes a great employee §  Discussing how you measure performance and your

philosophy on compensation §  Communicating your hot buttons §  Including your direct reports in strategy development §  Asking for feedback, risks, issues and concerns

PUT YOUR EXPECTATIONS IN WRITING


Ineffective Delegation


Ineffective Delegation

More Less New

Experienced

Supported

Micro – Managed Empowered

Abandoned

Staff Tenure

Manager Involvement with Tasks


Consider

§  Defining desired outcomes with deliverables, dates, times, etc.

§  Provide clear expectation for what you mean by a deliverable

§  Define boundaries for what can and can not be be done without your involvement

§  Define your interim reporting requirements and adhere to these

§  Define the best way to keep you informed when issues arise §  Until you are comfortable that your employees understand

you, consider putting your requirements in writing


Not Providing Actionable Feedback

§  Feedback is how we are doing towards our goals

§  Too often, feedback is confused with advice

§  Feedback should always be timely, specific and consistent


Consider

§  Ask yourself why you are giving the feedback -  Performance related, advice, career development -  Negative feedback should always be given privately -  Negative performance feedback should always be documented -  If significant, document positive feedback

§  Ask yourself if your feedback is significant -  Is is just your opinion? -  Will it help the person achieve their goals and objectives? -  Will it help the company’s bottom line?

§  Remember to give positive feedback


Being Too Quick to Hire, Too Slow to Fire

NOT


Taking Too Long with Poor Performers


Time Management

§  Spending too much time on bottom performers

§  Not spending enough with top performers

§  Not spending enough time developing relationships with others


Not Understanding Bosses Expectations


Fails to Bring Out the Best in Others


Top Leaders

§  Demonstrate strong people leadership §  Work well with others, builds deep relationships §  Possess excellent communication skills §  Have vision & clearly articulated goals and objectives §  Drive innovation and change §  Manage company assets effectively & efficiently §  Thoroughly understand the drivers of business growth and

profitability §  Focus relentlessly on the needs of customers; internal and

external §  Know how to motivate others to solve problems

Determinants of Success

IQ Intelligence

Quotient

XQ Experience Quotient

PQ People

Quotient

TQ Technical Quotient

MQ Motivational

Quotient

LQ Learning Quotient

Source: Korn Ferry


Characteristics of Success

Aligned Career Aspirations

See the linkage between problems and their personal career aspirations

Pursue self development and

use failures as opportunities to grow

Relentless about adding value to the

bottom line

Creative, Strategic & Analytical

Consider short- and long-term impacts

Willing to challenge assumptions

Not afraid to take calculated risks

Highly Engaged

Visionary, can see possibilities

Positive, easy to work with

View obstacles as barriers that will

need to be overcome

One Person’s Approach

Perception How you are perceived

Reputation What others’ say / hear

Reaction How others respond

FLRP BI-WEEKLY MESSENGER

September 5, 2011 FLRP Spotlight Mark Pizzi, President & COO, Nationwide Insurance Thank you to Mark Pizzi who agreed to be featured as our FLRP Bi-Weekly

Messenger Spotlight. The following summarizes the Q&A session with Mark on August 1, 2011. 1) What led you to a career in the insurance industry? I had actually planned on joining the military after college; however, was injured in basic training. My brother was working at Nationwide and so, with an injury inhibiting my plans, I applied and accepted a position as an underwriter. I’ve spent most of my career in the field and love that I still have the opportunity to lead people. 2) What characteristics distinguish a great leader? Leadership boils down to working with and through others. It’s all about the people. Great leaders are good at hiring competent people and creating an environment for the team to thrive. The best leaders are focused on developing their team and providing them with the right resources. I probably dedicate at least 40% of my time to people-related issues which includes everything from one-on-one development discussions to teaching to asking questions. In addition to focusing on the development of others, great leaders are able to clearly define their vision. Often times where you are going is somewhere the team has not been and thus, clearly articulating a goal-state and demonstrating your passion to achieve is crucial to success. Confidence is another important characteristic of great leaders. Leaders must make tough decisions and thus, a healthy amount of confidence is necessary for success. That said there is a difference between confidence and arrogance and the best leaders recognize that line.

3) What challenges do you face as the leader of such a diverse portfolio (e.g.: claims, NI, D&CS)? As you move up in an organization the biggest challenge is recognizing that what made you successful in your past role is likely not what will make you successful in your new role. Specifically, early in my career I had to be great at the tactical piece of insurance – underwriting. As I’ve taken on leadership roles throughout the organization; however, I’ve learned to back-away from the tactics, trust my team to do what they do best, and become more focused on leading the team. Great leaders also love to learn. Taking on a new role – whether lateral or upward – means taking on new challenges. It is important to continue learning about a new business, a new function, or how to effectively work with a new team. Ultimately, leading any team successfully is about trust. You need to trust your people and they need to trust you. 4) What do you believe characterizes a strong partnership between finance and its respective BU? I believe the best finance partners are those that work hard to understand the business – not just the finances of the business. In order for finance to understand the business, individuals should speak with underwriters, agents, CSRs etc. By understanding the nuances of the business, finance can not only conduct the heavy analytics but also help the business become more creative and successful problem solvers. Of course a successful partnership is a two-way street. The business needs to have respect for the staff office expertise whether finance, marketing, or human resources. 5) We hear a lot about expenses being one of NW’s greatest challenges. What do you see as our greatest opportunity? Simplicity. Nationwide is an eighty year old company made of up hundreds of past decisions, mergers, acquisitions, divestitures and a deeply rooted culture. I believe the greatest opportunity is to strive to simplify across our organization.

•  Dress on the formal side •  Posture •  Vocabulary, Articulation •  Confidence

•  Development of Pilot Leadership Rotation

•  Team-building call center visit

•  Spotlight Interviews •  Expense strategy •  Billing recommendations •  Assignments outside scope of

rotation responsibilities

Executive success hinges on three forms of leadership

Another Person’s Approach

Perception How you are perceived

Reputation What others’ see / hear

Reaction How others respond

•  Looks “the part” •  Extremely positive •  People - oriented

•  Arrives early, leaves late •  Always on call •  Extremely focused on

bottom-line results •  Excellent communicator •  Knows how to enlist the

support of others •  Actively identifies and

engages mentors AND uses their advice

•  Rarely makes mistakes •  Consistently delivers results

more than expected on time •  Team player

•  From newly hired MBA to Associate Vice President in less than 5 yrs.

•  Helped others along the way

Leader Skills & Competencies

Technical Leadership Strategic Problem Solving Visionary Strategic Agility

Budgeting, Planning & Forecasting Optimistic Intellectual Curiosity

Critical Reasoning / Analytical Innovative / Creative Dealing with Ambiguity & Paradox

Quantitative / Qualitative Change Management Perspective

Deal with Complexity Communications Learning on the Fly / Learning Agility

Information Integrator Relationship Management Change Management

Business / Customer Orientation Motivating & Developing Others Strategic Planning

Ability to work with teams Collaboration Systems Thinking

Stress Management Managing Diversity Options Analysis / Scenario Planning

Work Under Pressure Results Orientation Influencing Others

Business Acumen Core Values Project Management


Comparison of Strategic Leadership Characteristics

Strategic Thinkers Conventional Thinkers •  Future based •  Reactive •  Long-term focus •  Short-term focus •  Curious •  Isolated •  Willing to take risks •  Cautious •  Able to prioritize •  Unable to prioritize •  Nimble •  Inflexible •  Life long learner •  Satisfied •  Creative •  Predictable

Woosley, Blake, “8 Characteristics of a Strategic Thinker.” Bright Thoughts 12 July 2012


Most Needed

§  Interpersonal Communications §  Strategy Development & Execution §  Risk Identification & Management §  Predictive Analytics & Insights (Abstract

& Critical Reasoning) §  Ability to Solve Problems & Innovate §  Leadership Development


Successful People

§  Consistently exceeds expectations in current role §  Demonstrates outstanding problem solving skills §  Asks insightful questions in a non-threatening way §  Manages priorities, keeps commitments §  Outstanding verbal and written communication skills §  Regularly seeks feedback on performance §  Consistent behavior (at work & after) §  Maintains a professional presence and demeanor §  Considered a team player §  Perceived well by management, peers and HR §  Positive, can-do attitude §  Work well under pressure

Performance

Perception

Identifying High Potentials

Source: www.ceb.shl.com


Aspiration

§  Are you internally motivated to do what it takes to achieve the role you want?

§  Is it visibly evident to others? -  Do you seek out opportunities that require commitment

about the norm? -  Do you look for opportunities to influence and shape

outcomes? -  Do you work well under high-pressure and in fast paced

work environments -  Do you like variety? Do you like autonomy? -  Do you succeed in your assignments?


Ability


Engagement

§  Do you take responsibility for your own career? §  Do you know what’s expected of you at work? §  Do you take initiative? §  Do you volunteer for assignments that others often won’t? §  Do you have a strong drive for results? §  Do you accept responsibility for mistakes? §  Are you consistently positive? §  Do others like to work with you? §  Do others like to work for you? §  Do you help others? §  Do you share success?

Career Development Toolkit

1.  Personal Mission Statement 2.  Career Interests & Objectives 3.  Personal SWOT Analysis 4.  Assessments 5.  Development Plan 6.  Communication Strategy 7.  Elevator Speech 8.  Networking Plan 9.  Social Media Strategy 10. Feedback 11. Mentors & Sponsors 12. Personal Board of Directors 13. Reflection


Where Do We Begin?

“The mind never thinks without a

picture.”

Aristotle

Elevator Speech

§  You have about 8 seconds to make your first impression on others and then 110 seconds to get your point across

§  Consider what you want others to experience when they interact with you

§  Practice what you want to say in front of a mirror

§  Create multiple versions for different audiences

Networking Plan

Feedback §  Who You Can Ask -  Boss, Peers, Co-Workers, Subordinates -  Mentors, Career Coach, Friends, HR

§  What Works -  Respecting others’ time -  Taking advice and letting them know you may

choose a different path -  Showing appreciation -  Making a personal commitment to change &

demonstrating progress


What is a Mentor?


How to Find a Mentor

§ Begin with the end in mind by knowing what you want from a mentor ü Do you want help navigating through corporate

politics? ü Are you looking for a sounding board? ü Are you trying to expand your network?

§ Network, network, network

§ Leverage your contacts; inside and outside of work

§ You can always ask – be extremely organized and clear on what you are asking of them in terms of their time and effort


You Also Need a Sponsor



Assessments

§ http://www.reachcc.com § http://www.monster.com

§ http://www.web.tickle.com/channel/career § http://www.assessment.com

§ http://www.keirsey.com

§ http://www.cpp-db.com/products/firo-b/index.asp

§ http://www.humanmetrics.com

§ http://www.ttiassessments.com/free-assessment § http://www.kent.ac.uk/careers/psychotests.htm


“People have within their own hands the tools to fashion their

own destiny.”

Murray D. Lincoln A Founder of

Nationwide Insurance

Questions ?????

Cathy Ellwood Ellwood Enterprises

P.O. Box 305 New Albany, OH 43054

614 404 3689 (cell) 614 855 3667 (office)

[email protected]


Please Complete the Session Evaluation Form on the Conference App

Documents

RANSITION EADERSHIP 2015... · Problem Solving Visionary Strategic Agility Budgeting, Planning & Forecasting Optimistic Intellectual Curiosity Critical Reasoning / Analytical Innovative