the leader's edge: five success factors
Post on 13-Sep-2014
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One-hour webinar introducing NetSpeed Leadership, 24-module leadership development program for classroom and virtual learning.TRANSCRIPT
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The Leader’s EdgeFive Success Factors
Every Leader Must Know
An Overview of the NetSpeed Leadership® Approach to Blended Learning
©2012 NetSpeed Learning Solutions
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© 2012 NetSpeed Learning Solutions. All rights reserved. 2
Housekeeping
• Close other programs running on your desktop.• Use Chat to send ask a question or send a
message to the Presenters.• Interact using Chat, Polling, and Status Icons• To maximize your screen size, press F11 now.
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© 2012 NetSpeed Learning Solutions. All rights reserved. 3
Learning Objectives
• Identify 6 leader behaviors a first-level manager or supervisor should avoid.
• Explore 5 leadership guidelines (success factors) to keep leaders balanced and effective.
• Overview the components of the NetSpeed Leadership training system
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Prizes
• Participate and win!• There will be several chat opportunities in this event.• The first person who “chats” each time will be entered
into a drawing.• Prize: Ten seats in the 2012 NetSpeed Leadership
Webinar Series ($2,500 value).• Must be present to win.
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Chat
What is your primary purpose in attending this webinar?
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ChatWhat is the biggest management mistake new managers or supervisors make?
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If your actions inspire others to dream more, learn more, do more and become more, you are a leader.
John Quincy Adams
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Management Myths
Success Factors
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Management Myth #1
“Do It Because I Say So” Motivates Others to Perform
What do you get when you mandate compliance?
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Management Myth #2
Investing Time and Energy in the Wrong People Eventually Results in the Right Performance
Why do we fall into this trap? How can we avoid it?
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Management Myth #3
People Want You to Manage Them
(They Love You Just Because You’re the Boss)
You are the bestBoss ever.
What do people really want?
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Management Myth #4
Helping People Correct Their Weaknesses is a Necessary Management Skill
You are the bestBoss ever.
What’s wrong with this assumption?
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Management Myth #5
Your People are Accountable for your Team’s Performance
You are the bestBoss ever.Who is really accountable for
your team’s performance?
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Management Myth #6
Everyone Can Be Good at Everything with Enough Coaching
You are the bestBoss ever.
If you believe this myth is true, what happens?
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Jim Kouzes
The more you’re engaged in learning,
the more successful you are at leading.
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NetSpeed Leadership®
1. Face-to-face Classroom Training (3 hour modules) or Webinar Training (90-minute sessions)
2. Post-class reinforcement (Electronic Magazine, NetSpeed On The Job™, and NetSpeed Coach®
3. NetSpeed Administrator™(to report the impact of training)
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Gyroscope
A device that keeps you
aligned as you are pulled in
many directions
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The Guidelines:Your Leadership Gyroscope
1. Create an Optimistic Climate
2. Promote Collaborative Relationships
3. Encourage Exceptional Performance
4. Focus for High Impact
5. Cultivate Trust
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Leadership Guidelines
1. Create an Optimistic Climate
2. Promote Collaborative Relationships
3. Encourage Exceptional Performance
4. Focus for High Impact
5. Cultivate Trust
From Leading at Net Speed
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Create anOptimistic Climate
A leader’s mood is contagious and sets the tone for the work climate
From Leading at Net Speed
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Create anOptimistic Climate
1. Do others tell me that I consistently project optimism?
2. Have I demonstrated how to move forwardin the face of obstacles?
3. Do I have evidence that my team feels connected to an inspiring vision of the future?
4. Do I frequently find ways to celebrate the progress made by teams and individuals?
5. Can I describe what I do to build cooperation and enthusiasm to get a tough job done?
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1. Do others tell me that I consistently project optimism?
2. Have I demonstrated how to move forwardin the face of obstacles?
3. Do I have evidence that my team feels connected to an inspiring vision of the future?
4. Do I frequently find ways to celebrate the progress made by teams and individuals?
5. Can I describe what I do to build cooperation and enthusiasm to get a tough job done?
Create anOptimistic Climate
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Do I frequently find ways to celebrate the progress made by teams and individuals?
Yes – I celebrate both individual and team performance frequentlyYes – I celebrate team performance frequentlyYes – I celebrate individual performance frequentlyNo – There’s not much to celebrate around here
Create anOptimistic Climate
From Leading at Net Speed
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What are your favorite, low-cost, celebration tips?
Create anOptimistic Climate
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Promote Collaborative Relationships
Open-handed give and take is mandatory in an effective, fast paced, organization
From Leading at Net Speed
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1. Am I communicating my thoughts openly and honestly?
2. Do I attempt to balance the needs of all the stakeholders involved in a problem?
3. Do I ask the tough questions that need to be asked?
4. Do I actively encourage honest feedback and input from others?
5. Am I non-competitive in my dealings with colleagues?
Promote Collaborative Relationships
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1. Am I communicating my thoughts openly and honestly?
2. Do I attempt to balance the needs of all the stakeholders involved in a problem?
3. Do I ask the tough questions that need to be asked?
4. Do I actively encourage honest feedback and input from others?
5. Am I non-competitive in my dealings with colleagues?
Promote Collaborative Relationships
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Do I actively encourage honest feedback and input from others?
5 – Frequently4 – Sometimes3 – Occasionally2 – Rarely1 – Almost Never
Promote Collaborative Relationships
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Why might someone hesitate to request honest feedback and input?
Promote Collaborative Relationships
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Encourage Exceptional Performance
The competitive landscape requires that we set and consistently achieve stretch goals
From Leading at Net Speed
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1. How do I encourage people to rely on their strengths and talents to accomplish goals?
2. How do I recognize and reward exceptional performance?
3. How am I coaching others to developskills and solve problems?
4. Am I addressing performanceproblems quickly and constructively?
5. How do I remove barriers to positiveteam performance?
Encourage Exceptional Performance
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1. How do I encourage people to rely on their strengths and talents to accomplish goals?
2. How do I recognize and reward exceptional performance?
3. How am I coaching others to developskills and solve problems?
4. Am I addressing performanceproblems quickly and constructively?
5. How do I remove barriers to positiveteam performance?
Encourage Exceptional Performance
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How am I coaching others to develop skills and solve problems?
Chat: Share a recent example.
Encourage Exceptional Performance
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Focus For High Impact
A disciplined approach enables us to stay on course in the face of unpredictable change
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1. Do I paint a clear picture of desired, measurable results?2. Is my team clearly focused on high priority goals and
objectives?3. Do I skillfully plan and execute assignments?4. Do I hold others accountable for results?5. Do I adapt resiliently to changing priorities?
Focus For High Impact
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1. I paint a clear picture of desired, measurable results2. My team is clearly focused on high priority goals and
objectives3. I skillfully plan and execute assignments4. I hold others accountable for results5. I adapt resiliently to changing priorities
Which of these leader behaviors is your greatest CHALLENGE?
Focus For High Impact
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Cultivate Trust
Lack of trust cripples an organization’s ability to perform
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1. Do I do the right thing even when it is difficult?
2. Do I assume people have good intentions?
3. Do I always follow through on promises and commitments?
4. Do I stay focused and balanced in challenging situations?
5. Do I admit that I don’t have all the answers?
Cultivate Trust
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1. I do the right thing even when it is difficult
2. I assume people have good intentions
3. I always follow through on promises and commitments
4. I stay focused and balanced in challenging situations
5. I admit that I don’t have all the answers
Which of these leader behaviors is your greatest STRENGTH?
Cultivate Trust
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Three Tracks – 24 Modules
Leadership Development – 8 modules
Performance Management – 8 modules
Professional Development – 8 modules
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Post-Class Reinforcement
Job Aid Cards
Electronic Magazine
NetSpeed On The Job™
NetSpeed Coach®
NetSpeed Administrator
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Distributed at end of f2f class
Emailed after a virtual class
Job Aid Card
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NetSpeed Coach™ Learning Center
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Electronic Magazine
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NetSpeed On The Job™
Online Performance Support Tool
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NetSpeed On The Job™
Available 24/7 for one year; can be emailed
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NetSpeed Coach®
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“All training impact begins with the individual.”
Robert O. Brinkerhoff
Telling Training’s Story
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Individual Impact
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Manager’s Observations
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Evaluation Results
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NetSpeed Administrator™
Tracks the progress of each participant per sessionProvides participant evaluation data (Level II)
Shows summary impact information (Level III)ApplicationSkill ImprovementEffectivenessBehavioral Examples
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Linking
Link each management myth to a myth-busting leadership guideline.
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Management Myth #1
“Do It Because I Say So” Motivates Others to Perform
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Management Myth #2
Investing Time and Energy in the Wrong People Eventually Results in the Right Performance
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Management Myth #3
People Want You to Manage Them
(They Love You Just Because You’re the Boss)
You are the bestBoss ever.
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Management Myth #4
Helping People Correct Their Weaknesses is a Necessary Management Skill
You are the bestBoss ever.
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Management Myth #5
Your People are Accountable for your Team’s Performance
You are the bestBoss ever.
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Management Myth #6
Everyone Can Be Good at Everything with Enough Coaching
You are the bestBoss ever.
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“The central challenge for organizations today is how to
leverage learning consistently, quickly and effectively into improved performance.”
Robert O. Brinkerhoff
Telling Training’s Story
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And the Winner Is…
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Peer Power
• Published by Jossey-Bass (Wiley & Sons)
• Learn more at our websitewww.netspeedlearning.com/peerpower/book
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Survey Link
• Please complete an online evaluation now.• Receive a link to download the PowerPoint
slides (PDF).• First two to respond receive a complementary
copy of Peer Power.
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