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Facilitator Name © 2014 Zenger Folkman The Influence of a Leader: A quote from Goethe 2.

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Presentation on theme: "Facilitator Name © 2014 Zenger Folkman The Influence of a Leader: A quote from Goethe 2."— Presentation transcript:


2 Facilitator Name

3 © 2014 Zenger Folkman The Influence of a Leader: A quote from Goethe 2

4 © 2014 Zenger Folkman Workshop Objective Page iii 3

5 © 2014 Zenger Folkman Leadership Development is a Career-long Journey 4

6 © 2014 Zenger Folkman 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 5

7 © 2014 Zenger Folkman ASSESSING YOUR PROGRESS Module 1

8 © 2014 Zenger Folkman Part One Review the Personal Reflection questions from your prework assignment 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 7

9 © 2014 Zenger Folkman Development Journey: Debrief 1.What worked well? 2.What obstacles did you experience? 3.What will you do differently this time? Page 1-4 8

10 © 2014 Zenger Folkman The Extraordinary Leader Key Insights 9

11 © 2014 Zenger Folkman Question 1 of 7 10 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

12 © 2014 Zenger Folkman Question 2 of 7 11 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

13 © 2014 Zenger Folkman Question 3 of 7 12 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

14 © 2014 Zenger Folkman Question 4 of 7 13 Differentiating Competencies are grouped into 5… A.Buckets B.Tent poles C.Clusters D.Competency Companions

15 © 2014 Zenger Folkman Question 5 of 7 14 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

16 © 2014 Zenger Folkman Question 6 of 7 15 Which of the CPO models shown below is correct? A. B. C.

17 © 2014 Zenger Folkman Question 7 of 7 16 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.

18 © 2014 Zenger Folkman Bonus Question 17 To be at the 90 th 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

19 © 2014 Zenger Folkman Debrief: Key Insights Pop-Quiz 18 Any points that need clarification?

20 © 2014 Zenger Folkman 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 19

21 © 2014 Zenger Folkman The Legend: Key Markings 20

22 © 2014 Zenger Folkman When does a GAP become significant? Probably not significant Could be significant 0.30 /

23 © 2014 Zenger Folkman Comparison of Rater Groups—Tent Poles 22

24 © 2014 Zenger Folkman 18 Differentiating Competencies 23

25 © 2014 Zenger Folkman Differentiating Competencies Gap Analysis 24

26 © 2014 Zenger Folkman Survey Items 25

27 © 2014 Zenger Folkman Member Satisfaction Index 26

28 © 2014 Zenger Folkman Importance Ratings 27

29 © 2014 Zenger Folkman Highest and Lowest Scored Items 28

30 © 2014 Zenger Folkman Written Comments 29 ACS Leaders ACS Colleagues Others

31 © 2014 Zenger Folkman Observe Patterns Page 1-5 Takes Initiative RaterScore Total3.33 ACS Leaders3.25 ACS Colleagues4.67 Others3.18 Self One group is consistently higher than the others 30

32 © 2014 Zenger Folkman Observe Patterns Page 1-5 One group is consistently lower than the others Takes InitiativeResponse Frequency RaterScore Total4.181% 40%43%15% ACS Leaders3.7525%50%25% ACS Colleagues2.844% 92% Others3.1885%15% Self4.2575%25%

33 © 2014 Zenger Folkman Analyze Patterns Page 1-5 Takes InitiativeResponse Frequency RaterScore Total3.338%72%20% ACS Leaders3.2580%20% ACS Colleagues3.5390%10% Others3.1885%15% Self3.3310%70%20% Everything clusters around average 32

34 © 2014 Zenger Folkman Interpreting Patterns Page 1-5 Takes InitiativeResponse Frequency RaterScore Total3.5411%1%53%29%6% ACS Leaders3.2575%25% ACS Colleagues3.2040%20%40% Others4.5622%78% Self3.5050% Wide distribution Polarized response within a rater group 33

35 © 2014 Zenger Folkman Identifying Blind Spots Page 1-5 Areas where you think you’re doing much better, but your colleagues don’t agree 34

36 © 2014 Zenger Folkman 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 might account for overall scores going down?

37 © 2014 Zenger Folkman Clues that may suggest an unresolved Critical Flaw Competency scores below 3.4 Poor performance reviews Written comments Page

38 © 2014 Zenger Folkman Individual Exercise Review the important messages and patterns from your recent 360 Complete the Step-by- Step Analysis in your workbooks Update Boxes 1 and 2 of your Advancement Plan Pages 1-7 to

39 © 2014 Zenger Folkman 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


41 © 2014 Zenger Folkman If you wish to stay focused on the same competency, it is okay! Page 2-3 Selecting Your Next Target: 40

42 © 2014 Zenger Folkman A potential Critical Flaw that may be holding you back Page 2-3 Selecting Your Next Development Target 41

43 © 2014 Zenger Folkman Choose a new strength to build on Page 2-3 Selecting Your Next Development Target 42

44 © 2014 Zenger Folkman Leadership Sweet Spot Pages 2-5 Leadership Sweet Spot Work Environment 43

45 © 2014 Zenger Folkman Prioritizing Areas to Develop Page 2-6 and XXX X X X XX X X XX XXXXXX SWEET SPOTS

46 © 2014 Zenger Folkman 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

47 © 2014 Zenger Folkman Pairs Activity: Developmental Target Discuss reasons for your choice of Development Target 46

48 © 2014 Zenger Folkman Competency Companion Development Guide Page 2-9 Behaviors Defining This Competency Developmental Suggestions- these are traditional, linear suggestions 47

49 © 2014 Zenger Folkman Competency Companions Page

50 © 2014 Zenger Folkman Identify a Competency Companion Page 2-10 For the Development Target you have selected Complete Box 3 of your Advancement Plan 49

51 © 2014 Zenger Folkman Discuss development suggestions pertaining to your competency Seek additional development suggestions from others Choose 2 suggestions that you believe will be most helpful to you and record them in Box 5 of your Advancement Plan These instructions can be found on page 2-11 of participant manual Exercise: Discovering Development Suggestions Page

52 © 2014 Zenger Folkman BUILDING DEVELOPMENT INTO YOUR JOB Module 3

53 © 2014 Zenger Folkman 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 52

54 © 2014 Zenger Folkman 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

55 © 2014 Zenger Folkman 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

56 © 2014 Zenger Folkman 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. Complete Box 6 of your Advancement Plan Page

57 © 2014 Zenger Folkman INVOLVING YOUR LEADER AND OTHERS Module 4

58 © 2014 Zenger Folkman Impact of Leader Support on Development Page 4-3 Level of Leader Support 57

59 © 2014 Zenger Folkman How involved was your leader in your development? Criteria: Time spent? Conversations initiated? Attitude of genuine interest? Low High 58

60 © 2014 Zenger Folkman Overcoming Barriers to Leader Involvement What keeps your leader from getting involved in your development? Answer questions on Page 4-3 Page

61 © 2014 Zenger Folkman 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 Each participant, select 2 ideas shared that will work for you and complete Box 7 of your Advancement Plan Page 4-4 and

62 © 2014 Zenger Folkman Involving Others In Your Development Peers Colleagues Mentors Friends Customers Page

63 © 2014 Zenger Folkman TURNING IDEAS INTO ACTION Module 5

64 © 2014 Zenger Folkman 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

65 © 2014 Zenger Folkman Benefits of Peer Coaching 1.Support 2.Accountability 3.Sounding Board 64

66 © 2014 Zenger Folkman 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

67 © 2014 Zenger Folkman 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

68 © 2014 Zenger Folkman Peer Coaching Conversation: The Coach’s Role What could the Coach do in this conversation that would be of greatest help? Page

69 © 2014 Zenger Folkman 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

70 © 2014 Zenger Folkman 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

71 © 2014 Zenger Folkman Turning Ideas Into Action- Time Bound Agreements Thank Your Respondents—Box 8a on your Advancement Plan Meet with Your Leader—Box 8b on your Advancement Plan Share Development Plan with Peers and Colleagues—Box 8c on your Advancement Plan Page 5-5 and

72 © 2014 Zenger Folkman Ongoing Support from Zenger Folkman Series of five s over the next 8 weeks These will contain reminders and tips designed to help you maintain momentum on your development plan Page

73 © 2014 Zenger Folkman 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 72

74 © 2014 Zenger Folkman To assess your progress and advance your development towards becoming an extraordinary leader Workshop Objective: How did we do? 73

75 © 2014 Zenger Folkman “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

76 thank-you

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