1. © Zenger Folkman 2015- ELAC51.3- 1.1 1 The Extraordinary Leader Coaching Objective To complete a joint interpretation of your 360 report and help you create a strengths-based personal leadership development plan to become an Extraordinary Leader © Zenger Folkman 2015- ELAC51.3-1.1 PAGES 1-5

2. Leaders Measurably Impact Organizational Results © Zenger Folkman 2015- ELAC51.3-1.1 2 PAGES 1-7 Good does not equal great: Extraordinary Leaders make a significant, measurable difference

3. © Zenger Folkman 2015- ELAC51.3-1.1 3 Number of Profound Strengths (Profound strength = 90% or higher) PAGE 1-9 Why Leaders Focus on Building Strengths You don’t have to be perfect to be an extraordinary leader …

4. An Exception: Be Aware of Potential Fatal Flaws © Zenger Folkman 2015- ELAC51.3-1.1 Signs: low scores or consistent negative feedback poor or even average capability in a job-critical area inattention to a key cultural value or other trait critical to your organization has potential to derail your job or career 4 PAGE 1-11

5. Perceptions of You Are Others’ Reality © Zenger Folkman 2015- ELAC51.3-1.1 5 Trait B Trait E Trait F Trait A Trait D Trait C How people would objectively evaluate us Trait B Trait E Trait A Trait D Trait C Impression Trait F How people really evaluate us Impression PAGE 1-13

6. Establish your baseline © Zenger Folkman 2014 To get where you want to go, you need to know where you are 6 PAGE 1-15

7. © Zenger Folkman 2015- ELAC51.3- 1.1 7 PAGE 1-17

8. © Zenger Folkman 2015- ELAC51.3- 1.1 8 16 Competencies That Differentiate Extraordinary Leaders Character Displays high integrity and honesty Personal capability Interpersonal skills Leading change Focus on results Technical/ professional expertise Solves problems and analyzes issues Innovates Practices self- development Communicates powerfully and prolifically Inspires and motivates others to high performance Builds relationships Develops others Collaboration and teamwork Develops strategic perspective Champions change Connects the group to the outside world Drive for results Establishes stretch goals Takes initiative PAGE 1-19

9. SARA: Common Reactions to Direct Feedback © Zenger Folkman 2015- ELAC51.3-1.1 9 Surprise, Shock Anger, Anxiety Rejection, Rationalization Acceptance SRAA PAGE 1-21

10. © Zenger Folkman 2015- ELAC51.3-1.1 10 When Choosing Strengths to Develop, Play to Your Passions Leadership Sweet Spot Work Environment PAGE 1-23

11. Leadership Cross-Training © Zenger Folkman 2015- ELAC51.3-1.1 When building on strengths, often the best approach is to build around them 11 PAGE 1-25 Solves Problems and Analyzes Issues Honesty and Integrity Can Be Trusted to Act in the Team’s Best Interest Can Be Trusted to Act in the Team’s Best Interest Relationship Building and Networking Relationship Building and Networking Communicates Powerfully Takes Initiative Takes Initiative Develops Others Develops Others Desires to Pursue Excellence Desires to Pursue Excellence Technical/ Professional Expertise Technical/ Professional Expertise

12. Have a Plan to Involve Others in Your Development 12 PAGE 1-27 © Zenger Folkman 2015- ELAC51.3-1.1