creating a culture of leadership development components & strategies
TRANSCRIPT
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Creating a Culture of Leadership Development
Components & Strategies
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Welcome
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ORGANIZATIONS MUST PROVIDE:
• Opportunities for employees to acquire new skills
• Opportunities for career advancement
• Training
• Empowerment
• Rewards & Recognition
• Autonomy and authority for task completion
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LEADERS MUST DO:
• Provide support, coaching, and mentoring
• Recognize employee strengths and match them appropriately to tasks and roles
• Provide growth and development opportunities
• Appropriately stretch employee skills and abilities
• Provide regular constructive feedback
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Successful career development depends on 3 factors
THE P.I.E. MODEL
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Your day to day work and the quality of the results you deliver
PERFORMANCE
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How you present yourself and how other people perceive you
IMAGE
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Who knows about what you do and the quality of your work
EXPOSURE
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60%
30%
10%
THE PIE MODEL & Success
A B C
Image
Exposure
Performance
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What do different generations think about P.I.E.?
Traditionalists?
Millennials?
Generation X?
Baby Boomers?
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What do you have to do to create a culture of leadership development?
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HIRING:
• 70% impressions and 30% qualifications
• Remember the 7/11 Rule of first impressions
• Provide a forum for asking questions
• Have candidates meet other team members
• Expand your organization’s business case and definition of diversity and practice inclusion to make a strategy versus a program
• Don’t be afraid to hire internal candidates
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ONBOARDING:
• Make it personal, connect to them
• Use different mediums
• Create a relaxed atmosphere
• Create a shared vision for all staff
• Define your rallying cry and thematic goals
• Use stories to introduce pool values
• Engage existing staff to share their expertise, knowledge, and suggestions for new staff
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TEAM BUILDING:
• Create cohesive teams at all levels
• Help leaders define their “one team”
• Foster “CO- OPERTITION”
• Let teams create themselves
• Solicit volunteers for projects (PIE)
• Allow natural leaders to emerge versus defining project leaders (where possible)
• Promote cross functional/generational work
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MENTORING:
• Create formal and informal programs
that are supported with programming
and resources
• Encourage reverse mentoring to
promote generational collaboration and interaction
• Provide sounding boards for employees to share their feedback and get advice
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RECOGNITION:
• Every employee feels known
• Employees know why their work matters
• They know how to measure their impact
• Create ways to “catch people doing good”
• Celebrate achievements regularly
• Get staff involved in recognition process
• Make it personal (give them what they want)
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Overview
18
What are the applications for your pool?
Mentoring?
Hiring?
Team Building?
Recognition?
Onboarding?
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DEBRIEF
Fidelity Confidential