1. Making organizations adaptable
Building a leadership development agenda that works
516 Parkview Terrace
Minneapolis, MN 55439
©2007. The Leader’s Toolbox, Inc. All rights reserved.

2. What businesses are experiencing
Increased price compression
Increased competition
Exodus of experienced leaders
Greater need to adapt to a changing world
Better ways of making decisions
Better execution
Faster leadership development cycle

3. How do we mobilize the troops?
1. Strategic planning
Generally involves few people
Incremental difference/vision
Seldom creates Blue Oceans
Result: Limited impact
2. Organization restructure
Shifts silos
Don’t create more facile relationships
Silos typically unaltered
3. Hire new leaders
Expensive
High learning curve
Result: Increased rate of turnover of top leadership positions
4. Incentives
Usually for short term improvements
Focused on task-specific outcomes
At times functional objectives in conflict
Result: Often create negative unintended consequences
5. Training
Management skills (vs. leader skills)
Competency/skills gap
Low levels of post-training support
Few opportunities to utilize
Result: Little transfer of knowledge

4. I will show you how!! If you want to…. Break down organization silos
Improve organization performance
Increase agility in the market
Implement new program/business model
I will show you how!!

5. Add to arsenal of options!
You will find this:
Cheaper
Faster
Easier
Less resistance
More immediate impact
Demonstrated impact to bottom line

6. A change of perspective
A leader is_____________.
Therefore leader development is
One at a time
Based on individual need
Optional
Expensive
Slow
Unpredictable
Unlikely to have powerful impact on bottom line

7. How we develop leaders…
The competency approach
Personality profiling
Workshops and seminars
Experiences: e.g. job rotation
Using a pea shooter against a gorilla

8. Just like any function, it has…
Leadership is…
Just like any function, it has…
Deliverables
Measurable
Accountabilities
Direction
Competence
Implementation A
function

9. Leadership is…
A shared
responsibility A
function

10. Leadership is… A process has: Steps That can be described
Inputs/Outputs
Reproducible
Measures
A shared
responsibility A
function
A learned process

11. Even Great Leaders Need a Map
Opportunity
Reframe the
Future
Redefinition
of Success
Develop
Commitment
Followership
Direction
Competence
Implementation
Teach &
Learn
Build
Community
Dispersed
Power
Resilience
Balance
Paradox
Business Results
Shared Values

12. Leadership process means
It is
Teachable
Repeatable
Measurable
Improvable
Institutionalable
Therefore more impactful
The Leader’s Map™

13. As a result…. You can teach lots of people how to do leadership work….
together

14. Leadership is….. Using leadership tools A learned process A shared A
responsibility A
function

15. Example Tools Tool Purpose The Leader's Map™ The leadership process
3 Roles Leaders Play
Leadership obstacles
Ext. Relationship Map
See the organization from the outside in
Scenario planning
Build alternate futures
The S curve
Determine where the organization is on the growth curve
Commitment wheel
Steps to build engagement
Stakeholder analysis
Analyze the audience
Six com. questions
How to develop a specific message for a specific audience
Core competence
Critical organization skills
The story
Powerful tool for exploring, learning, and engaging
Leadership moves
Different leadership structures for different kinds of work
Team productivity model
Build teams quickly
The 4 Cs
Cross organizational contracting
Core strategy
Vision, mission, values, objectives
Polarity Map
Balance paradox

16. New language that crosses functional silos
Advantages
More employee engagement
Deeper
Across silos
New language that crosses functional silos
New perspectives on the issues
Better analysis of the situation
Alternative points of view

17. Leadership is…. Work on real issues Establishing tiger teams
Provide coaching
Structure accountability
Expected impact on performance
and organization success
A learned process
A shared
responsibility A
function
Establishing
practice fields
Using
leadership
tools

18. Leadership is… Common language Consistent process
Promotes leadership teamwork
Addresses issues in a more
competent fashion
Creates a positive reinforcing
loop
Building a
leadership
engine
Establishing
practice fields
Using
leadership
tools
A learned process
A shared
responsibility A
function

19. Reinforcing loop

20. Tips to build your leadership engine
Backload the budget
Focus on leadership—not leaders
Focus on the needs of the organization—not the development needs of the people
Focus on the science of leadership—not the art
Get an important win—fast

21. Address Contact Website Books
Contact information
Address
516 Parkview Terrace
Minneapolis, MN 55416
Contact
Ralph Jacobson
Website
Books
Leading for a Change: How to Master the Five
Challenges Faced by Every Leader by Ralph Jacobson
The Change Champion’s Field Guide (Chapter 4)