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L EADING T HROUGH T EAM A SSESSMENT AND R EBUILDING Article Facilitation By: David Lima David Kirstein Yu Cao.

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Presentation on theme: "L EADING T HROUGH T EAM A SSESSMENT AND R EBUILDING Article Facilitation By: David Lima David Kirstein Yu Cao."— Presentation transcript:

1 L EADING T HROUGH T EAM A SSESSMENT AND R EBUILDING Article Facilitation By: David Lima David Kirstein Yu Cao

2 A GENDA Seven Ages of Leadership Video - Ari Gold Discussion Are Leaders Portable? 4 Types of Human Capital Knowledge Leadership Effectiveness Diagnostic Discussion Selection Bias Measurement Video – Penny and Sheldon Rewards Activity Measuring and Rewarding Leadership equitation 3/10/ B718_ArticleFacilitation_v1 7 Ages4 HCK TypesLEDSelection BiasMeasurementRewardsEquation

3 Infant Seek and recruit mentors. Schoolboy Be inspected, dissected, and judged. Lover Relationship with former peers (person promoted from within the ranks). Knowing who to listen to, who to trust, and what to pay attention to (Newcomer). Soldier The more effective the leader is the more careful he/she must be. To nurture employees and hire people who are better than they are. T HE S EVEN A GES OF THE L EADER 3 B718_ArticleFacilitation_v1 3/10/ Ages4 HCK TypesSurveySelection BiasMeasurementRewardsEquation

4 General Not simply allowing people to speak the truth but actually being able to hear it. Statesman Leader’s power begins to wane. Interim role, bolstered by knowledge and perception that come with age and experience. Sage Mentoring is valuable for both individuals. Leaving a professional legacy for the next generation. T HE S EVEN A GES OF THE L EADER 4 B718_ArticleFacilitation_v1 3/10/ Ages4 HCK TypesLEDSelection BiasMeasurementRewardsEquation

5 T HE S EVEN A GES OF THE L EADER Ari Gold Video Discussion 3/10/ B718_ArticleFacilitation_v1 7 Ages4 HCK TypesLEDSelection BiasMeasurementRewardsEquation

6 A RE L EADERS P ORTABLE ? 3/10/ B718_ArticleFacilitation_v1 Strategic Human Capital General management skills are the most portable. The manager’s skills should match the strategic needs of the company. Industry Human Capital Technical, regulatory, customer, or supplier knowledge unique to an industry. Relevant industry experience have a positive impact on performance in a new job. Relationship Human Capital Established relationship with other team members or colleagues is a valuable asset. Moving with other colleagues vs. solo movers. Company-Specific Human Capital Knowledge about routines, procedures, corporate culture and informal structures that are unique to a company. CEOs build a management system to their liking. 7 Ages4 HCK TypesLEDSelection BiasMeasurementRewardsEquation

7 L EADERSHIP E FFECTIVENESS D IAGNOSTIC 7 B718_ArticleFacilitation_v1 Always Strengths Rarely Weaknesses What did you learn? Why is this important? 3/10/ Ages4 HCK TypesLEDSelection BiasMeasurementRewardsEquation

8 L EADERSHIP E FFECTIVENESS D IAGNOSTIC Successful leaders build on their strengths. People who continually advance in their companies are those that leverage their strengths and never stop trying to overcome their deficiencies. “You cannot run away from a weakness. You must sometimes fight it out or perish; and if that be so, why not now, and where you stand?” Robert Louis Stevenson 3/10/ B718_ArticleFacilitation_v1 7 Ages4 HCK TypesLEDSelection BiasMeasurementRewardsEquation

9 S ELECTION B IAS Definition: Relying on samples that are not representative of the whole population being studied. To identify successful practices we must analyze successful and unsucessful companies and identify the qualities that separate the successes from the failures. People working in established companies in mature industries are the most vulnerable to selection bias. 9 B718_ArticleFacilitation_v1 3/10/ Ages4 HCK TypesLEDSelection BiasMeasurementRewardsEquation

10 S ELECTION B IAS – 3 C OMMON T RAPS 1. Overvalueing Risky Business Example: Diversification vs Homogenation of Teams 2. Accomplishment Magnification Example: Cumulative Race vs Best of 3 Race 3. Reverse Causality Don’t confuse correlation with causality! Example: Successful Corporation => Strong Culture Does not mean that Strong Culture => Successful Corporation 10 B718_ArticleFacilitation_v1 3/10/ Ages4 HCK TypesLEDSelection BiasMeasurementRewardsEquation

11 M EASUREMENT S YSTEMS An effective Measurement System must connect the numbers in a meaningful way & provide executives with guidance on how to make improvements. Manage using forward looking metrics. Link business objectives to things front line managers can control. “Be careful what you measure. You may get it – and it may kill you!” 11 B718_ArticleFacilitation_v1 3/10/ Ages4 HCK TypesLEDSelection BiasMeasurementRewardsEquation

12 R EWARD FOR R ESULTS Sheldon and Penny Video 3/10/ B718_ArticleFacilitation_v1 7 Ages4 HCK TypesLEDSelection BiasMeasurementRewardsEquation

13 REWARDS PERFORMANCE Controlled by LeaderControlled by Employee R EWARD F OR R ESULTS 13 B718_ArticleFacilitation_v1 3/10/ Ages4 HCK TypesLEDSelection BiasMeasurementRewardsEquation

14 R EWARD F OR R ESULTS 1. Give Praise Publicly and Privately Praise in private first, then in public (gives what you say integrity). The more important the “audience” hearing the praise to the people receiving it, the more valuable it is. 2. Give More Than Just Praise People become discouraged when their pay doesn’t match the results they achieve. 3. Don’t Reward Everyone the Same Praise effort, but reward only results. “Any business or industry that pays equal rewards to its goof- offs and its eager beavers sooner or later will find itself with more goof-offs than eager beavers.” Mick Delaney 3/10/ B718_ArticleFacilitation_v1 7 Ages4 HCK TypesLEDSelection BiasMeasurementRewardsEquation

15 R EWARD F OR R ESULTS 4. Give Perks Beyond Pay Perhaps there are organizational limits on pay. Share something of your own with high performance employee. Parking space, free tickets, corporate suite. 5. Promote When Possible Promote from within. Rewards an employee for a job well done, and shows trust that the employee can do even more. 6. Remember That You Get What You Pay For If you want to attract and keep good people, you need to pay them what they’re worth. 3/10/ B718_ArticleFacilitation_v1 7 Ages4 HCK TypesLEDSelection BiasMeasurementRewardsEquation

16 C LASS A CTIVITY Scenario You are the manager of a call center and you want to improve the quality of customer service. Develop a measurement system that captures the customer service qualtiy. How will you reward your team at the call center? 3/10/ B718_ArticleFacilitation_v1 7 Ages4 HCK TypesLEDSelection BiasMeasurementRewardsEquation

17 L F {L1, L2, G M, S} 3/10/ B718_ArticleFacilitation_v1 RewardsMeasurement Selection Bias 4 Types of HC Knowledge LED 7 Ages Leadership Traits Leadership Behaviour Group Members Situation 7 Ages4 HCK TypesLEDSelection BiasMeasurementRewardsEquation


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