five leadership practices that ignite emerging leaders - slides

Copyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com

Five Leadership Practicesthat Ignite Emerging Leaders

March 26, 2015

www.SonomaLeadership.com | [email protected] | 707.933.3882

Deb CalvertLeadership Challenge MasterSonoma Leadership Systems

Lauren ParkhillMarketing DirectorSonoma Leadership Systems

Bruce WilsonVP, Business DevelopmentSonoma Leadership Systems

Copyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.comCopyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com

#1 provider of The Leadership Challenge®

workshops and materials;

Partnering with the authors and publishers of The Leadership Challenge® for over 20 years.

Global clients and projects in strategic, enterprise‐wide leadership development.

Bruce WilsonVP, Business DevelopmentSonoma Leadership [email protected]

Welcome from Sonoma Leadership Systems


Deb CalvertLeadership Challenge Master Candidate and Author


Of Employers Think

LEADERSHIP DEVELOPMENT

should begin by age 21

The Center for Creative Leadership reports that 95% of employers believe leadership development should begin by the age of 21… even before most professionals enter into the workforce full time…Center for Creative Leadership, 2012 Leadership Insights Survey


And, yes, this is a very BIG but…

Even though 95% of employers say that leadership development should begin by age 21…


The average age managersfirst get leadership training is:

Source: Jack Zenger, “We Wait Too Long to Train Our Leaders,” HBR blog, 2012

About 10 years after they begin supervising people.


So...

The disconnect is in waiting until people have been managing long-term...

And the opportunity iswith emerging leaders.


Who is an Emerging Leader?


What about the others?

What about the 42‐year‐olds who have been managing people for 10 years without leadership development?

What about your Hi‐Po’s (regardless of age or title)?

What about your Aspiring Leaders, your Bench, your Pipeline, the workforce you want to engage and retain?

What about your Senior‐most Managers who are technically gifted but still need some development as leaders?


of companies are seriously worried about their

leadership pipelines

Source: http:// www2.deloitte.com/global/en/pages/human‐capital/articles/human‐capital‐trends‐2014.html.

83%


What Do High PotentialsThink about Leadership

Development?

…“high potentials at dozens of top global companies were unsatisfied with the development efforts implemented in these companies to the extent that it was

cause for many of their early departures.”

Source: Trends, 2015 ‐ Training Industry Magazine, Winter 2015 How C –Level Executives View Corporate Training ‐ Steve Fiehl (41)


This graphic from Global Human Capital Trends shows the urgency of critical people issues mapped against company readiness to handle those issues.


What Is PreventingYour Organization

FromGetting Started?


• Our senior management team doesn’t believe in the value of Leadership Development.

• Confusion about the differences in Management Training and Leadership Development.

• Leadership Development is not in our budget or budget has not been allocated for Leadership Development.

• We’d like to offer Leadership Development, but we really don’t know where to start.

• The number of Leadership Development program choices is overwhelming.

What Is PreventingYour OrganizationFrom Getting Started?

Poll:


The employee competencies most in demand in the next three years include:

LeadershipInnovationGlobal Mindset

Source: Training Industry Magazine, Trends, Winter 2015 How C –Level Executives View Corporate Training ‐ Steve Fiehl (40)

What Do C-Level ExecutivesThink about Leadership

Development?

The #1 talent management priority in 2015 will be leadership development. Source: Right Management, Talent Management: Accelerating Business Performance,

Global Trends, Challenges and Priorities, July 2014

Notice how C‐Suite Executives are now beginning to think about leadership development. This is good news! They no longer see this as a nice‐to‐have. Leadership development has clearly become a must‐have. It is becoming the expectation and priority of many business executives.


Why Leadership Development?

Higher Productivity

Greater Customer Satisfaction

Top‐line & Bottom‐line Growth

*Improved Employee

Engagement

*Engagement:“a heightened emotional connection an employee feels toward their organization that influences them to apply additional discretionary effort to their work.”

Impact on Talent

Management & Succession Planning

•Reduced cost of turnover

•Enhanced retention of key employees, high potentials

For more background on The Leadership Challenge research: www.sonomaleadership.com/research


“Before you are a leader, success is all about growing yourself.

When you become a leader, success is all about

growing others.” ‐ Jack Welch

For those of you who are experiencing Confusion in our organization about the differences in Management Training and Leadership Development. One of the key differences between leadership and management is what you see here on‐screen. Development begets development. Leaders develop others. We often see that leaders start by developing themselves so they can develop others so that, ultimately, the organization is developed.


“The best leaders bring outtwo to three times the

talents in others compared to the worst leaders.”

Source: Great Leadership Creates Great Workplaces, 2013, James M. Kouzes and Barry Z. Posner, (page 5)

Management training won’t yield the same results as leadership development. That’s why knowing and addressing the differences is so critically important.


Can YouAffordTo Wait?


HOW Can We IgniteEmerging Leaders?


Over 30 years of collecting Data

Over 5000 individual case studies

Over 5 million assessments

Global data from 72 CountriesOver 600 research studies

Source: The Leadership Challenge 5th Edition: How to Make Extraordinary Things Happen in Organizations, 2012 John Wiley & Sons Publishing

Jim Kouzes & Barry Posner Research


5,000,000


Highly validated 360° assessment

measuring 30 behaviors that demonstrate the

Five Practices of Exemplary Leaders

Based on frequency of straightforward behaviors

Immediately actionable

What people look for in the leaders they would willinglyfollow


30 Leadership BehaviorsOrganized into Five Practices

Based on 30 years of research ‐ 5 Practices exemplify leadership across:Culture | Gender | Ethnicity | Generations | Industry

Five Practices that IGNITEemerging Leaders


I am clear about my philosophy of leadership.

The first proven practice of exemplary leaders is Model The Way. This practice demands that leaders ask and understand “What do I stand for? What do we stand for?” After all, “People are watching”... So leaders must be intentional about the messages they send.

All the behaviors related to this practice, including the one above, ignite emerging leaders by helping them clarify their own values and align their actions with their values.


Clear Leadership Philosophy

Leaders:

Constituents:

25% more engaged

40% more engaged

Leaders with a Clear Leadership Philosophy report that they are 25% more Engaged than those who are not clear about their ownphilosophy of leadership. AND… the Constituents involved with those leaders who are clear about their own leadership philosophy are 40% more Engaged

Source: James M. Kouzes and Barry Z. Posner Correlation between LPI data and employee engagement scores


What if your emerging leaders could say?

I am clear about my philosophy of leadership.

Your Leadership Challenge

What difference would it make in your organization if people were more engaged and experienced a heightened emotional connection toward your organization that influenced them to apply additional discretionary effort to their work?

Think about this.


I show others how their long‐term interests can be realized by enlisting in

a common vision.

The second practice of exemplary leaders is Inspire a Shared Vision. This practice demands that leaders co-create meaning and inspiration about the real work they do. One of the 6 behaviors within this practice is to enlist others in a common vision by showing them how their own long-term interests can also be realized. This is an important, and often over-looked aspect of inspiration. The impact of inspiring people is significant. People NEED to be inspired when they are being asked to do big things…


Envisionand Enlist

Constituents:

Leaders:


25% more engaged

50% more effective

Leaders who envision a future state AND effectively enlist others in that common purpose have Constituents who are 25% More Engaged. Additionally, the Leaders who do this are perceived by others as being 50% More Effective than leaders who do not.


I show others how their long‐term interests can be realized by enlisting in

a common vision.


I’d like to ask you to think about your Emerging Leaders and consider what the impact would be if they were thought to be 50% more effective in their leadership.

How would this effectiveness make a difference? Think about this.


I seek out challenging opportunities that test my own skills and abilities.

I challenge people to try out new and innovative ways to do their work.

The third of our Five Exemplary Practices of Leadership is Challenge The Process. This practice demands that leaders make the‘impossible, possible’; This practice helps determine the “how” of a vision. All great initiatives start with a “Challenge The Process Mindset”. Here are two behaviors that express how leaders seek out challenges AND how leaders challenge others, too, to extend themselves outside their comfort zones.


Feeling and Seeking Challenge

Constituents:

Leaders:


25% - 35%more engaged

40% more effective

Again, we can see the measured results of these behaviors. The engagement of people is, once again, improved by double digits for those leaders who more frequently demonstrated these behaviors. And the perceived effectiveness of leaders who demonstrate these behaviors is significant, too.


I seek out challenging opportunities that test my own skills and abilities.

I challenge people to try out new and innovative ways to do their work.

Your Leadership ChallengeWhat if your emerging leaders could say?

Challenge The Process behaviors help leaders and others to develop a mindset that makes it okay to experiment, risk, fail forward, innovate and learn for continual improvement.


I give people a great deal of freedom and choice in deciding how to do their

work.

Next we have Enable Others to Act: This practice insists on Collaboration that’s built on trust. A leader makes sure the team not only sees “how” to Challenge The Process, but knows “how to lead” the work (by building capacity, developing people) and through empowerment. For emerging leaders, this can be very challenging. They’ve risen through the ranks by doing the work themselves. Many supervisors and managers stall out because they are unable to lead by letting go.


Enable Othersto Act

Constituents:

Leaders:


30% more engaged

60% more effective



I give people a great deal of freedom and choice in deciding how to do their

work.


What do you think might change in your organization if leaders were more frequently enabling others to act?


I find ways to celebrate accomplishments.

Finally, the fifth practice is Encourage The Heart: This is the “sustainability” practice. Acknowledgement and appreciation fuel our efforts. Encouragement means to pour courage into… And who doesn’t need that on occasion? Emerging leaders are ignited by receiving and by giving encouragement to others.


Benefits of Celebrating Accomplishments

Constituents:

Leaders:


26% more engaged

31% more effective



I find ways to celebrate accomplishments.


When it comes to igniting emerging leaders, equipping them to become more effective, and getting the benefits of increased engagement… what do you envision could happen in your organization as a result of your leaders increasing the frequency of this behavior?


Why Leadership Development?

Higher Productivity

Greater Customer Satisfaction

Top‐line & Bottom‐line Growth

*Improved Employee

Engagement

*Engagement:“a heightened emotional connection an employee feels toward their organization that influences them to apply additional discretionary effort to their work.”

Impact on Talent

Management & Succession Planning

•Reduced cost of turnover

•Enhanced retention of key employees, high potentials

For more background on The Leadership Challenge research: www.sonomaleadership.com/research


What’s Next?

• Questions for [email protected]@peoplefirstps.com

• The Leadership Challenge Workshop and Facilitator Training in Sonoma, CAwww.SonomaLeadership/TLCW

• Learn more about the LPIwww.SonomaLeadership.com/LPI-360


Bruce WilsonVP, Business Development,Sonoma Leadership Systems

The Leadership ChallengeWebinar Series

Sonoma Leadership Systems

www.SonomaLeadership.com | [email protected] | 707.933.3882

Deb CalvertLeadership Challenge MasterSonoma Leadership Systems

Lauren ParkhillLeadership Challenge MasterSonoma Leadership Systems


Global Training Partner, The Leadership Challenge®

[email protected] | 707.933.3882 | www.SonomaLeadership.com

five leadership practices that ignite emerging leaders - slides

Leadership & Management

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