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Facilitators: Larry Krannich Barbara Sawrey

Facilitators: Larry Krannich Barbara Sawrey. INTRODUCTIONS. NAME Current Employment/Organization One current ACS Leadership Role When you took Extraordinary Leader. The Influence of a Leader: A quote from Goethe.

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Facilitators: Larry Krannich Barbara Sawrey

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  1. Facilitators: Larry Krannich Barbara Sawrey

  2. INTRODUCTIONS • NAME • Current Employment/Organization • One current ACS Leadership Role • When you took Extraordinary Leader

  3. The Influence of a Leader: A quote from Goethe “I have come to the frightening conclusion that I am the decisive element. It is my personal approach that creates the climate. It is my daily mood that makes the weather. I possess tremendous power to make a life miserable or joyous.” –Johann Von Goethe

  4. Workshop Objective To assess your progress and advance your development towards becoming an extraordinary leader Page iii

  5. Leadership Development is a Career-long Journey

  6. Agenda • Assessing Your Progress • Selecting Your Next Development Target • Building Development into Your Job • Involving Your Leader and Others • Turning Ideas Into Action

  7. Ground Rules • Stay on Task • Listen to and Show Respect for the Opinions of Others • Two-Way Communication • Cell Phones Off Others?

  8. Assessing your progress Module 1

  9. Your Leadership Development Check-up Part One • Review the Personal Reflection questions on pages 1-3 and 1-4 in your manual Part Two • In small groups, discuss progress • Create a list of what worked well and obstacles you encountered Pages 1-3 and 1-4

  10. Development Journey: Debrief • What worked well? • What obstacles did you experience? • What will you do differently this time? Page 1-4

  11. The Extraordinary Leader Key Insights Pop Quiz

  12. Question 1 of 7 • The objective of The Extraordinary Leader program is to… Help new leaders to perform at an adequate level Develop more leaders who truly excel Help those who are performing poorly to function like the average

  13. Question 2 of 7 • The reason to develop leaders who are extraordinary is to… Create healthier work environments Produce better business results Attract better people to the organization All of the above

  14. Question 3 of 7 • Differentiating Competencies are those that distinguish… Experienced leaders from those lacking experience Generation Y leaders from Baby Boomers High performing leaders from those who are average or below Innately gifted leaders from those who develop skills over time

  15. Question 4 of 7 • Differentiating Competencies are grouped into 5… Buckets Tent poles Clusters Competency Companions

  16. Question 5 of 7 • Developing a strength differs from fixing a weakness. It can best be done by… Finding new times and places for practice Cross training, much like athletes use Interval training, where you stop and start using the skill

  17. Question 6 of 7 • Which of the CPO models shown below is correct? B. A. C.

  18. Question 7 of 7 • Which of the following statements is/are FALSE? Every leader, no matter how good, can become better. In the main, leaders are born, not made. Extraordinary leaders raise the bar and encourage others to excel.

  19. Bonus Question • To be at the 90th percentile overall in most organizations, a leader needs to have profound strength in… 13 out of the 18 differentiating competencies Over half of the 18 differentiating competencies 5 out of the 18 differentiating competencies Only 1 competency, as long as there are no serious faults

  20. Debrief: Key Insights Pop-Quiz • Any points that need clarification?

  21. 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

  22. The Legend: Key Markings

  23. When does a GAP become significant? Could be significant Probably not significant Could be significant 0.30 / 0.50

  24. Comparison of Rater Groups—Tent Poles

  25. 18 Differentiating Competencies

  26. Differentiating Competencies Gap Analysis

  27. Survey Items

  28. Member Satisfaction Index

  29. Importance Ratings

  30. Highest and Lowest Scored Items

  31. Written Comments ACS Leaders ACS Colleagues Others

  32. Observe Patterns One group is consistently higher than the others 1 4 2 5 3 Page 1-5

  33. Observe Patterns One group is consistently lower than the others 1 4 2 5 3 Page 1-5

  34. Analyze Patterns Everything clusters around average 1 4 2 5 3 Page 1-5

  35. Interpreting Patterns • Wide distribution • Polarized response within a rater group 1 4 2 5 3 Page 1-5

  36. Identifying Blind Spots Areas where you think you’re doing much better, but your colleagues don’t agree Page 1-5

  37. What External Factors . . . might account for overall scores going down? • 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

  38. Clues that may suggest an unresolved Critical Flaw • Competency scores below 3.4 • Poor performance reviews • Written comments Page 1-6

  39. 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

  40. Sample Development Plan Pages 1-12, B-3, and B-5

  41. 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

  42. SELECTING YOUR NEXT DEVELOPMENT TARGET Module 2

  43. Selecting Your Next Target: • If you wish to stay focused on the same competency, it is okay! Page 2-3

  44. Selecting Your Next Development Target • A potential Critical Flaw that may be holding you back Page 2-3

  45. Selecting Your Next Development Target Choose a new strength to build on Page 2-3

  46. Leadership Sweet Spot Work Environment Leadership Sweet Spot Pages 2-5

  47. Prioritizing Areas to Develop X X X X X X X X X X X X X X X X X X SWEET SPOTS 3 1 1 1 1 1 1 1 1 1 2 1 3 Page 2-6 and 2-7

  48. Prioritizing Areas to Develop X X X X X X X X X X X X X X X X X X NOVICE 3 1 1 1 1 1 1 1 1 1 2 1 3 Page 2-6 and 2-7

  49. 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

  50. Pairs Activity: Developmental Target Discuss reasons for your choice of Development Target

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