Extraordinary leadership

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Post on 14-Jul-2015




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<ul><li><p>The Extraordinary LeaderTurning Good Managers into Great LeadersPresented by Jack Zenger and Joe Folkman</p><p>*</p><p>The Extraordinary Leader Research The last two years were spent researching the impact of leadership performance and the key behaviors that make great leadership possibleThe source of our insight hundreds of thousands of 360 assessments done over the past 10 yearsOur approach lead with the dataThe result New insights that fundamentally change our philosophy and approach</p><p>*</p><p>Insight 1Great Leaders Make a Great Difference.</p><p>*</p><p>Impact of Leadership Effectiveness on *TurnoverMore effective leaders have lower turnover.Relationship between *Turnover and Leadership EffectivenessAverage Percent TurnoverLeadership Effectiveness* Results from a large insurance company</p><p>*</p><p>Impact of Leadership Effectiveness on *Net IncomeNet IncomeMore effective leaders generate higher income. * Results from a large mortgage bank</p><p>*</p><p>Impact of Leadership Effectiveness on *Perceptions of Customer SatisfactionPerceptions of Customer Satisfaction PCTLMore effective leaders have more satisfied customers.* Results from a large high technology company</p><p>*</p><p>Impact of Leadership Effectiveness on *Employee Satisfaction/CommitmentResults from a large high technology companyLeadership Effectiveness PercentileEmployee Satisfaction</p><p>*</p><p>ImplicationsThe relationship between performance outcome and leadership performance is not incremental (e.g., sometimes it takes a substantial change in leadership performance to impact the outcome)Good leaders achieve substantially superior performance outcomes than do poor leadersGreat leaders achieve significantly better performance outcomes than good leaders</p><p>*</p><p>Insight 2Current approaches to development primarily focus on fixing weaknesses</p><p>*</p><p>Focusing Development on Weaknesses Works Well When . . .</p><p>*</p><p>Focusing on weakness works well when.Fatal Flaw . . . people have fatal flawsStrong negative data on an issue can cripple a persons leadership effectiveness</p><p>*</p><p>If someone is average at everything, what is the effect of focusing on lower scores?Typical Approach to DevelopmentEvaluate current level of effectivenessIdentify areas of strength and weaknessCreate an action plan to improve areas of weaknessAverageat EverythingWill fixing one or two less-positive issues have a dramatic impact on leadership effectiveness?</p><p>*</p><p>What Does Performance Improvement Mean to Most People?This philosophy for improvement is reinforced by:Educational experiencePerformance management approachesCulture</p><p>Fixing Weaknesses</p><p>*</p><p>Impact of Leadership Effectiveness Without Any Perceived Strengths Number of Strengths</p><p>*</p><p>Impact of One Strength On Overall Perception of Leadership Effectiveness Number of Strengths</p><p>*</p><p>Three Strengths Raises Leadership Effectiveness to the 81st Percentile Number of Strengths</p><p>*</p><p>Insight 3Powerful Combinations</p><p>*</p><p>Characteristics of a Great Basketball PlayerHeightSpeedTall &amp; SlowTall &amp; FastShort &amp; FastPowerful Combination</p><p>*</p><p>Impact of Drive for Results and Interpersonal Skills% of Leaders at 90th PercentileWhat is the impact of being highly competent at driving for results and with interpersonal skills? </p><p>*</p><p>Insight 4Not all behaviors are created equal some are more noticeable and leverage more improvement than others</p><p>*</p><p>Conventional Wisdom Versus Actual ResultsConventional WisdomEffective executives are prompt for meetings and appointments.</p><p>Actual ResultsThe best executives are no more likely to be on time than the worst executives.</p><p>*</p><p>The ResearchCompiled a data set of 200,000 evaluations on 20,000 peopleContrasted the highest performing 10% to the lowest performing 10%Found the behaviors that best differentiated between the best and the worstThe behaviors not only told us what high performers did right, but also what the low performers did wrong</p><p>*</p><p>Differentiating Behaviors Leading ChangeDeveloping strategic perspectives Championing change Connecting outside world networkingCharacterDisplaying high integrity and honestyInterpersonal SkillsCommunicating powerfully and prolificallyInspiring/motivating others to high performance Building relationshipsDeveloping othersCollaboration and teamwork Driving For ResultsDrive for results Establish stretch goalsTaking responsibility for outcomes/initiative</p><p>Personal Competence Technical and professional expertiseSolving problems and analyzing issuesInnovationPracticing self-development</p><p>*</p><p>Insight 5The non-linear approach to development may be the most helpful way to develop strengths</p><p>*</p><p>Is the best strategy changing a direct, heads-on, linear approach?Current Approach to Change Plans CurrentPerformancePeople question ability on technical expertiseDesired FuturePerformance</p><p>People have confidence in technical expertiseMoreBetterFasterSmarter</p><p>*</p><p>The Problem with the Direct Approach is That Often You Cant Get There From Here Navigating behavioral change is not especially different from geographical navigation.</p><p>*</p><p>How Competency Companions Create a New Path to DevelopmentGreat Skills onDifferentiatorPoor Skills onDifferentiatorDifferentiator</p><p>*</p><p>How Do You Build Trust?Competency CompanionsConsiderate of othersOpen, friendly styleNon-competitive internallyListenUse candor</p><p>*</p><p>Totally New View of Competencies:Not independent of each other (coil spring mattress)Highly interdependenteach statistically linked to 8 othersHigh score on one apparently lifts many others with it, like a giant tent poleThis explains need to have strengths in different areas</p><p>*</p><p>Insight 6Change Requires Practice</p><p>*</p><p>Change Requires PracticeFrequently, people underestimate the difficulty of some behavioral changes.A key to developing a new skill is finding a way to practice prior to getting in the game.</p><p>*</p><p>SummaryEffective leadership can impact bottom line resultsGood leaders achieve more than poor leaders but great leaders can produce a 2X impact on many outcomesIf you have a fatal flaw, fix itBuilding leadership strengths will substantially influence the perception of leadership effectivenessNot all behaviors are created equal some are more noticeable than othersNon-linear development is a new approach to change that provides a unique path to developing strengthsTo become extraordinary, leaders must practice leadership</p></li></ul>


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