Key Questions inLeadership Development

Creating Confident Organizations

Paul DumouchelleManagement Consultant

www.advisausa.com

Strategy

ExecutionAlignment

Creating Confident OrganizationsThe Triangle of Confidence

Strategy

WHAT ARE OUR GOALS?

• Mission• Values• Vision• Objectives

Execution

HOW WILL PEOPLEACHIEVE OUR GOALS?

• Motivation & Coaching• Teamwork• Innovation• Change Management• Sales Skill Training

AlignmentWHO WILL ACHIEVE OURGOALS?

• Hiring and Selection• Leadership Development• Organizational Structure• Performance Metrics• Succession Planning

Creating Confident OrganizationsThe Triangle of Confidence

Leadership DevelopmentKey Issues & Questions

Key Issues Key Questions

Change Management What is the change management downside in leaders witha strong sense of urgency & who thrive on pressure?

What is the leadership priority whenchange initiatives encounter dysfunction?

Communication What is a leader’s first step in effective communication?

Conflict Management What choices do leaders have in addressing conflict?

Motivation What is the key link in the performance chainthat a leader controls?

Decision-Making What common decision-making traps should leaders avoid?

Pre-change

Performance Level

Post-change

Performance Level

Dip

Depth

Dip Duration

Denial

Self-Protection Acceptance

Support

©2008 ADViSA

Change ManagementThe Implementation Dip

©2008 ADViSA

Change ManagementThe Risk in Impatience

What is the change management downside in leaders witha strong sense of urgency & who thrive on pressure?

Pre-change

Performance Level

Post-change

Performance Level

Dip

Depth

Dip Duration

Denial

Self-Protection Acceptance

Support

Change ManagementDysfunctions

What is the leadership priority whenchange initiatives encounter dysfunction?

Common Dysfunctions

1.Confusion2.Gradual/De-Energized Change3.False Starts/Cynicism4.Frustration5.Frustration/Paralysis6.Anxiety

Used with Permission

Change ManagementDysfunction Diagnosis

Copyright © 2008 Fredricka F. Joyner, IUPUC

CommunicationThe Communication Circle

Business

Results

SelfAwareness

Engaging

Others

Self

Management

What is a leader’s first

step in effective communication?

Copyright © 2008 Fredricka F. Joyner, IUPUC

What do I know

about the situation?

How should I

choose to respond?

Where do I need to develop?

+ =

• Avoid/Delay

• Be Directive

• Collaborate

• Defer to Others

What do I know about myself?

What do I know about the other

people involved?

Conflict ManagementSituational Approaches Model

What choices do leaders have in addressing conflict?

Manager’s RelationshipRelationship

withEmployee

Employee PerformancePerformance

ResultsResultsEmployee MotivationMotivation

MotivationThe Performance Chain

What is the key link in the performance chain

that a leader controls?

AnchoringAnchoring Giving disproportionate weight to the first information received

Status QuoStatus Quo Bias toward alternatives that perpetuate the status quo

Sunk-CostSunk-Cost Bias toward choices that justify past choices

Confirming Confirming

EvidenceEvidence

Bias toward information that supports our existing instinct or point of view while avoiding info that contracts it

FramingFraming The way a problem is framed, positively or negatively, profoundly influences the choices made

Over-Over-confidenceconfidence

The tendency to overestimate the accuracy of our forecasts

PrudencePrudence The tendency to be over-cautious when making estimates about uncertain events

Recall-abilityRecall-ability Giving undue weight to recent, dramatic events

Hammond, John S., Ralph L. Keeney, and Howard Raiffa. “The Hidden Traps in Decision Making." Harvard Business Review. Sep-Oct (1998).

Decision-Making“Traps” to Avoid