Developing World Class Leaders
Presented By:
The Executive Group
80 E. US Hwy 6 Valparaiso, IN 46383
Rick Tiemann
219-477-6378 office
www.theeg.com
Rick Tiemann
 Over 42 years of business experience to include international
business work
 Owned 3 companies before the age of 30
 Former President of $75M Fire and Security Company
 Experience in mergers and acquisitions to include turnarounds
and employee integration
 Since 1991; Has served as a behavioral coach to 200 presidents,
executives, managers, and salespeople and has evaluated over
12,000 assessments.
 Our belief is that one of the biggest challenges facing businesses
today is how to attract, hire, train, retain and develop
the right people.
The Executive Group
Linking Human Capital with Strategic Intent!
 Started in 1991 to help organizations develop their business and
organizational needs.
 A consulting firm focused on Organizational and Business
Development offering a vast array of services to enhance
individual and organizational effectiveness.
 Supports clients in the areas of
 Selection
 Employee, Sales and Leadership Development
 Employee Intervention
 Executive Coaching
 Organizational Effectiveness
 Business Development and Strategic Planning
 Sales Force Optimization
Making Your Job Easier!
Meet a Few of our Clients
We would be honored to have you as a client too !!
Today’s Learning Objectives
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The 8 fundamental components of a successful
leadership program
Why most leadership programs don’t produce desired
results
Why leaders stagnate
How leadership impacts Strategic Intent
Leadership as it relates to Emotional Intelligence
The significance of Critical Thinking Skills
Creating developmental initiatives and exercises
Developing World Class Leaders
Why is it that most leadership
development programs would not
qualify as being strategic?
What does a strategic leadership
program need to consist of to be
considered strategic?
The 8 Components of a Successful
Leadership Program
I.
Sound Business Strategy and Corporate Culture
II.
Competency Model that supports the Strategic Intent
III.
Assessments that evaluate the depth of its talent
IV.
Honest and direct feedback from multiple perspectives
V.
Accountability reinforced “Top Down”, NOT by HR alone
VI.
On-going continuous personal development
VII.
Developing a Leadership Pipeline
VIII.
Developing a Succession Plan
On a scale of 1-10, with 10 being the highest,
how sound is your leadership process?
Defining a Sound Business Strategy
Porter’s Model of Competitive Differentiation
 Product Innovation (Apple)
 Customer Service and Customer Loyalty
(Nordstrom)
 Operational Effectiveness and Cost Efficiency
(Wal-Mart)
You can’t be all things to all people!
COMPETENCIES OVERVIEW
OVERALL DIAGNOSTIC PROFILE
CHALLENGE AREAS
Key
Concern
Achieve Business
Results
Forward Planning
Build Customer
Loyalty
Strengthen
Partnerships
Champion Diversity
Adaptability
Lead and Coach
Others
The Executive Group
Self Management
Manage
Scope to
Improve
STRENGTHS
Positive
Strength
Clear
Strength
Problematic Behaviors
in the Workplace
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High need for social approval
High need to impress with low need for approval
Does not pick up on social cues of others
May not posses enough self insight
Over engages conversations / poor listening
Makes decisions in isolation of others
Can be harsh and unemotional
Anger and aggressive tendencies
High need for change and control
Passive / Aggressive
Dominate / Dependent
Will alienate people
Egotistical / Arrogant / Self Serving
Condescending / Talks down to others
Problematic Behaviors
in the Workplace
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Needs to have fun and explore but hates society rules and bucks the
system with no internal self discipline to offset the need for fun
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Aggressive and angry at the world and has a chip on their shoulder and
prone to fight
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Does not cope with things in general
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Idealist who is out of touch with reality
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The world is bigger than me and I don’t know how to cope with it.
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Somber person who has little self esteem and down on life in general
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Sees the world as hostile and negative and not fun so life becomes
challenging
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Highly impatient and critical of others and things surrounding their
world
Behavior is the biggest predictor of
performance
Behavior
Goals
Fears
Personal
Competence
Attitude
Motivators
Job
Competence
Values
Ethics
Habits
Work Ethic
Strategic Planning
Emotional Intelligence
Leadership
Problem Solving
Global Thinking
Thinking Style
Interpersonal Skills
Communication Skills
Business Acumen
P&L Experience
Mergers and Acquisition
Technical
Competence
Conflict Management
Coaching
Mentoring
Assessment process that evaluates the
potential as well as depth of their ability
EI = Emotional Intelligence
IQ = Critical Thinking Skills
Why are they important?
How do we assess them?
How do they impact leadership?
EI - Emotional Intelligence
PERSONAL
COMPETENCE
SOCIAL
COMPETENCE
How they manage
Themselves
How they manage
Relationships
Self-awareness
Self-management
Social awareness
Relationship management
Assessing Emotional Resilience and Emotional Balance
Intellectual Intelligence
How quickly can they get up to speed and assimilate the data?
Exploring the World of Assessments
Understanding assessments can be a minefield
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What are the different kinds of assessments?
Why are some simple and some more sophisticated?
Why are some better than others?
Measuring Behavior, Emotional and Intellectual Intelligence.
What is test-taking mentality and how does it affect results?
What is distortion and why is it important?
Using an assessment battery / a blended response.
Assessing leadership, sales and individual contributors.
What is a Validation Study?
How assessments improve productivity
Not all Assessments Are Created Equal
 Like the people they measure, they are diverse and
possess their own unique strengths and weaknesses.
 Most are “simple” behavioral based assessments and
measure only (4) four dimensions of personality. The
Four Box Quadrant is inclined to label people.
 Assessments that are more “sophisticated” in nature
are referred to as psychological assessments.
 Psychological assessments capture a broader, more indepth understanding of personality, such as the Big 5
Theory used in psychology today.
Types of Assessments
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Basic Behavior Assessments
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DISC
Extended DiSC
PI (Predictive Index)
Birkman (color coded)
Caliper
Myers-Briggs (MBTI)
Target International
Profiles International (Profiles XT)
FiroB
Pradco
Reid London House
Psychological Assessments
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16PF
Hogan
CPI
OPQ
NEO
Strong Interest
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Clinical Tests
- MMPI
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Skills Tests
- Typing Tests
- MS Office Tests
- GNeil Skill Sets
- Bennett Mechanical
- Mechanical Concepts
- Ramsay Electrical Aptitude
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Reasoning Tests
- Wonderlic
- Thurstone Test of Mental
Alertness
- Watson-Glaser
- Ravens
- Culture Fair
What the 16PF Examines
Problem Solving
Self-Control
Tough
Mindedness
16PF
Workplace
Coping Skills
Independence
Interpersonal
Skills
16 Primary Factor Scales
Provides an in-depth look at behavior
A
Warmth
L
Vigilance
B
Reasoning
M
Abstractedness
C
Emotional Stability
N
Privateness
E
Dominance
O
Apprehension
F
Liveliness
Q1 Openness to Change
G Rule-Consciousness
Q2 Self-Reliance
H Social Boldness
Q3 Perfectionism
I
Q4 Tension
Sensitivity
Bipolar Scales
Factor
A
B
C
E
F
G
H
I
L
M
N
O
Q1
Q2
Q3
Q4
Left Meaning (-)
Reserved, Impersonal, Distant
Concrete
Reactive, Emotionally Changeable
Cooperative, Avoids Conflict
Serious, Restrained, Careful
Expedient, Nonconforming
Shy, Threat-Sensitive, Timid
Utilitarian,Objective, Unsentimental
Trusting,Unsuspecting, Accepting
Grounded, Practical, Solution-Oriented
Forthright, Genuine, Artless
Self-Assured, Unworried, Complacent
Traditional, Attached to Familiar
Group-Oriented, Affiliative
Tolerates Disorder, Flexible
Relaxed, Placid, Patient
Right Meaning (+)
Warm, Outgoing, Attentive to Others
Abstract
Emotionally Stable, Adaptive, Mature
Dominant, Forceful, Assertive
Lively, Animated, Spontaneous
Rule-Conscious, Dutiful
Socially Bold, Venturesome
Sensitive, Aesthetic, Sentimental
Vigilant, Suspicious, Skeptical, Wary
Abstracted, Imaginative, Idea-Oriented
Private, Discreet, Non-Disclosing
Apprehensive, Self-Doubting, Worried
Open to Change, Experimenting
Self-Reliant, Solitary, Individualistic
Perfectionist, Self-Disciplined
Tense, High Energy, Impatient, Driven
Areas of Potential Concern
A+ Q2H+ AH+ IH+ OH+ NA- Q2+
E+ AE+ L+
E+ Q1+
E- L+
E+ Q2L+ AE+ H+ OE+ L+ AF- O + L+
High need for social approval
High need impress low need for approval
Does not pick up on social cues of others
May not posses enough self insight
Over engages conversations / poor listening
Makes decisions in isolation of others does not like to collaborate
Can be harsh and unemotional and has sting to their words
Anger and aggressive tendencies
High need for change and control, impatient and critical
Passive/Aggressive, tends to sabotage covertly when angered
Dominate/Dependent
Will alienate people, love hate relationship with others
Egotistical bordering on narcissistic
Condescending and demeaning of others
Low energy and pessimistic, fault finding
Negative Personality and Job Fit
F+, H+, G-, Q3- Needs to have fun and explore but hate society rules and bucks
the system with no self discipline to offset the need for fun
E+, L+, Q1+ Aggressive and angry at the world and has a chip on their shoulder
and prone to fight
C-, O+ Does not cope well in general
I+ M+ Q1+ C- Idealist who is out of touch with reality
E-, F-, O+, H- The world is bigger than me and I don’t know how to cope with it all
O+, F- Somber person who has little self-esteem and is down on life in general
O+ F- L+ Sees the world as hostile and negative and not fun so life becomes
challenging
E+ L+ Q4+ Highly impatient and critical of others and things surrounding their world
11 Core Traits of a Leader
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A+ Warmth
B+ Reasoning
C+ Emotional Balance
E+ Competitiveness / Drive
F+ Spontaneity
G+ Conscientiousness
H+ Social Boldness
O- Self Confidence
I+ Intuition
M+ Creativity
Q1+ Readiness towards change
Customer Service Manager
DISC – D(7) = 16PF E(9) and
IM(8)
ER 7 = Does not manage stress
E+ L+ = Anger and aggression
ER+ C- L+ = Can’t control her
anger when she is upset
E+ L+ F- = Can’t find any humor
or levity to offset her anger
E+ IQ+ = Tends to talk down to
others
VP Sales and Marketing
B+ IQ+ = Over analyzes data and
needs to be right before acting on
it. Slow to get off the mark.
E6 I5 H5 Low D = Does not like
being assertive – very affiliative
and democratic in style
Shapeless profile suggests he
waits for things to evolve.
Excellent team player
VP South American
Operations
Q1/10 = Driver of change
A8 Q2/2 I8 = Kind and
sensitive needs to be liked
Q1/10 I8 L6 = Becomes
overly critical under pressure
EX8 = Does not manage
stress
ER 7 O8 Q1/10 = Under
stress begins to micromanage
and becomes overly critical
moves away from coaching
as she worries about results
and pressure.
VP of HR and Legal
B7 IQ 118 TMA 80% =
Excellent analytical skills
A7 Q2/6 I5 = Good people
skills, intuitive yet able to
make standalone decisions
Q1/9 = High Intellect loves to
learn and challenge new
ways of thinking (would get
impatient)
E7 G6 Q3/8 = Sometimes will
over control and take on too
much and not delegate.
Hogan Challenge
Focuses on “risk factors” or “de-railers” that
impede effectiveness and quality of relationships.
 Helps an individual develop as a leader
 Provides insight about behaviors that could
potentially undermine or inhibit performance
 Offers suggestions for leading people more
effectively
Honest and direct feedback from
multiple perspectives
Setting the Stage for Development
 Cannot be an HR driven program alone. It must be
sponsored and driven from the top.
 We can only set up the conditions which encourage and
support people who want to improve.
 Learning does not occur unless it is sparked by a person’s
own interest and curiosity.
 Learning will thrive if it is tied into someone’s own vision,
desires and objectives.
Strategic Leadership Assessment
(SLA) More than just an MBO
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Assessments (Executive Battery)
Management Interview
Life History Interview
360-Degree Evaluation
Peer Reviews / Interviews
Gap Analysis / Competencies Assessment
Manager Developmental Report or Executive Summary
Feedback and discussion of results
Outline and Action Plan
Executive Coaching
Follow up / Accountability
Leadership Development Plan
 Identify strengths, weaknesses, opportunities and
threats (SWOT) from data collection
 Write objectives / High payoff activities
 Specify resources and strategies
 Identify with shareholders
 Make a timeline
 Network for support
 Give evidence of accomplishment
 Review progress with shareholders
 Review in 6 months
Leadership Competencies
SELF MANAGEMENT
SELF MANAGEMENT
You possess a very strong will and a high degree of drive. This has certainly
contributed to your success. Your competitiveness and drive is equally
matched by your strong self confidence and belief in yourself. This is commonly
referred to as ego and yours would not be considered as lacking. Successful
leaders must have a high degree of confidence, but your scores are higher than
most. Your self assessment scores suggest a particularly high degree of
confidence and security about yourself. Where a healthy degree of confidence
is productive, your self presentation from your assessment scores suggest you
are so extremely confident in your actions (past and present) that you rarely
consider that you have weaknesses or make mistakes.
You were asked in your pre-work to describe your strengths and limitations. Of
the 8 questions that were asked, you had revealed a great deal about your
strengths but on 5 out of 8 you wrote “none” when asked to describe possible
limitations.
During our discussions I continued to explore and ask questions that might elicit a response
or discussion around where you might see potential areas for development. Toward the
end of our conversations it appeared you began to recognize based on my questions, that
when others do not understand something you tend to step in and solve the problem for
them rather than coaching them. Likewise, you pinpointed one of your frustrations as the
internalized power struggle you were having with yourself as well as the external power
struggle you were experiencing with your boss. Self mastery requires a high degree of self
insight and that is not possible when ego gets in the way.
Areas of Potential Development
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It may be worth exploring the possibility of whether your confidence and ego
cloud your ability to see where you could make incremental gains and have a
deeper level of self insight of your “gifts” and “limitations”.
There may be a willingness to jump in and lead in an overly confident manner
because there may not be an accurate self-appraisal. The ability to be open to
areas of weakness is a positive trait. A realistic self-appraisal is important for
any individual to be able to effectively monitor and strategize. An appropriate
amount of humility is helpful in establishing relationships, whereas being overly
impressed with ones self can put people off. There is an important balance in
having a good degree of self-confidence and respectful self-doubt.
The Executive Group
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Being comfortable with yourself indicates that you are confident to deal with most
business circumstances. People are not perfect; however, your degree of
confidence suggests an unawareness of any fault or area for development. The
positive characteristics of confidence will be present in your self-presentation and
will assist you in communicating. However, you may not be as skilled in being able
to manage others by being able to provide empathy and by being appropriately
humble.
It may be useful for you to take some time and reflect on situations that could have
been managed even more effectively. What got in the way? You may be able to
find a theme running through a variety of circumstances. This theme may suggest
an area of growth and development for you.
Is this how I see myself? If no, how do you see yourself differently? Is this how
others see me (friends, coworkers, family, etc.)? You may want to get feedback
from those who know you well as to how they see you in terms of your ability to
bounce back from disappointment, manage frustration, and remain optimistic in
difficult times.
Executive Development Report
35
Leadership Readiness
Each passage represents
a major change;
• New work values
• New time horizons
• New applications
• New skill requirements
• New thinking skills
Succession Planning
 Identify those with the potential to assume
greater responsibility.
 Provide critical development experiences to
those who are able to move.
 Engage the leadership in supporting the
development of high-potential leaders.
Developing World Class Leaders
Thanks for attending today!
80 E US Highway 6  Valparaiso, IN, 46383
Office 219.477.6378  Fax 219.477.6379
[email protected]  www.theeg.com
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Developing World Class Leaders