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During the decade of the 1990s, a total of 230 companies (46%) disappeared from the Fortune 500.
From the Fortune 100 Global Firms in 1980, only 16 remain on that list today.
In 2006, 40 CEOs of the top 200 companies of the Fortune 500 were removed (fired) or asked to resign; 20% of the most powerful business leaders in the world.
Obviously neither size nor past success guarantees continued success.
2007 Study by Stewart Black Ph.D.
University of Michigan
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Even on the top of Mt. Everest, I was looking at the other mountains and thinking how to climb them.
Sir Edmund Hillary
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Leadership is what moves the human spirit forward. We dull our lives if we don’t view the challenge of leadership against a grand backdrop--a larger destiny.
David Oldfied Director of the Center for Creative Imagination
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Our OBJECTIVES
Examine the journey that has shaped our Authentic Leadership Style & personal brand
Share who we are as a person so we can be known as a Leader
Assess our Behavior Style and how it impacts our interactions and productivity
Provide and get feedback on our Leadership effectiveness
Through Leadership Challenges, provide a practice field for our leadership Effectiveness
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Our AGENDA
8:00-9:00ish Introductions, logistics and setting the stage
9:00-9:45ish Telling your story9:45-10:00ish BREAK10:00-11:15ish Feedback Setup & Leadership Challenge I
11:00-12:00 Behavior Styles12:00-1:00 LUNCH1:00- 2:15ish Behavior Styles continued2:15-2:30ish BREAK2:30-3:45ish Leadership Challenge II3:45-5:00ish Personal Branding
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In times of drastic change,
it is the learners
who will inherit the future.
The learned find themselves
equipped to live in a world
that no longer exists. Eric Hoffer
The Authentic Leader
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What does one do in a dynamic ever changing world, faced with
unexpected and seemingly insurmountable challenges?
THE AUTHENTIC LEADER
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The Learner Mindset - Only Learners Will Prevail
The basic rationale for learning organizations is that in situations of rapid change only those that are flexible, adaptive and productive will excel. ~ Peter Senge ~
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Organizations that are continually expanding their
capacity to create their future require a
fundamental shift of mind among their members.
The Learner Mindset - Only Learners Will Prevail
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Leaders need to:
• Engage curiosity
• Awaken passion
• Harness commitment
Toward completing the Mission
THE AUTHENTIC LEADER
Storytelling
Leadership is autobiographical.If I don’t know your life story,
I don’t know a thing about you as a leader.
Noel TichyUniversity of Michigan
THE AUTHENTIC LEADER
16
Research shows that stories have more impact on
whether business people will believe information.
A story enhances belief and buy-in more than simple
straight data.
Likewise, storytelling is the oldest way to convey
values and ideals…they are intended to “teach.”
THE AUTHENTIC LEADER
17Explain Organizational Change
Write Your Business Case as a Story If you’ve been charged with developing the case for a new project at your company, imagine you’re telling a story. The narrative starts, as all good ones do, with a problem. This is the business need you’re trying to solve. Then, identify the characters: the stakeholders who have the authority to approve or reject your business case; the beneficiaries who stand to gain from your proposal; and the subject-matter experts who will clarify how to solve the problem. Next you’ll consider alternatives for meeting the business need—different ways your story might play out. After making the best choice, you’ll create a very high-level project plan. This is the plot. Then estimate the costs and benefits to determine the return on investment (ROI), which is the satisfying end. Remember this isn’t a mystery novel—your story needs to be clear and easy to understand.
The Management Tip of the Day: Harvard Business Review August 28, 2013 Adapted from the HBR Guide to Building Your Business Case
Telling Your Story
Getting to Know You Through
the Five Senses–A favorite childhood smell memory–A sight that brings tears to your eyes–A favorite non-musical sound–To touch or feel something you have never
experienced before–A taste you dislike above all others
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Research from the Center for Creative Leadership on “Encouraging the Heart”
4:1 Feedback PrincipleKepner - Tregoe
22
24Behavior Versus Judgment
“Actions that we can see, hear, and
describe”
“Our interpretation of the behavior, or what we think
we know based on the behaviors or traits we see”
Behavior Judgment
25Which Statement is aJudgment or Behavioral?
John, I notice that you have arrived late to the last 3 staff meetings
John, I don’t like it that you don’t respect our staff meeting times.
When I mention things that I’d like you to improve on, you withdraw and change the subject.
When I mention things that I’d like you to improve on, you have an unpleasant attitude.
I heard that you were disrespectful to a customer today. Is that true?
I heard that you hung up on a customer today. Is that true?
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The SBI Method of Giving Feedback
2. Describe what you saw (the BEHAVIOR) and/or what you heard
3. This was the IMPACT on me; what I felt or thought and/or my perception of the impact on others or the environment
1. Give the SITUATION, when, where, what were we/you doing at the time
Examples of SBI Situation Behavior Impact Reflection
Anchor time or place
Observable action What I felt and/or thought
My perception of the impact on others, the task, the work environment
Why did I pay attention to this? What does it tell me about me?
Obs. #1
Monday morning small group discussion
You facilitated the group by getting responses from everyone and not from just the vocal members
I felt appreciated that I was allowed to talk uninterrupted. Appreciated the structure and organization
How frustrated I get when meetings are not planned well or run well. Chaos is very difficult for me.
Obs. #2
MBTI presentation
You shared clearly your frustration about how, as an Introvert, you are often discounted by Extroverts
I felt comfortable with how you disclosed your frustration
I noticed how this comment broke the silence and the classroom discussion was much more lively
I’m discounted in many of my meetings due to my quiet nature
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Examples of SBI Situation Behavior Impact Reflection
Obs. #3
Group decision making process
You raised the volume of your voice and twice interrupted Tim
I felt anxious and uncomfortable that I had to mimic your behavior if I wanted to be heard
The group seemed to follow your lead and use volume to be heard over each other
Obs. #4
During outdoor activities
You were noticeably quiet-said very little and looked down at the ground a lot.
I felt disappointed and sad. I missed your presence.
Obs #5
Organizational Change Discussion
You took out your Blackberry and was working with it during the presentation
I felt annoyed and wished that you would give the same undivided attention and input to the discussion that I was.
We need to hear from everyone on this topic and I feel the group missed your input
I don’t like it when others do not give the same effort and attention that I do, but does everyone have to behave just like me to get the job done?
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Receiving Feedback
1. Listen: Do not defend or explain
2. Acknowledge: Legitimate view of others
3. Check Understanding: Paraphrase
Behavior Style Profile
Understand My Style
and
Better Understand the Styles of Others
Source: Effectiveness Institute
38
Insensitivity Coldness, AloofnessBetraying a Trust Overly AmbitiousOver-Managing Overly TacticalUnable to Handle Crisis Unable to Adapt to a BossOverly Dependent on a Mentor Poor Staff Selection
Morgan McCall, Jr
The Lessons of Experience
Executive Derailment - The Ten Fatal Flaws
THE AUTHENTIC LEADER
39Who Am I . . .Core Values
Principled, Respectful Honest, Objective Quality
Focused
Define Objectives, Deliver on Commitments Measure Results, Accept Responsibility Identify
Key Drivers, Eliminate Excuses
Work Hard & Smart Keep It Simple, Have Fun
Sponsor People Development Optimize Strengths & Address Weaknesses Recognize
Success, Continuous Improvement
Includes Personal Relationships Work / Life Balance
40
Answer the Questions…
Who are you - as an Authentic Leader?
and more importantly…
Why should someone work for you?
41Day End Reflections-”BFOs”
What were 1 or 2 insights or takeaways from today’s classroom sessions, discussions and activities?
So What makes those insights important to you, your enterprise, ArcelorMittal?
Now What will you do differently going forward to have greater impact?
44
Our OBJECTIVES
Examine the ArcelorMittal brand & Barrett team results
Create a future visions for ArcelorMittalDevelop crucial personal and organizational skills and experiences with ALP
Practice a coaching methodologySet the stage for future focussed personal growth and development
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Our AGENDA
8:00-9:15ish Reflections, Organizational Branding9:15-9:45ish Motivations & Barrett Results9:45-10:00ish BREAK10:00-11:15ish Barrett Results & The Future Vision Café
11:00-12:00 Action Learning Projects12:00-1:00 WORKING LUNCH – ALP continued1:00- 2:15ish Coaching for Success2:15-2:30ish BREAK2:30-3:45ish Leadership Challenge III3:45-5:00ish Peer Feedback & Development Plans
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“Employee-centered” supervisors, who focused more on people and relationships, typically managed higher-producing units than “job-centered” supervisors, who ignored human issues, made decisions themselves and dictated to subordinates
Rensis Likert
University of Michigan
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Leadership appearsto be the art of getting others to want to do something you are convinced needs to be done.
The Pyramid Climbers – Vance Packard
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Clarify What Your Company Stands For
For your organization to be successful, you must be crystal clear about your brand essence – i.e. your brand’s essential, enduring value. When what you stand for is clearly expressed and delivered in everything you do, every day, you leave an indelible mark on people’s hearts and minds. If that’s not clear yet, ask yourself:
• What was the brand’s biggest accomplishment? • What will it be remembered for? • What did the brand leave unaccomplished? • Who would miss the brand if it was gone? Why?• What lessons can be learned from the brand’s life? • If the brand disappeared, what would take its place?
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Recruiting the Next Generation
To be best in breed....you represent the top of the game in what you do: ex. McKinsey, Nordstrom, Mary Kay, Navy SEALS
To find a “sanctuary“…your organization’s culture honors or represents something distinctively rare: ex. Work-life balance- REI, Ethical- Starbucks, Entrepreneurial- Apple, Environmentally Sustainable “Green”-New Belgium Brewing Company
To change the world...your organization can make a lasting contribution, to leave the world a better place: ex. EPA, Mayo Clinic, Save the Children....
To grow and learn…your organization offers the best environment for personal growth and life long learning: ex. Training & Development- Google (120 hours/year), Vanderbilt University (free tuition to employee children), Edward Jones (fully paid 1 year sabbaticals )
Others…
Why would great performers join your organization?
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Where are your Passions – more importantly – your people’s?
TRADITION: Standards; Discipline; Protocol; Chain of Command; Stability; Beliefs; Routines; Sacrifice
LEADING: Lead; Be #1; The Best; Energetic; Distinctive; Excel; Power; Succeed
CREATIVITY: Create; Harmony; Balance; Appreciate; Work/Balance; Time to Reenergize
KNOWLEDGE: Learn; Understand; Curious; Know; Deeper; Meaning; Wise; Intelligent; Analyze
RESULTS: Practical; Productive; Return on Investment; Useful; Earn; Invest; Bottom Line
PEOPLE: Help; Serve; Contribute; Teach; Coach; Humanity; Connect; Volunteer
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“I don’t feel I am making a difference.”
“I don’t feel recognized for my contributions.”
“I don’t feel I am learning/growing enough.”
“I don’t feel I am a ‘fit’ with my colleagues.”
“I can make more money elsewhere.”
McKinsey & Company, The War on Talent
Why do talented people leave their jobs?
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What Makes a Great Place to Work?
Any company can be a Great Place to Work!
Our approach is based on the major findings of 20 years of
research - that trust between managers and employees is the
primary defining characteristic of the very best workplaces.
At the heart of our definition of a great place to work - a place
where employees "trust the people they work for, have pride in
what they do, and enjoy the people they work with" - is the idea that
a great workplace is measured by the quality of the three,
interconnected relationships that exist there: The relationship between employees and management. The relationship between employees and their jobs/company. The relationship between employees and other employees.
Great Places to Work Institute
57
Do your people feel responsibility for the
organization’s performance?
”An OWNERSHIP Culture”
Why or why not…?
How do you create it?
A Practice Field for Leadership
5 Leadership Practices and 10 Behaviors
to support those practices
► Inspire a Shared Vision-Envision the future-Enlist others
►Challenge the Process -Search for Opportunities -Experiment & Take Risks
► Enable Others to Act-Foster Collaboration-Strengthen Others
► Model the Way-Set Examples-Plan Small Wins
► Encourage the Heart -Recognize Individual Contributions -Celebrate Accomplishments
The Leadership Challenge - Kouzes & Posner
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“Whenever you see a successful business, someone once made a courageous decision. The good decisions came from experience and experience came from bad decisions.”
Peter DruckerAuthor
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“Leadership is going beyond the predictable to making what is possible
Derek MathiesonChief Strategy Officer
Baker Hughes Incorporated
63
Café Conversations
What does one do to inspire a shared vision taking into account the results from the Barrett Team Assessment?
How are our competitors challenging the process in ways we are not ~or~ how are we creating innovate processes in countries outside South Africa?
In what ways can each of us enable the next generation of leaders to act?
Where and when are we the leadership of AcerlorMittal expected to model the way in our personal behaviors?
What are the currencies that encourage the heart of associates and customers within ArcelorMittal?
The purpose of the Action Learning Projects
(ALP) is to closely link programme learning to
your work environment.
The objectives of the ALP are to:
• Deliver a high impact business-relevant
project for Standard Bank
• Direct application of learning to a problem
or an opportunity that exists within
Standard bank
• Practice team work and collaboration
• Apply knowledge
• Unlock potential to be creative and innovate
Change
Solutions Learning
Confidence
Critical mass of Leadership
Skills
• At Individual Level
• At Team Level
• At Organisational Level
The Purpose and Objective of the ALPs
67Rationale- Team composition
The following criteria were used to allocate delegates to teams, to allow for variety and optimal performance on the Action Learning projects:
Individual Team Type
Individual Personality Dimensions
Business Area
Current Role
Age
Gender
The teams were intentionally structured to complement each individual style, whilst to also allow room for certain incongruent dynamics to manifest which is ideal for stretch and learning.
68Teams
68
Team 1
Cowhan Govender
Finance
Margaret Kubwalo-Chaika
PBB Malawi
Penny Bibby
Private Clients
AndrewRobertson,
Business Banking, Africa
TetiweJawuna
SBIS, SA
Oupa Masilela
GSS
Team 2
WarrenMoollan
SBIS,SA
Matthew Claxton
PBB Int
Deirdre Crous
HR
MukwandiChibesakunda
PBB Zambia
Simone Cooper
Business Banking, SA
EbrahimMatthews
Card
Team 3
TheunisDuvenhage
Customer Channel
AngelaMhlanga
SBFC
Nana Benneh
PBB Ghana
Alet Griesel
Risk , SA
Sue White
GSS
Nicholas Nkosi
Inclusive Banking, SA
Team 4
Mark Nemakonde
Risk, Africa
Baronice Hans
PBB Namibia
Nico Groenewald
Commercial Banking
Tiri Chitongo
SBIS, SA
Barbara Lee Bell
Finance
Team 5
EthelNyembe
Business Banking
Rika Gertenbach
IT
ChumaNwokocha
PBB Mozambique
Andrew Van Der Hoven
Personal Banking
William Thorp
PBB Int
70The Role of The SponsorSets the stage for the challenge
Clarifies the business imperative
Helps frame and scope the project
Sets expectations for the work of the team Supports the team
Is inspiring and motivating
Enables action/opens doors to additional resources if needed
Provides feedback, motivates, and encourages creative thinking
Reviews Output Reviews and provides feedback regarding the solution and
the implementation plan
In short, the role of the sponsor includes assisting the team in any way possible so that they can successfully achieve their goals.
72
Guidelines:
Each of you will present your after action review on your Action Learning Project 16th of October 2014.
Submit your presentation two weeks prior to presentation
Timing for presentations:
Each team will have a time block of 60 minutes. The 60 minutes will be divided this way:
40 minutes to present your proposal to the EXCO. This will include your research and analysis of the topic area, your solution, how you propose implementation of the solution, the cost savings or additional revenue streams.
10 minutes to present how the team accomplished it, how you employed learning from Summit 1, 2 and 3, obstacles that you anticipated, obstacles that surprised you, etc. What were the learnings for the team, what the team did well and what you may have missed and what you would do differently.
10 minutes for questions and answers from your colleagues and senior leadership.
Presenting What You Did and What You Learned
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Please answer the following questions briefly and substantively What was your Business Challenge Project?
What were your goals?
What was your strategy?
To what degree did you achieve what you set out to achieve? (list quantitative success measurements and what you achieved)
What process/methods did you use to analyze and think through the goal, action steps and potential obstacles?
What became clearer to you as a result of practicing these steps?
What methodologies did you use to track milestone achievement and overall progress on your strategy?
What training/skill development did you have to acquire along the way?
What people processes did you bring to bear on your business challenge?
Presenting What You Did
74
How did you communicate the strategy to the stakeholders in the outcome?
How well did you communicate with people involved before, during and after the implementation?
What milestones were critical to your strategy?
How did you celebrate progress/small wins along the way?
What training/skill development did you have to acquire along the way?
What people processes did you bring to bear on your business challenge?
How did you communicate the strategy to the stakeholders in the outcome?
How well did you communicate with people involved before, during and after the implementation?
What milestones were critical to your strategy?
How did you celebrate progress/small wins along the way?
Presenting What You Did
The Challenge of Leadership“Creating Greater Individual & Organizational Synergy”
Prepared for Client NameYour name here
Date
76Stafford Beer Model
Where We are GoingVision, strategy,
renewal and succession
What We DoAllocation and management
of resources, optimising performance
Who We ArePurpose, brand, values, norms, standards, etc.
If Absent:Short-termism, unlikely to achieve full potential, lack
of direction, etc
If Absent:Great ideas, no action!
Lack of available resources to implement, disappointed investors
If Absent:Lack of passion, displaced energy,
inappropriate behaviors
Source: Dr Peter Dudley 1999; Copyright Telos Partners Limited 2009
Nurturing Identity
Creating the Future
Managing the Present
77
What do you want to get out of your experience as a member of this project/team?
What motivates you to do the best work you can?
What can I do to support you in getting what you want out of this experience?
What can I do to help create and maintain a climate of teamwork and trust?
What can I do to help you sharpen your talents and strengthen your skills to become a stronger team member?
What opportunities can I provide for you to assume greater responsibility or achieve greater visibility?
What do you like most about being part of this project/team?
What do you like least about being part of this project/team?
What actions would you have to see and/or what events would you have to experience for you honestly to say, “This was the best project/team I was ever a part of”?
What specific recommendations do you have about how we can improve the way we do our work on this project/team?
To provide the “Resources,”
Leaders: Ask Questions, Listen, and Take Advice
78
Action Learning Projects Team Charter
Nurturing Identity:• Purpose: What’s our purpose as an Action Learning Team? • Values: What are my personal values? What are my team’s values?• Roles: What unique talents do we each bring to the table?• Norms: What behaviors will support our success?
Creating the Future:Vision: What’s our picture of success for our Action Learning Team?
Managing the Present:Resources: What questions do you need to be asking of each other (and your subordinates in the future)?
Deliverable: Write-up on flipchart
80Johari Window
Known by Others
Unknown by Others
Unknown by Self
Known by Self
Unknown Area
Hidden Area
BlindArea/Spot
Open/FreeArea
81Johari Window
Known by Others
Unknown by Others
Open/FreeArea
Unknown by Self
Known by Self
Hidden Area
BlindArea/Spot
Ask
Tell
Self-Disclosure/Exposure
Fe
ed
ba
ck S
olic
itatio
n
Unknown Area
Source: Copyright design Alan Chapman 2001-4 based on Ingham and Luft's Johari Window concept.
82Johari Window
Known by Others
Unknown by Others
Open/FreeArea
Unknown by Self
Known by Self
Hidden Area
BlindArea/Spot
Ask
Tell
Self-Disclosure/Exposure
Fe
ed
ba
ck S
olic
itatio
n
Unknown Area
Source: Copyright design Alan Chapman 2001-4 based on Ingham and Luft's Johari Window concept.
Others’ ObservationsShared Discovery
Se
lf-D
isco
very
83Johari Window Activity
Open your journal and draw what you think your Johari Window looks like from your teams perspective?
–How do the people that are a part of your team see your window?
–How do you experience their windows?
Pair up with one of your colleagues:
–Check each other’s windows as drawn
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The ACS Coaching Model
ASSESS to get the fullest picture possible of the current reality and future development opportunities for the coachee; assess the person, his/her performance, and the context
CHALLENGE to create disequilibrium, an imbalance between current skills and demands that call on the coachee to move out of his/her comfort zone; challenge to stretch, to overcome obstacles, and examine options
SUPPORT to provide stability for the coachee’s development by maintaining motivation, accessing resources and strategies, celebrating small wins and managing setbacks, and creating a sustainable learning agenda
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Coaching – Critical Skills
Being Present and CuriousEstablishing Trust and Asking for Permission to Coach
Practicing Active Listening Asking Powerful Open-Ended Questions
Holding the Coachee Accountable to His/Her Agreements
89
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Powerful Questions
What are all the great questions you use to promote self discovery and facilitate learning?
Work with the individuals at your table to create your “top ten” list of questions….
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Coaching and The Art of Listening
AcceptanceEmpathyGenuinenessNon-judgmentalPractice Curiosity
92
92
Statements That Help Others Talk
EncouragingRe-statingReflectingAsking powerful questionsSummarizing
94
94
Coaching Activity
Refer to the situation you previously identified where you were in need of providing some coaching.
Partner A – Explain your challenging situation to your partner
Partner B – Coach your partner using the ACS model – Assess, Challenge and Support.
Partner C – Observe and record notes for feedback session
Conduct feedback (Coach, Coachee, Observer)
Switch roles – Conduct 3 rounds
Use Powerful Questions and Active Listening Skills