Minnesota Council for Quality Leadership That Gets Engagement Results

1. Minnesota Council for QualityLeadership That Gets Engagement Results Nancy Weidenfeller November 11, 2011 Principal Consultant

2. Session Objectives • Learn the high-performing leadership competences that drive business results • Understand the climate you are creating for your team • Understand your role as a leader and how to adapt your leadership style to be more effective • Learn how to leverage your emotional intelligence to drive results • Learn practical tools for strengthening your interpersonal awareness and communication skills

3. MDA Leadership Consulting Founded in 1981 and built on the belief that Leadership Matters Work with over 60% of MN Fortune 500 • Diverse Client Base • High growth organizations • Companies implementing critical talent strategies • Medium to Fortune 100 US-based with international reach • Strategic Global Alliances • Asia Pacific • European Union

4. The Engagement Crisis • 70% of employees are now either disengaged or under engaged at their job. Only one fifth of workers reported that they are currently looking for a new job at a different organization. (Modern Survey 2011) • Gallup estimates the cost of America’s disengagement crisis at a staggering $300 billion in lost productivity annually. • Companies with high exponential engagement (engaged, enabled, and energized) can generate operating margins three times higher than companies with low engagement. (TowersWatson 2011)

5. Leadership Matters! • According to Kenexa Research Institute’s survey pool of more than 10 million workers in 150 countries in 2009, combating engagement issues comes down to: • People want growth • Recognition • To be able to trust their leaders • Faith in the overall health and direction of the organization has leapt up to become a new top predictor of employee engagement. (Modern Survey 2011) • Only 26% of leaders create high-performance cultures. (HayGroup 2010)

7. Leadership vs. Management “The manager does things right, the leader does the right thing.” Warren Bennis • Leadership and management share some characteristics, but each is also separate and distinct. • “Leadership is a process whereby an individual influences a group of individuals to achieve a common goal.” (Northouse, 2007) • Management “focuses on the activities of planning, organizing, staffing, and controlling.” (Northouse, 2007) • The effective leader is versatile and uses leadership and management practices to achieve high quality short- and long-term results.

8. Balance of Leadership & Management Practices

9. MDA Leadership Competency Model

10. MDA Leadership Pipeline

11. What Makes an Effective Leader? Source: “Managerial Style Workbook,” Hay Group, 2009

12. Leaders Get Engagement Results By… • Understanding their strengths, weaknesses, and preferences. • Providing a great atmosphere to work in. • Creating their team climate through the use of differentleadership styles. • Selecting the right styles in response to the demands of the situation.

13. How Do I Do It? • An effective leader understands the key requirements of leadership at multiple levels in the organization • Self-awareness enables us to make the best use of our experiences. • We grow in self-awareness when we ask for, and listen to, feedback from people who know us well.

14. What Climate Do I Experience and Create? • An effective leader will ask themselves: “Am I creating a positive climate for my team?”

15. What Do I Do to Create the Climate? • An effective leader creates their team climate through their use of different leadership styles. • It is the use of these styles, at the right time, in the right situation, that creates a motivating and engaging climate.

16. What Are the Demands of My Role? • An effective leader asks: “What are the demands of my situation?” Then selects the right style in response to the demands of the situation, considering: • The experience and capability of team members • The complexity of the task • Time pressures and resource availability • The risks that result from underperformance • Organizations culture

17. Leadership That Gets Results • As a leader, think about one of your biggest results you need to accomplish over the next six months. • Use your worksheet to describe this result. • Describe 1-2 key challenges you may encounter in achieving this result. • On your worksheet complete the Result Needed section. • Large group sharing. Results and Challenges.

18. Why is Leadership Style Important? • Leadership style impacts the motivation of employees – either positively or negatively. • Studies show that roughly 70% of work group performance is a direct reflection of a leader’s effort to understand employees and to match their leadership style to employee needs and goals.

19. Style and Performance • What a leader does can drive a team climate to be engaging or non-engaging. • Research shows high correlations between positive work climate and increased productivity and engagement. Employee Retention Profitability External Service Value Customer Satisfaction Customer Loyalty Leadership Style Employee Engagement and Work Climate Employee Productivity Revenue Source: “Putting the Service-Profit Chain to Work,” Heskett, et al, – Harvard Business Review, March-April, 1994.

20. Style and Organizational Climate • Six leadership factors influence the working environment (Litwin and Stringer; and McClelland): • Clarity: People are clear about where the organization is going and what their contribution is. • Standards: There is continual emphasis on improvement and excellence. • Flexibility: There are no unnecessary rules and procedures. • Responsibility: People are empowered and held accountable for their jobs. • Rewards: They receive the appropriate recognition for their level of contribution. • Team Commitment: There is pride and trust in the organization.

22. Understanding Your Leadership Style • Complete Exercise I : What is my managerial style? (Page 4-5) • Complete Exercise 2: What does my situation require of me? (Pages 6-7) • Plot your profile. (Page 8) • Note your ‘most, somewhat, and least preferred/required styles,’ and complete the top of Page 9.

23. Your Profiles

24. Break

25. What Makes for an Effective Leader? • In 1998, Daniel Goleman, Ph.D., in partnership with Hay/McBer consulting, found that 90% of the difference separating average and exceptional leaders lies within their grasp of emotional competencies. • Emotional Intelligence (EI) is twice as important as IQ and technical expertise combined and four times as important for overall success. • EI is “the ability to effectively manage ourselves and our relationships effectively.” (Goleman)

26. Fundamental Capabilities of Emotional Intelligence • Self Awareness: Our ability to read and understand our emotions and recognize their impact on work performance and relationships. • Self-Management: Our ability to maintain self-control while remaining flexible, honest, optimistic, and sustain behaviors to improve performance. • Social Awareness: Our ability to empathize with others and understand the social dynamics in our organizations. • Social Skills: Our ability to find common ground and build rapport.

27. Measuring a Leader’s Impact • Studies (Goleman, 1998; McCall, 1998) conclude that strong EI among leaders aids employee retention, productivity, and performance. • In researching the links between leadership, EI, climate, and performance; David McClelland found that leaders with strengths in EI areas were far more effective than those who lacked such strengths. • Hay/McBer consulting conducted a random sample of 3,871 executives from a worldwide database of 20,000 executives to determine the characteristics of effective leaders. • The research found 6 distinctive leadership styles which stem from different components of emotional intelligence.

28. Six Leadership Styles

29. Six Leadership Styles

30. Impact of Leadership Style on Climate McClelland found that all 6 leadership styles have a measurable effect on each aspect of climate. Leaders who used styles that positively affected the climate had decidedly better results than those who did not. Four out of the six leadership styles consistently had a positive effect on climate and results.

31. Understanding Fit • It is not enough to know which styles you use most or least often. • It is important to understand whether you are using the right style for your particular situation. Source: “Managerial Style Workbook,” Hay Group, 2009

32. Key Highlights

33. Leadership Styles Exercise • Reflect upon your self-assessment data • Meet with a table partner: • Share your leadership styles. • From your Leadership That Gets Results worksheet, share the biggest result you need to accomplish and some key challenges you may be encountering. • Based upon your self-assessment, results needing to be accomplished, and key challenges: • Which leadership styles may be required by your situation? • What leadership style may you need to strengthen and develop? • What leadership style may you need to use less of? • Gather feedback about how you might go about doing this. • Reverse roles.

34. Leaders Get Engagement Results By… • Understanding their strengths, weaknesses, and preferences. • Providing a great atmosphere to work in. • Creating their team climate through the use of six leadership styles. • Selecting the right styles in response to the demands of the situation.

35. LeadershipThatGets Engagement Results = Credibility + Presence

36. Group Discussion • Discuss the following questions: • What is leadership presence? • How do you know when someone has it? • What impacts a person’s leadership presence adversely?

37. Leadership Presence • An important quality that gives others confidence and helps followers feel well led. At the core, is credibility. It is about how leaders carry themselves and how that relates to the loyalty, performance and engagement of the people important to their success. • “The secret to having a commanding presence isn’t about personal power, but about empowering others.” • Ken Blanchard, Coauthor of ‘The One Minute Manager®’

38. Leadership Presence • Competence is not enough anymore. • About 15% of one’s financial success is due to technical knowledge. • About 85% is due to skill in human engineering (personality and the ability to lead people). • It is becoming a performance requirement. • A recent Monster.com search revealed that more than 200 jobs listed “leadership or executive presence” as one of the position requirements. • Leadership is a relationship. • Leaders who get results can connect emotionally.

39. Six Elements of Leadership Presence™

40. Leadership Presence • Overview of the six elements • We will explore one of these areas today:

41. Interpersonal Awareness • How you express yourself every day, in every interaction, demonstrates the level of your leadership presence. • Interpersonal Awareness is: • Being aware of your non-verbal impact on others . • Being skilled at sensing other peoples emotions. • Being flexible in your responses. • Connecting with people. • Expressing feelings appropriately. • Managing triggers effectively

42. Fundamental Capabilities of Emotional Intelligence • Self Awareness: Our ability to read and understand our emotions and recognize their impact on work performance and relationships. • Self-Management: Our ability to maintain self-control while remaining flexible, honest, optimistic, and sustain behaviors to improve performance. • Social Awareness: Our ability to empathize with others and understand the social dynamics in our organizations. • Social Skills: Our ability to find common ground and build rapport.

43. Recognizing Triggers • Identify a situation where you reacted emotionally. • Describe the situation by answering the questions on your worksheet. • Identify your “triggers” on the worksheet. • Describe the specific behavior you would like to work on.

44. Fast Feedback Process Find a partner: • Tell your partner the behavior you want to work on. • Partner, brainstorm all the ideas you can think of in 2 min. • Take notes. • Just say “thank you.” • Reverse roles, repeat. • Find a new partner, repeat the process.

45. Key Takeaways • Review how you spend your time, energy, and focus on Leadership versus Management practices and make any adjustments. • Share your preferred Leadership styles with your manager as part of your ongoing development conversation.  Share your views on the strengths you bring and development areas you would like to focus on. • Review the ‘Situation’ you are in against your preferred leadership style.  Decide what style(s) would work best for your situation and make any adjustments • Discuss leadership situations/styles with your peers.  If you scored lower in a leadership style but your situation demands it, partner up with a peer that scored higher to brainstorm actions.

46. Key Takeaways • Review the Six Elements of Leadership Presence, self assess and determine where you need to grow. • Identify your ‘triggers’ that cause you to have emotional reactions and what you will do differently when they occur.  Monitor on a weekly basis how you are reacting when those situations arise. • Create partnerships with peers and other colleagues and use the Fast Feedback Process with each other to increase your feedback loops.

47. Reflection • Leadership That Gets Results: • My 1 or 2 most important learnings from this session are… • What I plan to do differently, based on what I learned is…

48. Objectives • Learn the high-performing leadership competences that drive business results • Understand the climate you are creating for your team • Understand your role as a leader and how to adapt your leadership style to be more effective • Learn how to leverage your emotional intelligence to drive results • Learn practical tools for strengthening your interpersonal awareness and communication skills

49. Leadership Matters.