Lecture Materials
LEADERSHIP BEYOND MANAGEMENT
Cheryl L. Thomas Managing Director
Impacting People, LLC Wadsworth, Illinois
[email protected] 847-274-8783
August 9, 2017
1
Graduate School of BankingAugust 2017
IMPACTING PEOPLE LLC
Leadership Competencies and
Learning Plan
1
IMPACTING PEOPLE LLC
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
2
2
Agenda
•Background
•Nine Leadership Competencies
•Leadership Development Plans
IMPACTING PEOPLE LLC 3
Educating Professionals, Creating Leaders
IMPACTING PEOPLE LLC 4
3
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
IMPACTING PEOPLE LLC 5
LeadershipOur definition:
“The influencing process of leaders and followers to achieve organizational objectives through change.”
IMPACTING PEOPLE LLC 6
4
Two Dimensions of Leadership
Foundational, regardless of any situation or business strategySituational, depending on the business context
IMPACTING PEOPLE LLC 7
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
IMPACTING PEOPLE LLC 8
5
Influences to Behavior•Traits and Personality•Situations
Understanding dominant leadership style and the situation (employees and tasks) impacts most effective behavior
IMPACTING PEOPLE LLC 9
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
IMPACTING PEOPLE LLC 10
6
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.
IMPACTING PEOPLE LLC 12
7
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
IMPACTING PEOPLE LLC 13
IMPACTING PEOPLE LLC 14
“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.
8
Questions to Ponder
IMPACTING PEOPLE LLC 15
IMPACTING PEOPLE LLC
Questions to Ponder
How do you recognize
a “great” leader?
16
9
IMPACTING PEOPLE LLC
Questions to PonderWho are some of the
greatest leaders?
Which core leadership competencies made them
such?
17
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
IMPACTING PEOPLE LLC 18
10
IMPACTING PEOPLE LLC
9 Leadership Competencies for Banking
1. Coaching / Performance Management
2. Change Leadership
3. Collaborative Leadership
4. Navigator
19
IMPACTING PEOPLE LLC
5. Strategist
6. Entrepreneur
7. Talent Advocate
8. Captivator
9. Global Thinker
20
9 Leadership Competencies for Banking (cont.)
11
IMPACTING PEOPLE LLC
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
21
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
IMPACTING PEOPLE LLC 22
12
IMPACTING PEOPLE LLC
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
23
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
IMPACTING PEOPLE LLC 24
13
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
IMPACTING PEOPLE LLC 25
IMPACTING PEOPLE LLC
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
26
14
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
IMPACTING PEOPLE LLC 27
As we look ahead into the next century, leaders will be those who empower
others.-Bill Gates
IMPACTING PEOPLE LLC 28
15
IMPACTING PEOPLE LLC
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
29
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
IMPACTING PEOPLE LLC 30
16
IMPACTING PEOPLE LLC
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
31
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
IMPACTING PEOPLE LLC 32
17
IMPACTING PEOPLE LLC
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
33
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
IMPACTING PEOPLE LLC 34
18
IMPACTING PEOPLE LLC
“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
35
IMPACTING PEOPLE LLC
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
36
19
IMPACTING PEOPLE LLC
7. Talent Advocate (continued)
• Is less concerned with filling specific positions than with attracting and retaining talented individuals
37
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
IMPACTING PEOPLE LLC 38
20
IMPACTING PEOPLE LLC
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
39
IMPACTING PEOPLE LLC 40
21
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
IMPACTING PEOPLE LLC 41
IMPACTING PEOPLE LLC
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
42
22
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
IMPACTING PEOPLE LLC 43
IMPACTING PEOPLE LLC
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
44
23
IMPACTING PEOPLE LLC
Scenario #1Situation: (To be discussed in class)
Which leadership competency is most needed and why?
45
IMPACTING PEOPLE LLC
Scenario #2Situation: (To be discussed in class)
Which leadership competency was most lacking?
46
24
Purpose of Leader Development
Improve PerformanceSuccession Organizational Change
Center for Creative Leadership, Handbook of Leadership Development, pg. 30
IMPACTING PEOPLE LLC 47
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
IMPACTING PEOPLE LLC 48
25
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
IMPACTING PEOPLE LLC 49
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
IMPACTING PEOPLE LLC 50
26
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
IMPACTING PEOPLE LLC 51
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)
IMPACTING PEOPLE LLC 52
27
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)
IMPACTING PEOPLE LLC 53
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
28
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
IMPACTING PEOPLE LLC 55
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
IMPACTING PEOPLE LLC 56
29
Leadership and Learning
are indispensable to
each other.
-John F. Kennedy
IMPACTING PEOPLE LLC 57
Summary
Identify your leadership competency strengths….
…and leverage them!1
58
30
Summary
Identify your leadership development competency needs…
….and develop them!2
59
Summary
Actively seek/listen for the leadership competencies you hear/see in leaders you respect...
…and recognize the value in learning from others!
3
60
31
QUESTIONS?
IMPACTING PEOPLE LLC 61
IMPACTING PEOPLE LLC
Cheryl Thomas, SPHR, SHRM-SCP
Impacting People, LLC847.274.8783
[email protected]@gmail.com
62