Extraordinary
Leader
360 Assessment
Certification
Facilitator: (Add name)
Workshop
Objective
Prepare you to hold Extraordinary Leader
coaching conversations that will help
leaders:
• Understand the strengths-based approach
• Interpret their 360 feedback reports
• Build effective development plans
2
© Zenger Folkman 2015 - ELAC51.3.1
The Extraordinary Leader 360 Assessment
Certification (“ELAC”)
• The Extraordinary Leader: Key Concepts for Coaches
• Interpreting The Extraordinary Leader Assessment Report
• Leading an Extraordinary Leader Coaching Conversation
• Putting It All Together: A Coaching Conversation
Simulation
• Coaching Questions, Issues, and Options
• Close and Q&A
3
© Zenger Folkman 2015 - ELAC51.3.1
ELAC Coaching Materials
1.
2.
3.
4.
EL Development Guide OR EL Participant Manual
ELAC Workshop Coaching Guide
ELAC Job Aid Card
ELAC CD for Coaches:
a. Items you may choose to send prior to coaching session:
i. Introduction/Prework Letter (Template)
ii. White Paper: Leadership Under the Microscope
iii. Step-by-step Analysis Form
b. Items you may want to use during coaching session:
i. 2-Hour Coaching Conversation Guide (in Word format)
ii. 11 Key Concepts for Coaches Pages
iii. Extraordinary Leader Development Plan (“ELDP”) Form
iv. CPO Matrix Form
v. Action Item Checklist Form
c. White Paper for your review: Bringing Science to the Art of Coaching
4
© Zenger Folkman 2015 - ELAC51.3.1
The Extraordinary Leader: Key Concepts for
Coaches
Module 1
Objectives
Original EL Data
Research Result?
Current EL Data?
•
100 different companies
•
32 data sets
•
1,956 survey items
•
237,123 survey responses
•
26,314 leaders
•
New, strengths-based leadership insights and points of view
•
The 16 Differentiating Competencies
•
Creation of the EL 360 survey: items that measure leader
effectiveness in the 16 DC’s
•
500+ companies
•
1 data set
•
54 survey items
•
400,000+ surveys on 40,000+ leaders
•
EL norms (comparative percentile scores)
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© Zenger Folkman 2015 - ELAC51.3.1
Comparative Percentile Scores
• Much broader range of
percentiles scores to analyze
360 assessment reports
• Displayed by Tent Pole and by
Differentiating Competency
• Updated periodically
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PAGE 1-2
© Zenger Folkman 2014
The Extraordinary Leader:
11 Key Concepts for Coaches
• Use from PM to guide,
teach during coaching
conversation
• CD has reproducible copy
8
PAGES 1-5 – 1-27
© Zenger Folkman 2015 - ELAC51.3.1
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
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PAGES 1-5
© Zenger Folkman 2015 - ELAC51.3.1
Leaders Measurably Impact Organizational Results
Good does not equal great: Extraordinary Leaders make a
significant, measurable difference
10
PAGES 1-7
© Zenger Folkman 2015 - ELAC51.3.1
Why Leaders Focus on Building Strengths
You don’t have to be perfect to be an extraordinary leader …
100
90
(average percentile
score)
91
4
5
81
80
Overall
Leadership
Effectiveness
89
72
70
64
60
50
40
34
30
20
10
0
0
1
2
3
Number of Profound Strengths
(Profound strength = 90% or higher)
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© Zenger Folkman 2015 - ELAC51.3.1
An Exception: Be Aware of Potential Fatal Flaws
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
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PAGE 1-11
© Zenger Folkman 2015 - ELAC51.3.1
Perceptions of You Are Others’ Reality
How people would
objectively evaluate us
How people really
evaluate us
Trait F
Trait F
Trait E
Trait A
Impression
Trait D
Trait A
Trait B
Trait E
Trait C
Impression
Trait D
Trait B
Trait C
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PAGE 1-13
© Zenger Folkman 2015 - ELAC51.3.1
Establish your baseline
To get where you want to go, you
need to know where you are
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PAGE 1-15
© Zenger Folkman 2014
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PAGE 1-17
© Zenger Folkman 2015 - ELAC51.3.1
16 Competencies That Differentiate
Extraordinary Leaders
Focus on
results
• Drive for results
• Establishes
stretch goals
• Takes initiative
Personal
capability
• Technical/
professional
expertise
Character
• Displays high
integrity and
honesty
• Solves problems
and analyzes
issues
Leading
change
• Develops
strategic
perspective
• Communicates
powerfully and
prolifically
• Champions
change
• Inspires and
motivates others
to high
performance
• Connects the
group to the
outside world
• Innovates
• Practices selfdevelopment
Interpersonal
skills
• Builds
relationships
• Develops others
• Collaboration
and teamwork
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PAGE 1-19
© Zenger Folkman 2015 - ELAC51.3.1
SARA: Common Reactions to Direct Feedback
S
A
R
A
Surprise,
Shock
Anger,
Anxiety
Rejection,
Rationalization
Acceptance
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PAGE 1-21
© Zenger Folkman 2015 - ELAC51.3.1
Work Environment
When Choosing Strengths to Develop,
Play to Your Passions
Leadership
Sweet Spot
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© Zenger Folkman 2015 - ELAC51.3.1
Leadership Cross-Training
Can Be
Trusted
to Act in the
Team’s Best
Interest
Honesty and
Integrity
Solves
Problems
and Analyzes
Issues
Technical/
Professional
Expertise
When building on strengths,
often the best approach is to
build around them
Relationship
Building and
Networking
Communicates
Powerfully
Desires to
Pursue
Excellence
Develops
Others
Takes
Initiative
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PAGE 1-25
© Zenger Folkman 2015 - ELAC51.3.1
Have a Plan to Involve Others in Your Development
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© Zenger Folkman 2015 - ELAC51.3.1
Interpreting The Extraordinary Leader
Assessment Report
Module 2
Table of Contents
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© Zenger Folkman 2014
Section 1: How to Interpret Your Feedback
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© Zenger Folkman 2014
Section 1: Your Respondents
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PAGE 2-3
© Zenger Folkman 2014
Section 2: Overall Leadership Effectiveness Index
25
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© Zenger Folkman 2014
Section 3: Leadership Tent Model
26
PAGE 2-5
© Zenger Folkman 2014
Section 4:
16 Differentiating Competencies Summary
27
PAGE 2-6
© Zenger Folkman 2014
Section 5:
16 Differentiating Competencies w/ Item Details
28
PAGE 2-7
© Zenger Folkman 2014
Section 6:
Employee Commitment Index
29
PAGE 2-8
© Zenger Folkman 2014
Section 7:
Importance Ratings
30
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© Zenger Folkman 2014
Sections 8 and 9:
Highest and Lowest Scored Items
31
PAGE 2-10 and 2-11
© Zenger Folkman 2014
Section 10:
Written Comments
32
PAGE 2-12
© Zenger Folkman 2014
Section 11: Supplemental View:
Leadership Tent Model
33
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© Zenger Folkman 2014
Section 12: Supplemental View:
16 Differentiating Competencies
34
PAGE 2-14
© Zenger Folkman 2014
Section 13: Supplemental View:
Differences in Perception
35
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© Zenger Folkman 2014
Frequently Asked Questions
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PAGE 2-16 – 2-26
© Zenger Folkman 2015 - ELAC51.3.1
Interpretation Practice Case Studies
• Case study: Carol Curious
–Individually:
• Review Carol’s 360 feedback report (green)
• Complete a Case Study Worksheet (page 2-31)
–35 minutes
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PAGE 2-29
© Zenger Folkman 2015 - ELAC51.3.1
Interpretation Practice Case Studies
• Case study: Ian Introuble
–In pairs:
• Review Ian’s 360 feedback report
• Complete a Case Study Worksheet (page 2-71)
–35 minutes
38
PAGE 2-69
© Zenger Folkman 2015 - ELAC51.3.1
Leading An Extraordinary Leader
Coaching Conversation
Module 3
The FUEL Model
A simple framework used to guide effective coaching
conversations
Step One:
Frame the Conversation
Step Two:
Understand the Current State
Step Three: Explore the Desired State
Step Four: Lay Out a Success Plan
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PAGE 3-1
© Zenger Folkman 2015 - ELAC51.3.1
Leading an EL Coaching Conversation
Overview of the 2-Hour
Coaching Conversation Guide:
• Assumes Coachee has:
— not been through EL workshop
— reviewed 360 report and
completed Step-by-step
Analysis as prework
• Objective: help Coachee
interpret their 360 and build a
strengths-based plan
• Applies FUEL framework and
uses ELAC tools to guide a
coaching conversation
• Customizable copy of the guide
on CD (in MS Word)
41
PAGE 3-2 and JOB AID CARD
© Zenger Folkman 2014
Putting It All Together:
A Coaching Conversation Simulation
Module 4
Lead Coaching Conversation with Oscar Ordinary
Work in pairs to simulate a 2-hour, strengths-based EL coaching
conversation:
• 1. Frame the Conversation (10 minutes)
a. individually read Oscar’s situation briefing
b. share and highlight the key points of his situation
• 2. Understand the Current State (20 minutes)
a. compare your interpretations of Oscar’s 360 report and SBSA
b. complete ELDP Boxes 1 and 2
• 3. Explore the Desired State (20 minutes)
a. identify Oscar’s likely passions and organizational needs; complete ELDP Box 3
b. complete his CPO Matrix, then discuss and complete ELDP Boxes 4 and 5
• 4. Layout a Success Plan (20 minutes)
a. using Box 5 and Oscar’s situation, recommend some high-potential companion
competencies or developmental suggestions; complete ELDP Box 6
b. brainstorm some possible action plan ideas and enter them in ELDP Box 7
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PAGE 4-1 and 4-3
© Zenger Folkman 2015 - ELAC51.3.1
Coaching Questions, Issues, and Options
Module 5
Coaching Questions and Issues
• Coaching questions you’ll
likely hear
• Coaching issues you’ll run
into
• Protecting respondent
anonymity
• Survey validation and
reliability
45
PAGES 5-1 – 5-8
© Zenger Folkman 2015 - ELAC51.3.1
Coaching Delivery Options
• 1-hour conversation
• 4-hour conversation
• Other situations
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PAGES 5-10
© Zenger Folkman 2014
The Extraordinary Leader Content Refreshers
Purpose:
• Keep EL development effort
top-of-mind for participants
• Provide regular, brief,
interesting stream of
leadership content
• Targets specific competency
participant selected for
development
47
PAGES 5-11
© Zenger Folkman 2015 - ELAC51.3.1
Workshop
Objective
Prepare you to hold Extraordinary Leader
coaching conversations that will help
leaders:
• Understand the strengths-based approach
• Interpret their 360 feedback reports
• Build effective development plans
48
© Zenger Folkman 2015 - ELAC51.3.1
Thank you