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Building and Sustaining High Performing Organizations and LeadersDenison Certification Workshop | JULY 2015

CULTURE DEVELOPMENT & LEADERSHIP CONSULTINGTHOUGHT LEADERSHIPCULTURE & LEADERSHIP DIAGNOSTICSCULTURE & LEADERSHIP EVENTSDenison Certification Workshop | July 2015#Workshop ScheduleDay 1NETWORKING BREAKFAST Welcome and Introductions Culture and Leadership Denison Model and link to performance Culture Diagnostic Tools Path to High PerformanceApplication of the Model and Tools: Business Case

(Breaks and Lunch provided)GROUP DINNERDay 2NETWORKING BREAKFAST Highlights and re-cap of Day 1 Denison Leadership Tools Application of the Model & Tools:Leadership Case Study Breakout Sessions Wrap-up and Q&A

(Breaks and Lunch provided)CONCLUSIONDenison Certification Workshop | July 2015#Highlights & recap of day 1Denison Certification Workshop | July 2015#Leadership diagnostic toolsDenison Certification Workshop | July 2015#The Denison leadership development surveyDLDSDenison Certification Workshop | July 2015#Denison leadership development modelCulture and leadership, when one examines them closely, are two sides of the same coin and neither can really be understood by itself.

Denison Certification Workshop | July 2015#Denison leadershipdevelopment survey (dlds)360 tool based on the Denison leadership model96 scaled items; 2 open ended items20+ languages Reliable & valid acrosscultures

Denison Certification Workshop | July 2015#Dlds benchmarksLeaders benchmarked against 15,000+ leaders in the normative database rated by 200,000+ ratersMultiple benchmarks go into our 360 results reports

Robust industry and geographic representation

Benchmarks are stable across years

Denison Certification Workshop | July 2015#360 Benchmarks1234567Strongly DisagreeStrongly AgreeRarely UsedDenison Certification Workshop | July 2015#Why we use percentiles vs. raw data9360 Benchmarks1234567Strongly DisagreeStrongly AgreeScores in this area lead to Low percentile rankings when compared to the database of leaders. Mean scores in the 5.5 to 5.8 range will place a leader around the 50th percentile on most indices.Denison Certification Workshop | July 2015#(cont.)10But my people rated me about average!1234567Strongly DisagreeStrongly Agree

360 BENCHMARKSDenison Certification Workshop | July 2015#(cont.)11DLDS Report walk throughDenison Certification Workshop | July 2015#

Denison Certification Workshop | July 2015#

Denison Certification Workshop | July 2015#

Denison Certification Workshop | July 2015#

Denison Certification Workshop | July 2015#

Denison Certification Workshop | July 2015#

Denison Certification Workshop | July 2015#Two Leader casesDenison Certification Workshop | July 2015#Exercise 1: Interpret DLDS-360Two leaders (A and B) from a financial services company who we have coached as part of an executive development program

Used the combination of DOCS, DLDS-360, and DLPR

Exercise 1: Imagine you are coaching this leader. Now interpret the 360, and make note of a few of the main patterns and themes you see in the data.DLDS-360 Patterns & themesLeader aBalance performance drive and focus with relationship building

Help the team define and execute on strategic changes

Stronger role supporting customer focusLeader bManage frustration and disagreements; stay positive

Work on strategic partner role (vs. operational leader)

Find ways to leverage strengths in customer focus

Denison leadership potential report (DLPR)Assessment of leader competenciesNew Product Innovation

The Leadership Potential ReportThe Leadership Potential ReportDenison Leadership Potential Report Deeper understanding of what contributes to a leaders potential and what drives leadership behaviors

Tool to predict likely strengths and challenges

Primary purpose is Leader Development

A secondary purpose is preparation for selection/promotion/transition

Hogan personality inventory (HPI)Provides insight regarding:Approach to work and to othersLeadership Style

Interpretation is job-specificHigh scores are NOT necessarily betterLow scores are NOT necessarily worseThere are positive and negative implications associated with both low and high scale scores

Leadership approachHOGAN PERSONALITY INVENTORYAdjustmentResponsive, easy to coach; susceptible to stressStress tolerant, resilient; feedback resistantAmbitionTeam-player; stays within comfort zoneAssertive, self-initiating; overly competitiveSociabilityGood listener; Socially reactive rather than proactiveOutgoing; can be perceived as attention-seekingInterpersonal Sensitivity Direct & objective; can be overly critical, harshWarm, agreeable and friendly; averse to conflictPrudenceAdapts to ambiguity well, impulsiveDetail oriented, follows rules, executes plans; inflexibleInquisitivenessGrounded in practicality; but short-sightedOpen, curious, seen as strategic; lacks pragmatismLearning ApproachHands-on learner; endures trainingTraditional book-learner; can be perceived as know-it-all

Hogan development survey (HDS)

Provides insight regarding:Negative tendencies that emerge when one is under prolonged exposure to stress or heavy workloadsHow response styles can adversely influence work-related performance, relationships, ones reputation and leadership effectiveness

Risk level = Likelihood of demonstrating derailing behavior under stress

Leadership derailmentHOGAN DEVELOPMENT SURVEYExcitableMoody, inconsistent and unpredictableSkepticalCynical, distrustful and fault-findingCautiousReluctant to act or change, risk-averse and fearful of failureReservedSocially withdrawn, distant and unapproachableLeisurelyIndifferent to others requests, passively resistantBoldExceptionally self confident, stubborn and self-promotingMischievousHaving an appetite for risk, limit-testingColorfulAttention-seeking, dramatic and socially dominatingImaginativeEccentric, flighty, and impracticalDiligentPerfectionistic, averse to delegation and micromanagingDutifulEager to please, reliant on others and ingratiatingLeadership derailmentHOGAN DEVELOPMENT SURVEYExcitableMoving Away Insecurity, mistrust, hostility, and social withdrawal, corresponds to the interpersonal theme characterized as moving away from others as a method for dealing with insecurity.SkepticalCautiousReservedLeisurelyBoldMoving Against Social (but not necessarily private) self-confidence, impulsivity, energy, competitiveness, and self-display. This corresponds with moving against people overwhelming, co-opting, intimidating, persuading, manipulating as a technique for managing insecurity.MischievousColorfulImaginativeDiligentMoving Toward Conformity, obedience, and eagerness to please what might be described as moving toward people, building alliances and securing approval to deal with insecuritiesDutiful

www. howdoyouderail.comWatch Excitable

Motives, values, preferences inventory (MVPI)

Provides insight regarding:How a person gains satisfaction and stays motivatedEnvironment within which a person wants to workEnvironment one will create for his/her direct reports

Interpretation:Low Scores = IndifferenceModerate Scores = InterestsHigh Scores = True drivers

Leadership environmentMOTIVES, VALUES, PREFERENCES INVENTORYRecognitionPublic acknowledgement and pats on backPowerBeing in charge and being perceived as influentialHedonismFun, lighthearted and open-minded work environmentsAltruisticHelping others and providing excellent customer serviceAffiliationNetworking, building relationships, social belongingTraditionConservative cultures and strength of convictionsSecuritySecure, predictable and risk-free work environmentsCommerceManaging finances, profitability, bottom-line focusedAestheticsFocusing on quality and product look and feelScienceAnalytic problem solving and working with technologyLeadership environmentMOTIVES, VALUES, PREFERENCES INVENTORYRecognitionPowerHedonismAltruisticAffiliationTraditionSecurityCommerceAestheticsScienceStatus InterestsSocial InterestsDecision-Making InterestsFinancial Interests

DLPRComplete the 3 core Hogan Personality Assessments

Predicted capabilities or potential for each Denison competency and breakdowns exploring each in detail

Benchmarked scoring around levels of potential

Support materials: Facilitators Guide, Web Course available, and Hogan Certification (recommended not required)

#Exercise 2: Interpret DLPR Same leaders (A and B)

Exercise 2: Interpret the DLPR, and make note of a few of the main patterns and themes you see in the data.

How do these points augment the view of each leader from the 360s?DLPR Patterns & themesLeader aFind opportunities to push and take appropriate risks

Focus on relationship building and communication

Remember to recognize and appreciate othersLeader bWork on emotional intelligence skills

Stress and frustration management

Optimize change agent role

Integration of 3 frames in practiceDOCS + DLDS + DLPR3 Frames

Competencies

3 frames

Culture

Competencies3 frames

CompetenciesCulturePersonality

Integration of framesLeader impact on the cultureCultural opportunities and constraints [External]Leader potential vs. actual performancePersonal opportunities and constraints [Internal]View of Internal and External influences on leader behaviorOptimize development to maximize impact on the organizationCompetenciesCulturePersonalityDOCS(Denison OrganizationalCulture Survey)

Apples to applesCompetenciesCultur

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