2. Facilitators: Carol Duane Barbara Sawrey

3. © 2013 Zenger Folkman The Influence of a Leader: A quote from Goethe 2

4. © 2013 Zenger Folkman Workshop Objective Page iii 3

5. © 2013 Zenger Folkman Leadership Development is a Career-long Journey 4

6. © 2013 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. © 2013 Zenger Folkman ASSESSING YOUR PROGRESS Module 1

8. © 2013 Zenger Folkman 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 7

9. © 2013 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. © 2013 Zenger Folkman The Extraordinary Leader Key Insights 9

11. © 2013 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. © 2013 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. © 2013 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. © 2013 Zenger Folkman Question 4 of 7 13 Differentiating Competencies are grouped into 5… A.Buckets B.Tent poles C.Clusters D.Competency Companions

15. © 2013 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. © 2013 Zenger Folkman Question 6 of 7 15 Which of the CPO models shown below is correct? A. B. C.

17. © 2013 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. © 2013 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. © 2013 Zenger Folkman Debrief: Key Insights Pop-Quiz 18 Any points that need clarification?

20. © 2013 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. © 2013 Zenger Folkman The Legend: Key Markings 20

22. www.zengerfolkman.com © 2013 Zenger Folkman When does a GAP become significant? Probably not significant Could be significant 0.30 / 0.50 21

23. © 2013 Zenger Folkman Comparison of Rater Groups—Tent Poles 22

24. © 2013 Zenger Folkman 18 Differentiating Competencies 23

25. © 2013 Zenger Folkman Differentiating Competencies Gap Analysis 24

26. © 2013 Zenger Folkman Survey Items 25

27. © 2013 Zenger Folkman Member Satisfaction Index 26

28. © 2013 Zenger Folkman Importance Ratings 27

29. © 2013 Zenger Folkman Highest and Lowest Scored Items 28

30. © 2013 Zenger Folkman Written Comments 29 ACS Leaders ACS Colleagues Others

31. © 2013 Zenger Folkman Observe Patterns Page 1-5 Takes Initiative RaterScore Total3.33 ACS Leaders3.25 ACS Colleagues4.67 Others3.18 Self3.50 4 5 1 2 3 One group is consistently higher than the others 30

32. © 2013 Zenger Folkman Observe Patterns Page 1-5 One group is consistently lower than the others Takes InitiativeResponse Frequency RaterScore 12345 Total4.181% 39%43%15% ACS Leaders3.7525%50%25% ACS Colleagues2.844% 22% Others3.1885%15% Self4.2575%25% 4 5 1 2 3 31

33. © 2013 Zenger Folkman Analyze Patterns Page 1-5 Takes InitiativeResponse Frequency RaterScore 12345 Total3.338%72%30% ACS Leaders3.2580%20% ACS Colleagues3.5390%10% Others3.1885%15% Self3.3310%70%20% 4 5 1 2 3 Everything clusters around average 32

34. © 2013 Zenger Folkman Interpreting Patterns Page 1-5 Takes InitiativeResponse Frequency RaterScore 12345 Total3.5411%1%53%29%6% ACS Leaders3.2575%25% ACS Colleagues3.2040%20%40% Others4.5622%78% Self3.5050% 4 5 1 2 3 Wide distribution Polarized response within a rater group 33

35. © 2013 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. © 2013 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 1-5 35 might account for overall scores going down?

37. © 2013 Zenger Folkman Clues that may suggest an unresolved Critical Flaw Competency scores below 3.4 Poor performance reviews Written comments Page 1-6 36

38. © 2013 Zenger Folkman 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 37

39. © 2013 Zenger Folkman Sample Development Plan 1. My Strengths (4 highest rated, below 90 th percentile) Displays High Integrity and Honesty - Important Takes Initiative Builds Relationships - Important Connects the Group to the Outside World - Important to Manager 2. Potential Fatal 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. Pages 1-12, B-3, and B-5

40. © 2013 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 1-13 39

41. © 2013 Zenger Folkman SELECTING YOUR NEXT DEVELOPMENT TARGET Module 2

42. © 2013 Zenger Folkman If you wish to stay focused on the same competency, it is okay! Page 2-3 Selecting Your Next Target: 41

43. © 2013 Zenger Folkman A potential Critical Flaw that may be holding you back Page 2-3 Selecting Your Next Development Target 42

44. © 2013 Zenger Folkman Choose a new strength to build on Page 2-3 Selecting Your Next Development Target 43

45. © 2013 Zenger Folkman Leadership Sweet Spot Pages 2-5 Leadership Sweet Spot Work Environment 44

46. © 2013 Zenger Folkman Prioritizing Areas to Develop Page 2-6 and 2-7 45 XXX X X X XX X X XX XXXXXX 3111311121111 SWEET SPOTS

47. © 2013 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 2-7 46

48. © 2013 Zenger Folkman Pairs Activity: Developmental Target Discuss reasons for your choice of Development Target 47

49. © 2013 Zenger Folkman Competency Companion Development Guide Page 2-9 Behaviors Defining This Competency Developmental Suggestions- these are traditional, linear suggestions 48

50. © 2013 Zenger Folkman Competency Companions Page 2-9 49

51. © 2013 Zenger Folkman Identify a Competency Companion Page 2-10 For the Development Target you have selected Complete Box 4 of your Advancement Plan 50

52. © 2013 Zenger Folkman 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 51

53. © 2013 Zenger Folkman BUILDING DEVELOPMENT INTO YOUR JOB Module 3

54. © 2013 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 53

55. © 2013 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 3-6 54

56. © 2013 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 3-6 55

57. © 2013 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 3-6 56

58. © 2013 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 3-6 57

59. © 2013 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 3-7 58

60. © 2013 Zenger Folkman INVOLVING YOUR LEADER AND OTHERS Module 4

61. © 2013 Zenger Folkman Impact of Leader Support on Development Page 4-3 Level of Leader Support 60

62. © 2013 Zenger Folkman How involved was your leader in your development? Criteria: Time spent? Conversations initiated? Attitude of genuine interest? Low High 61

63. © 2013 Zenger Folkman Overcoming Barriers to Leader Involvement What keeps your leader from getting involved in your development? Answer questions on Page 4-3 Page 4-3 62

64. © 2013 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 4-5 63

65. © 2013 Zenger Folkman Involving Others In Your Development Peers Colleagues Mentors Friends Customers Page 4-6 64

66. © 2013 Zenger Folkman TURNING IDEAS INTO ACTION Module 5

67. www.zengerfolkman.com © 2013 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 5-3 66

68. © 2013 Zenger Folkman Benefits of Peer Coaching 1.Support 2.Accountability 3.Sounding Board 67

69. © 2013 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 5-4 68

70. © 2013 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 5-4 69

71. © 2013 Zenger Folkman Peer Coaching Conversation: The Coach’s Role What could the Coach do in this conversation that would be of greatest help? Page 5-4 70

72. © 2013 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 5-6 71

73. © 2013 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 5-6 72

74. © 2013 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 5-6 73

75. © 2013 Zenger Folkman 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 74

76. © 2013 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 75

77. © 2013 Zenger Folkman To assess your progress and advance your development towards becoming an extraordinary leader Workshop Objective: How did we do? 76

78. © 2013 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 5-9 77

79. thank-you