facilitators: larry krannich barbara sawrey

Facilitators: Larry Krannich

Barbara Sawrey

© 2013 Zenger Folkman

INTRODUCTIONS

• NAME• Current Employment/Organization• One current ACS Leadership Role• When you took Extraordinary Leader

2


“I have come to the frightening conclusion that I am the decisive element. It is my

personal approach that creates the climate. It is my daily mood that makes the weather. I

possess tremendous power to make a life miserable or joyous.”

–Johann Von Goethe

The Influence of a Leader: A quote from Goethe

3


To assess your progress and advance your development

towards becoming an extraordinary leader

Workshop Objective

Page iii 4


Leadership Development is a Career-long Journey

5


1) Assessing Your Progress

2) Selecting Your Next Development Target

3) Building Development into Your Job

4) Involving Your Leader and Others

5) Turning Ideas Into Action

Agenda

6


Ground Rules

• Stay on Task• Listen to and Show Respect for the Opinions of Others• Two-Way Communication• Cell Phones Off

Others?

7


ASSESSING YOUR PROGRESSModule 1


Part One• Review the Personal

Reflection questions on pages 1-3 and 1-4 in your manual

Pages 1-3 and 1-4

Your Leadership Development Check-up

Part Two• In small groups, discuss

progress• Create a list of what worked

well and obstacles you encountered

9


Development Journey: Debrief

1. What worked well?

2. What obstacles did you experience?

3. What will you do differently this time?

Page 1-4 10


The Extraordinary Leader Key Insights

11

Pop Quiz


Question 1 of 7

12

The objective of The Extraordinary Leader program is to…

A. Help new leaders to perform at an adequate level

B. Develop more leaders who truly excel

C. Help those who are performing poorly to function like the average


Question 2 of 7

13

The reason to develop leaders who are extraordinary is to…

A. Create healthier work environments

B. Produce better business results

C. Attract better people to the organization

D. All of the above


Question 3 of 7

14

Differentiating Competencies are those that distinguish…

A. Experienced leaders from those lacking experience

B. Generation Y leaders from Baby Boomers

C. High performing leaders from those who are average or below

D. Innately gifted leaders from those who develop skills over time


Question 4 of 7

15

Differentiating Competencies are grouped into 5…

A. Buckets

B. Tent poles

C. Clusters

D. Competency Companions


Question 5 of 7

16

Developing a strength differs from fixing a weakness. It can best be done by…

A. Finding new times and places for practice

B. Cross training, much like athletes use

C. Interval training, where you stop and start using the skill


Question 6 of 7

17

Which of the CPO models shown below is correct?

A.

B.

C.


Question 7 of 7

18

Which of the following statements is/are FALSE?

A. Every leader, no matter how good, can become better.

B. In the main, leaders are born, not made.

C. Extraordinary leaders raise the bar and encourage others to excel.


Bonus Question

19

To be at the 90th percentile overall in most organizations, a leader needs to have profound strength in…

A. 13 out of the 18 differentiating competencies

B. Over half of the 18 differentiating competencies

C. 5 out of the 18 differentiating competencies

D. Only 1 competency, as long as there are no serious faults


Debrief: Key Insights Pop-Quiz

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Any points that need clarification?


Your Step-By-Step Feedback Analysis

1. Analyze your 360-degree Reassessment

2. Find messages and meaning in the data

3. Identify potential Critical Flaws

4. Identify your strengths

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The Legend: Key Markings

22

www.zengerfolkman.com


When does a GAP become significant?

Probably not significant

Could be significant

Could be significant

0.30 / 0.50

23


Comparison of Rater Groups—Tent Poles

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18 Differentiating Competencies

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Differentiating Competencies Gap Analysis

26


Survey Items

27


Member Satisfaction Index

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Importance Ratings

29


Highest and Lowest Scored Items

30


Written Comments

31

ACS Leaders

ACS Colleagues

Others


Observe Patterns

Page 1-5

Takes Initiative

Rater Score

Total 3.33

ACS Leaders 3.25

ACS Colleagues 4.67

Others 3.18

Self 3.50

4 51 2 3

One group is consistently higher than the others

32


Observe Patterns

Page 1-5

One group is consistently lower than the others

Takes Initiative Response Frequency

Rater Score 1 2 3 4 5

Total 4.18 1% 1% 39% 43% 15%

ACS Leaders 3.75 25% 50% 25%

ACS Colleagues 2.84 4% 4% 22%

Others 3.18 85% 15%

Self 4.25 75% 25%

4 51 2 3

33


Analyze Patterns

Page 1-5



Total 3.33 8% 72% 30%

ACS Leaders 3.25 80% 20%

ACS Colleagues 3.53 90% 10%

Others 3.18 85% 15%

Self 3.33 10% 70% 20%

4 51 2 3

Everything clusters around average

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Interpreting Patterns

Page 1-5



Total 3.54 11% 1% 53% 29% 6%

ACS Leaders 3.25 75% 25%

ACS Colleagues 3.20 40% 20% 40%

Others 4.56 22% 78%

Self 3.50 50% 50%

4 51 2 3

• Wide distribution• Polarized response within a rater group

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Identifying Blind Spots

Page 1-5

Areas where you think you’re doing much better, but your colleagues don’t agree

36


What External Factors . . .

• Raters Evolve– After multiple assessments people rate more strictly

because their expectations have been raised.– If raters don’t see change in areas they identified in earlier

surveys, they send an even stronger signal.

• Environment Changes– New job, boss, or work team– New duties or responsibilities– External economic, market, or regulatory factors– Organizational changes impacting overall morale

Page 1-5 37

might account for overall scores going down?


Clues that may suggest an unresolved Critical Flaw

• Competency scores below 3.4

• Poor performance reviews

• Written comments

Page 1-6 38


Individual Exercise

• Complete the Step-by-Step Analysis in your workbooks

• Review the important messages and patterns from your recent 360

• Update Boxes 1 and 2 of your Advancement Plan

Pages 1-7 to 1-12 39


Sample Development Plan

1. Potential Critical Flaws

Establishes Stretch Goals – overall rating was 3.2. There were no comments that indicated this was an area of concern and this was not listed among the top 10 important competencies for my current position. I suspect this low rating was a result of my recent promotion and lack of opportunity to do any new goal setting, so far, with my current team.

2. My Strengths (4 highest rated, below 90th percentile)

Displays High Integrity and Honesty - ImportantTakes InitiativeBuilds Relationships - ImportantConnects the Group to the Outside World - Important to Manager

Pages 1-12, B-3, and B-5


Pairs Activity: Key Feedback Themes

• Pair up with someone of your choice

• Take turns discussing your feedback analysis:

– What are the key messages and themes from your feedback?

– Any external factors that impact results?

– Any significant patterns?– Any surprises?

Page 1-13 41


SELECTING YOUR NEXT DEVELOPMENT TARGET

Module 2


• If you wish to stay focused on the same competency, it is okay!

Page 2-3

Selecting Your Next Target:

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• A potential Critical Flaw that may be holding you back

Page 2-3

Selecting Your Next Development Target

44


Choose a new

strength to build on

Page 2-3

Selecting Your Next Development Target

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Leadership Sweet Spot

Pages 2-5

Leadership Sweet Spot

Wo

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Prioritizing Areas to Develop

Page 2-6 and 2-7 47

X XXX X X

X XX X X X

XX X X X X

311 1 31 11 2 11 11

SWEET SPOTS


Prioritizing Areas to Develop

Page 2-6 and 2-7 48

X XXX X X

X XX X X X

XX X X X X

311 1 31 11 2 11 11

NOVICE


Choose One Differentiating Competency That…

• Best combines your strength, passion, and organizational need

• Would have the greatest impact on your manager, direct reports, and peers

• Complete Box 3 of your Advancement Plan

Page 2-7 50


Pairs Activity: Developmental Target

Discuss reasons for your choice of Development Target

51


Competency Companion Development Guide

Page 2-9

• Behaviors Defining This Competency

• Developmental Suggestions- these are traditional, linear suggestions

52


Competency Companions

Page 2-9 53


Identify a Competency Companion

Page 2-10

• For the Development Target you have selected


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• Refer to instructions on page 2-11 in your manual to develop ideas to practice the competency or companion behavior

• Brainstorming activity (gather ideas now, evaluate later)

• Collect as many ideas as you can

• Choose 2 suggestions that you believe will be most helpful to you and record them in Box 5 of your Advancement Plan

Exercise: Discovering Development Suggestions

Page 2-11 55


BUILDING DEVELOPMENT INTO YOUR JOB

Module 3


• Remove the conceptual barrier between development and productive work activity

• Your job provides opportunity for real time, deliberate practice

Page 3-3 and 3-4

Development and work don’t have to be separate

57


8 Ways To Combine Development and Work

1. Learn new information

2. Build new relationships

3. Initiate special interest groups

4. Develop new habits of planning

and reflection

Page 3-5 and 3-6 58


8 Ways To Combine Development and Work

5. Create new feedback mechanisms

6. Restructure your job

7. Lead out in technology

8. Experiment with leadership or management practices

Page 3-5 and 3-6 60


Pair Discussion

• Each person will share the

Development Suggestions they have targeted.

• Using the 8 Ways, help each other identify several activities that could be used within their current job structure that would support your development goals.


Page 3-7 62


INVOLVING YOUR LEADER AND OTHERS

Module 4


Impact of Leader Support on Development

Unsupportive Manager

Somewhat Support-ive

Very Supportive Manager

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Page 4-3

Level of Leader Support

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How involved was your leader in your development?

Criteria:• Time spent? • Conversations initiated?• Attitude of genuine interest?

Low High

65


Overcoming Barriers to Leader Involvement

• What keeps your leader from getting involved in your development?

• Answer questions on Page 4-3

Page 4-3 66


Table Discussion

Discuss:

• How can you get your leader more involved in your development?

• What will make the biggest difference?

Report 2 ideas to share with the group

Select 2 ideas shared that will work for you and complete Box 7 of your Advancement Plan

Page 4-4 and 4-5 67


Involving Others In Your Development

• Peers

• Colleagues

• Mentors

• Friends

• Customers

Page 4-6 68


TURNING IDEAS INTO ACTION

Module 5

www.zengerfolkman.com


The right things are • easy to do• easy not to do• become easier with

practice

Make a commitment to DO the right things regularly

• Olsen, J. (2011). The slight edge (Revised Edition): Turning Simples Disciplines into Massive Success.

What is your trajectory?

Page 5-3 70


Benefits of Peer Coaching

1. Support

2. Accountability

3. Sounding Board

71


Exercise: Peer Coaching

1. Review your Development Plan with your Peer Coach

2. Identify key actions to accomplish before your next Peer Coaching Discussion

3. Decide the date you will meet again- complete Box 8a of your Advancement Plan

4. Establish an ongoing plan for accountability and follow-up

Page 5-4 72


Peer Coaching Conversation: The Coachee’s Role

• Why you chose this development target? (Box 3)

• Why you chose these Companion Behaviors? (Box 4)

• How do you intend to implement your Development Suggestions? (Box 5)

• How do you plan to build development into work? (Box 6)

• How do you intend to involve your manager in your development? (Box 7)

Page 5-4 73


Peer Coaching Conversation: The Coach’s Role

• What could the Coach do in this conversation that would be of greatest help?

Page 5-4 74


Turning Ideas Into Action—Time Bound Agreements

Set proposed times for all activities on your Advancement Plan

• Follow Through on Peer Coaching – Box 8a

Page 5-5 and 5-6 75


First Peer Coaching Follow-up Agenda

• To make the most of this coaching opportunity, we recommend that you follow the outline for this discussion that can be found on Page 5-6 of your Participant Manual

Page 5-6 76


Turning Ideas Into Action- Time Bound Agreements

• Thank Your Respondents—Box 8b on your Advancement Plan

• Meet with Your Leader—Box 8c on your Advancement Plan

• Share Development Plan with Peers and Colleagues—Box 8d on your Advancement Plan

Page 5-5 and 5-6 77


Ongoing Support from Zenger Folkman

• Series of five emails over the next 8 weeks

• These will contain reminders and tips designed to help you maintain momentum on your development plan

Page 5-7 78


1. What are the first signs I am making progress?

2. What could this mean to you personally?

3. How with the organization benefit?

Page 5-8

Results of My Advancement

79


To assess your progress and advance your development

towards becoming an extraordinary leader

Workshop Objective: How did we do?

80


“Habit is habit and not to be flung out of the window by any man, but coaxed downstairs a

step at a time.”

Mark Twain

Page 5-9 81

thank-you

facilitators: larry krannich barbara sawrey

Documents

zenger folkman

leadership development

participant intros

extraordinary leader2

course intro

objective f

atel course

participant manual self