developing world class leaders the executive group 80 e. us hwy 6 valparaiso, in 46383 219-477-6378...
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Developing World Class Developing World Class LeadersLeaders
The Executive Group
80 E. US Hwy 6 Valparaiso, IN 46383
219-477-6378 office
www.theeg.com
Presented By: Rick Tiemann
Rick TiemannRick Tiemann
Over 42 years of business experience to include international business work
Owned 3 companies before the age of 30
Former President of $75M Fire and Security Company
Experience in mergers and acquisitions to include turnarounds and employee integration
Since 1991; Has served as a behavioral coach to 200 presidents, executives, managers, and salespeople and has evaluated over 12,000 assessments.
Our belief is that one of the biggest challenges facing businesses today is how to attract, hire, train, retain and develop the right people.
The Executive GroupThe Executive GroupLinking Human Capital with Strategic Intent!Linking Human Capital with Strategic Intent!
Started in 1991 to help organizations develop their business and organizational needs.
A consulting firm focused on Organizational and Business Development offering a vast array of services to enhance individual and organizational effectiveness.
Supports clients in the areas of Selection Employee, Sales and Leadership Development Employee Intervention Executive Coaching Organizational Effectiveness Business Development and Strategic Planning Sales Force Optimization
Making Your Job Easier!
Meet a Few of our ClientsMeet a Few of our Clients
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1. The 8 fundamental components of a successful leadership program
2. Why most leadership programs don’t produce desired results
3. Why leaders stagnate
4. How leadership impacts Strategic Intent
5. Leadership as it relates to Emotional Intelligence
6. The significance of Critical Thinking Skills
7. Creating developmental initiatives and exercises
Today’s Learning Objectives
Why is it that most leadership development programs would not
qualify as being strategic?
What does a strategic leadership program need to consist of to be
considered strategic?
Developing World Class Leaders
The 8 Components of a Successful Leadership Program
I. Sound Business Strategy and Corporate Culture
II. Competency Model that supports the Strategic Intent
III. Assessments that evaluate the depth of its talent
IV. Honest and direct feedback from multiple perspectives
V. Accountability reinforced “Top Down”, NOT by HR alone
VI. On-going continuous personal development
VII. Developing a Leadership Pipeline
VIII. Developing a Succession Plan
On a scale of 1-10, with 10 being the highest,how sound is your leadership process?
Defining a Sound Business Strategy
Porter’s Model of Competitive Differentiation
Product Innovation (Apple)
Customer Service and Customer Loyalty (Nordstrom)
Operational Effectiveness and Cost Efficiency (Wal-Mart)
You can’t be all things to all people!
The Executive Group
OVERALL DIAGNOSTIC PROFILE
CHALLENGE AREAS STRENGTHS
Key
Concern
Manage Scope to
Improve
Positive Strength Clear Strength
Achieve Business Results
Forward Planning
Build Customer Loyalty
Strengthen Partnerships
Champion Diversity
Adaptability
Lead and Coach Others
Self Management
COMPETENCIES OVERVIEW
Problematic Behaviorsin the Workplace
High need for social approval High need to impress with low need for approval Does not pick up on social cues of others May not posses enough self insight Over engages conversations / poor listening Makes decisions in isolation of others Can be harsh and unemotional Anger and aggressive tendencies High need for change and control Passive / Aggressive Dominate / Dependent Will alienate people Egotistical / Arrogant / Self Serving Condescending / Talks down to others
Problematic Behaviorsin the Workplace
Needs to have fun and explore but hates society rules and bucks the system with no internal self discipline to offset the need for fun
Aggressive and angry at the world and has a chip on their shoulder and prone to fight
Does not cope with things in general
Idealist who is out of touch with reality
The world is bigger than me and I don’t know how to cope with it.
Somber person who has little self esteem and down on life in general
Sees the world as hostile and negative and not fun so life becomes challenging
Highly impatient and critical of others and things surrounding their world
Technical Competence
JobCompetence
Personal Competence
GAPS?
Behavior
Goals
Fears
Attitude
Motivators
Values
Ethics
Habits
Work Ethic
Emotional Intelligence
Problem Solving
Thinking Style
Business Acumen
P&L Experience
Mergers and Acquisition
Behavior is the biggest predictor of performance
Strategic Planning
Leadership
Global Thinking
Interpersonal Skills
Communication Skills
Conflict Management
Coaching
Mentoring
EI = Emotional Intelligence
IQ = Critical Thinking Skills
Why are they important?
How do we assess them?
How do they impact leadership?
Assessment process that evaluates the potential as well as depth of their ability
EI - Emotional Intelligence
PERSONALCOMPETENCE
How they manageThemselves
Self-awareness
Self-management
SOCIALCOMPETENCE
How they manageRelationships
Social awarenessRelationship management
Assessing Emotional Resilience and Emotional Balance
Intellectual Intelligence
How quickly can they get up to speed and assimilate the data?
Exploring the World of Assessments
Understanding assessments can be a minefield
What are the different kinds of assessments? Why are some simple and some more sophisticated? Why are some better than others? Measuring Behavior, Emotional and Intellectual Intelligence. What is test-taking mentality and how does it affect results? What is distortion and why is it important? Using an assessment battery / a blended response. Assessing leadership, sales and individual contributors. What is a Validation Study?
How assessments improve productivity
Not all Assessments Are Created Equal
Like the people they measure, they are diverse and possess their own unique strengths and weaknesses.
Most are “simple” behavioral based assessments and measure only (4) four dimensions of personality. The Four Box Quadrant is inclined to label people.
Assessments that are more “sophisticated” in nature are referred to as psychological assessments.
Psychological assessments capture a broader, more in-depth understanding of personality, such as the Big 5 Theory used in psychology today.
Types of Assessments Basic Behavior Assessments
- DISC- Extended DiSC- PI (Predictive Index)- Birkman (color coded)- Caliper- Myers-Briggs (MBTI)- Target International- Profiles International (Profiles XT)- FiroB- Pradco- Reid London House
Psychological Assessments- 16PF- Hogan- CPI- OPQ- NEO- Strong Interest
Clinical Tests- MMPI
Skills Tests- Typing Tests- MS Office Tests- GNeil Skill Sets - Bennett Mechanical - Mechanical Concepts- Ramsay Electrical Aptitude
Reasoning Tests- Wonderlic- Thurstone Test of Mental
Alertness- Watson-Glaser- Ravens- Culture Fair
What the 16PF Examines
Self-Control
InterpersonalSkills
WorkplaceCoping Skills
Tough Mindedness
Independence
16PF
Problem Solving
16 Primary Factor ScalesProvides an in-depth look at behavior
A Warmth L Vigilance
B Reasoning M Abstractedness
C Emotional Stability N Privateness
E Dominance O Apprehension
F Liveliness Q1 Openness to Change
G Rule-Consciousness Q2 Self-Reliance
H Social Boldness Q3 Perfectionism
I Sensitivity Q4 Tension
Bipolar Scales
Factor
A
B
C
E
F
G
H
I
L
M
N
O
Q1
Q2
Q3
Q4
Left Meaning (-)
Reserved, Impersonal, Distant
Concrete
Reactive, Emotionally Changeable
Cooperative, Avoids Conflict
Serious, Restrained, Careful
Expedient, Nonconforming
Shy, Threat-Sensitive, Timid
Utilitarian,Objective, Unsentimental
Trusting,Unsuspecting, Accepting
Grounded, Practical, Solution-Oriented
Forthright, Genuine, Artless
Self-Assured, Unworried, Complacent
Traditional, Attached to Familiar
Group-Oriented, Affiliative
Tolerates Disorder, Flexible
Relaxed, Placid, Patient
Right Meaning (+)
Warm, Outgoing, Attentive to Others
Abstract
Emotionally Stable, Adaptive, Mature
Dominant, Forceful, Assertive
Lively, Animated, Spontaneous
Rule-Conscious, Dutiful
Socially Bold, Venturesome
Sensitive, Aesthetic, Sentimental
Vigilant, Suspicious, Skeptical, Wary
Abstracted, Imaginative, Idea-Oriented
Private, Discreet, Non-Disclosing
Apprehensive, Self-Doubting, Worried
Open to Change, Experimenting
Self-Reliant, Solitary, Individualistic
Perfectionist, Self-Disciplined
Tense, High Energy, Impatient, Driven
Areas of Potential Concern
A+ Q2- High need for social approval
H+ A- High need impress low need for approval
H+ I- Does not pick up on social cues of others
H+ O- May not posses enough self insight
H+ N- Over engages conversations / poor listening
A- Q2+ Makes decisions in isolation of others does not like to collaborate
E+ A- Can be harsh and unemotional and has sting to their words
E+ L+ Anger and aggressive tendencies
E+ Q1+ High need for change and control, impatient and critical
E- L+ Passive/Aggressive, tends to sabotage covertly when angered
E+ Q2- Dominate/Dependent
L+ A- Will alienate people, love hate relationship with others
E+ H+ O- Egotistical bordering on narcissistic
E+ L+ A- Condescending and demeaning of others
F- O + L+ Low energy and pessimistic, fault finding
Negative Personality and Job Fit
F+, H+, G-, Q3- Needs to have fun and explore but hate society rules and bucks the system with no self discipline to offset the need for fun
E+, L+, Q1+ Aggressive and angry at the world and has a chip on their shoulder and prone to fight
C-, O+ Does not cope well in general
I+ M+ Q1+ C- Idealist who is out of touch with reality
E-, F-, O+, H- The world is bigger than me and I don’t know how to cope with it all
O+, F- Somber person who has little self-esteem and is down on life in general
O+ F- L+ Sees the world as hostile and negative and not fun so life becomes challenging
E+ L+ Q4+ Highly impatient and critical of others and things surrounding their world
11 Core Traits of a Leader
A+ Warmth B+ Reasoning C+ Emotional Balance E+ Competitiveness / Drive F+ Spontaneity G+ Conscientiousness H+ Social Boldness O- Self Confidence I+ Intuition M+ Creativity Q1+ Readiness towards change
DISC – D(7) = 16PF E(9) and IM(8)
ER 7 = Does not manage stress
E+ L+ = Anger and aggression
ER+ C- L+ = Can’t control her anger when she is upset
E+ L+ F- = Can’t find any humor or levity to offset her anger
E+ IQ+ = Tends to talk down to others
Customer Service Manager
VP Sales and Marketing
B+ IQ+ = Over analyzes data and needs to be right before acting on it. Slow to get off the mark.
E6 I5 H5 Low D = Does not like being assertive – very affiliative and democratic in style
Shapeless profile suggests he waits for things to evolve.
Excellent team player
VP South American Operations
Q1/10 = Driver of change
A8 Q2/2 I8 = Kind and sensitive needs to be liked
Q1/10 I8 L6 = Becomes overly critical under pressure
EX8 = Does not manage stress
ER 7 O8 Q1/10 = Under stress begins to micromanage and becomes overly critical moves away from coaching as she worries about results and pressure.
VP of HR and Legal
B7 IQ 118 TMA 80% = Excellent analytical skills
A7 Q2/6 I5 = Good people skills, intuitive yet able to make standalone decisions
Q1/9 = High Intellect loves to learn and challenge new ways of thinking (would get impatient)
E7 G6 Q3/8 = Sometimes will over control and take on too much and not delegate.
Hogan Challenge
Focuses on “risk factors” or “de-railers” that impede effectiveness and quality of relationships.
Helps an individual develop as a leaderProvides insight about behaviors that could potentially undermine or inhibit performanceOffers suggestions for leading people more effectively
Honest and direct feedback from multiple perspectives
Setting the Stage for Development
Cannot be an HR driven program alone. It must be
sponsored and driven from the top. We can only set up the conditions which encourage and
support people who want to improve. Learning does not occur unless it is sparked by a person’s
own interest and curiosity. Learning will thrive if it is tied into someone’s own vision,
desires and objectives.
Strategic Leadership Assessment (SLA) More than just an MBO
Assessments (Executive Battery) Management Interview Life History Interview 360-Degree Evaluation Peer Reviews / Interviews Gap Analysis / Competencies Assessment Manager Developmental Report or Executive Summary Feedback and discussion of results Outline and Action Plan Executive Coaching Follow up / Accountability
Leadership Development Plan
Identify strengths, weaknesses, opportunities and threats (SWOT) from data collection
Write objectives / High payoff activities Specify resources and strategies Identify with shareholders Make a timeline Network for support Give evidence of accomplishment Review progress with shareholders Review in 6 months
The Executive Group Executive Development Report 35
Leadership Competencies
SELF MANAGEMENT
You possess a very strong will and a high degree of drive. This has certainly contributed to your success. Your competitiveness and drive is equally matched by your strong self confidence and belief in yourself. This is commonly referred to as ego and yours would not be considered as lacking. Successful leaders must have a high degree of confidence, but your scores are higher than most. Your self assessment scores suggest a particularly high degree of confidence and security about yourself. Where a healthy degree of confidence is productive, your self presentation from your assessment scores suggest you are so extremely confident in your actions (past and present) that you rarely consider that you have weaknesses or make mistakes.
You were asked in your pre-work to describe your strengths and limitations. Of the 8 questions that were asked, you had revealed a great deal about your strengths but on 5 out of 8 you wrote “none” when asked to describe possible limitations.
It may be worth exploring the possibility of whether your confidence and ego cloud your ability to see where you could make incremental gains and have a deeper level of self insight of your “gifts” and “limitations”.
There may be a willingness to jump in and lead in an overly confident manner because there may not be an accurate self-appraisal. The ability to be open to areas of weakness is a positive trait. A realistic self-appraisal is important for any individual to be able to effectively monitor and strategize. An appropriate amount of humility is helpful in establishing relationships, whereas being overly impressed with ones self can put people off. There is an important balance in having a good degree of self-confidence and respectful self-doubt.
SELF MANAGEMENT
During our discussions I continued to explore and ask questions that might elicit a response or discussion around where you might see potential areas for development. Toward the end of our conversations it appeared you began to recognize based on my questions, that when others do not understand something you tend to step in and solve the problem for them rather than coaching them. Likewise, you pinpointed one of your frustrations as the internalized power struggle you were having with yourself as well as the external power struggle you were experiencing with your boss. Self mastery requires a high degree of self insight and that is not possible when ego gets in the way.
Areas of Potential Development
Being comfortable with yourself indicates that you are confident to deal with most business circumstances. People are not perfect; however, your degree of confidence suggests an unawareness of any fault or area for development. The positive characteristics of confidence will be present in your self-presentation and will assist you in communicating. However, you may not be as skilled in being able to manage others by being able to provide empathy and by being appropriately humble.
It may be useful for you to take some time and reflect on situations that could have been managed even more effectively. What got in the way? You may be able to find a theme running through a variety of circumstances. This theme may suggest an area of growth and development for you.
Is this how I see myself? If no, how do you see yourself differently? Is this how others see me (friends, coworkers, family, etc.)? You may want to get feedback from those who know you well as to how they see you in terms of your ability to bounce back from disappointment, manage frustration, and remain optimistic in difficult times.
Leadership Readiness
Each passage represents a major change;
• New work values
• New time horizons
• New applications
• New skill requirements
• New thinking skills
Succession Planning
Identify those with the potential to assume greater responsibility.
Provide critical development experiences to those who are able to move.
Engage the leadership in supporting the development of high-potential leaders.
80 E US Highway 6 Valparaiso, IN, 46383
Office 219.477.6378 Fax 219.477.6379
[email protected] www.t .. omheegc
Thanks for attending today!
Developing World Class Leaders