Leadership performance 2
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Presentation from ASTD International conference on shifting from development to Performance.
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Leadership performance 2
- 1. LEADERSHIP PERFORMANCE Mason Holloway Senior Director, Consulting BEACON ASSOCIATES BECAUSE DEVELOPMENT IS NOT THE GOAL Presented at: ASTD INTERNATIONAL CONFERENCE & EXPOSITION 2013 Dallas, TX @masonholloway (Follow me and let others know what your hearing! #ASTD2013, #TU310)
- 2. AN ERA OF PERSISTENT CHALLENGES Budgets, systems, organizations… 2 of 31 Contact Us 10210 Greenbelt Road Suite 350, Lanham, MD, 20706 P. 443-535-1885/ mholloway@beaconassociates.net www.beaconassociates.net
- 3. CONSISTENTLY IN THE TOP THREE 3 of 31 www.beaconassociates.net Contact Us 10210 Greenbelt Road Suite 350, Lanham, MD, 20706 P. 443-535-1885/ mholloway@beaconassociates.net
- 4. LEADERS DIRECTLY DELIVER… 4 of 31 Contact Us 10210 Greenbelt Road Suite 350, Lanham, MD, 20706 P. 443-535-1885/ mholloway@beaconassociates.net www.beaconassociates.net
- 5. LANDSCAPE OF BROKEN PROMISES 5 of 31 www.beaconassociates.net Contact Us 10210 Greenbelt Road Suite 350, Lanham, MD, 20706 P. 443-535-1885/ mholloway@beaconassociates.net
- 6. SO WHERE DO WE GO WRONG? 6 of 31 www.beaconassociates.net Contact Us 10210 Greenbelt Road Suite 350, Lanham, MD, 20706 P. 443-535-1885/ mholloway@beaconassociates.net
- 7. SO WHERE DO WE GO WRONG? 7 of 31 www.beaconassociates.net Contact Us 10210 Greenbelt Road Suite 350, Lanham, MD, 20706 P. 443-535-1885/ mholloway@beaconassociates.net We rely on the same old, tired bromides…
- 8. SO WHERE DO WE GO WRONG? 8 of 31 www.beaconassociates.net Contact Us 10210 Greenbelt Road Suite 350, Lanham, MD, 20706 P. 443-535-1885/ mholloway@beaconassociates.net …or the Placebo effect.
- 9. IN THE END WE FORGET… 9 of 31 www.beaconassociates.net LEADERS ARE PART OF A SYSTEM Contact Us 10210 Greenbelt Road Suite 350, Lanham, MD, 20706 P. 443-535-1885/ mholloway@beaconassociates.net
- 10. A FRAMEWORK FOR PERFORMANCE 10 of 31 www.beaconassociates.net Contact Us 10210 Greenbelt Road Suite 350, Lanham, MD, 20706 P. 443-535-1885/ mholloway@beaconassociates.net SAFETY (Culture) QUESTIONS (Capability) VISION (Outcomes) LEADERSHIP PERFORMANCE
- 11. A MOUSTRAP? …AND LEADERSHIP? 11 of 31 www.beaconassociates.net Contact Us 10210 Greenbelt Road Suite 350, Lanham, MD, 20706 P. 443-535-1885/ mholloway@beaconassociates.net
- 12. SAFETY www.beaconassociates.net Contact Us 10210 Greenbelt Road Suite 350, Lanham, MD, 20706 P. 443-535-1885/ mholloway@beaconassociates.net …THE 900lb GORILLA OF CULTURE 12 of 31 23
- 13. SAFE ENOUGH TO FAIL 13 of 31 www.beaconassociates.net Contact Us 10210 Greenbelt Road Suite 350, Lanham, MD, 20706 P. 443-535-1885/ mholloway@beaconassociates.net
- 14. SAFE ENOUGH TO FAIL 14 of 31 www.beaconassociates.net Contact Us 10210 Greenbelt Road Suite 350, Lanham, MD, 20706 P. 443-535-1885/ mholloway@beaconassociates.net
- 15. SAFE ENOUGH TO FAIL 15 of 31 www.beaconassociates.net Contact Us 10210 Greenbelt Road Suite 350, Lanham, MD, 20706 P. 443-535-1885/ mholloway@beaconassociates.net The Organization Expect success Allow for failure The Leader Enable success – OF and THROUGH OTHERS Limit the risks from failure (To both the individual and the organization)
- 16. WHAT DOES THE CULTURE SUPPORT 16 of 31 23 www.beaconassociates.net Contact Us 10210 Greenbelt Road Suite 350, Lanham, MD, 20706 P. 443-535-1885/ mholloway@beaconassociates.net Identified Cultural Attributes Related Leadership Competencies Leadership Biases Leading Others Communicatio n&Influence Prevent& Solve Problems Achieve Results Self- Management Accountability 4, 6, 15, 25, 30 3 1 0 1 0 Action Oriented 1, 7, 17, 18, 19, 20, 25, 27 0 2 2 0 0 Change 1, 2, 5, 8, 9, 10, 11, 13, 16, 22, 24, 27, 28, 29 1 1 1 1 1 Collaboration 3, 4, 6, 12, 14, 24, 26, 31 1 0 3 1 0 Consistency 1, 7, 8, 15, 21, 25, 26, 30 1 1 2 2 0 Customer Focus 1, 4, 8, 9, 10, 15, 16, 22 3 3 0 0 0 Drive to Win 1, 7, 22, 23, 25, 27, 28, 30 0 3 1 1 0 Empowerment 2, 4, 6, 8, 14, 24, 28 3 2 0 0 0 High Performance 1, 7, 8, 12, 13, 22, 25, 29 3 1 0 0 1 Innovation 3, 4, 14, 16, 24, 25, 31 1 1 1 1 1 Leadership by Example 6, 7, 8, 12, 25, 28, 29, 30 2 1 0 2 1 Open Communication 8, 9, 10, 11, 13 2 1 0 1 1 Results Driven 1, 3, 21, 23, 25, 28, 29, 31 2 1 0 1 1 Shared Decision Making 3, 6, 9, 10, 16, 27 0 1 2 1 1 Team Oriented 2, 3, 4, 6, 14, 24 2 3 0 0 0 Value Diversity 2, 3, 4, 6, 13, 14, 31 0 3 1 0 1
- 17. WHAT DOES THE CULTURE SUPPORT 17 of 31 www.beaconassociates.net Contact Us 10210 Greenbelt Road Suite 350, Lanham, MD, 20706 P. 443-535-1885/ mholloway@beaconassociates.net Cultural Attributes Strategic Vision Synergy Growing the Scale of the Business Expanding into Adjacent Business Domains Diversificati on/ Conglomer ation Eliminate Competiti on Sharpenin g Business Focus Acquiring IC and/or Technolog y Restructuri ng The Business Redefini ng the Industry Increase Supply Chain Pricing Power 3, 4, 13, 14, 15, 19, 21 1, 5, 7, 14, 15, 18, 24 8, 16, 18, 22, 23, 28, 30 1, 3, 5, 14, 19, 20, 21, 25 13, 20, 25, 26, 27, 28, 30 1, 7, 17, 20, 22, 26, 27 13, 14, 16, 17, 19, 26 1, 3, 5, 8, 16, 18, 19, 20 7, 8, 14, 19, 20, 23, 24 1, 7, 11, 13, 14, 26 Accountabilit y 4, 6, 15, 25, 30 Action Oriented 1, 7, 17, 18, 19, 20, 25, 27 Change 1, 2, 5, 8, 9, 10, 11, 13, 16, 22, 24, 27, 28, 29 Collaboration 3, 4, 6, 12, 14, 24, 26, 31 Consistency 1, 7, 8, 15, 21, 25, 26, 30 Customer Focus 1, 4, 8, 9, 10, 15, 16, 22 Drive to Win 1, 7, 22, 23, 25, 27, 28, 30 Empowerme nt 2, 4, 6, 8, 14, 24, 28 High Performance 1, 7, 8, 12, 13, 22, 25, 29 Innovation 3, 4, 14, 16, 24, 25, 31 Leadership by Example 6, 7, 8, 12, 25, 28, 29, 30 Open Communicati on 8, 9, 10, 11, 13 Results Driven 1, 3, 21, 23, 25, 28, 29, 31
- 18. BECAUSE IF THE CULTURE DOES NOT… 18 of 31 23 www.beaconassociates.net Contact Us 10210 Greenbelt Road Suite 350, Lanham, MD, 20706 P. 443-535-1885/ mholloway@beaconassociates.net
- 19. IF YOU DON’T KNOW WHERE YOU’RE GOING… 19 of 31 www.beaconassociates.net Contact Us 10210 Greenbelt Road Suite 350, Lanham, MD, 20706 P. 443-535-1885/ mholloway@beaconassociates.net
- 20. IF YOU DON’T KNOW WHERE YOU’RE GOING… 20 of 31 23 www.beaconassociates.net Contact Us 10210 Greenbelt Road Suite 350, Lanham, MD, 20706 P. 443-535-1885/ mholloway@beaconassociates.net • Talent Acquisition • Workplace/Struct ural • Learning and Development • Managerial and Structural Support • Personal Motivation • Technology • Identify prospects • Review quality report • Decide on data • Fill out contract • Respond to customer request or email • Open documents • A high functioning team • Net export of talent • A clearly defined objective • A direct report who understands how they are measured • Profits • High returns • Increased profitability • Reduced turnover Influencing factors… …which enable successful outcomes… …that achieve business goals. …that are part of key work processes… Performance occurs in this direction …affect people as they perform tasks… • Sales prospecting • Quality control • Customer Communications • Document preparation
- 21. IT’S ALLABOUT OUTCOMES 21 of 31 23 www.beaconassociates.net Contact Us 10210 Greenbelt Road Suite 350, Lanham, MD, 20706 P. 443-535-1885/ mholloway@beaconassociates.net LEADER CAPABILITY • Business acumen • Effective feedback • Managing multiple priorities • Strategic agility EXPECTED OUTCOMES • A net export of talent • A clearly articulated vision understood by the team • A direct report developed beyond their current level ORGANIZATIONAL GOALS • Achieve sales/profit targets • Deliver programs on- time & budget • Reduce turn-over • Maintain employee engagement
- 22. IT’S ALLABOUT THE OUTCOMES 22 of 31 23 www.beaconassociates.net Contact Us 10210 Greenbelt Road Suite 350, Lanham, MD, 20706 P. 443-535-1885/ mholloway@beaconassociates.net LEADER CAPABILITY • Business acumen • Effective feedback • Managing multiple priorities EXPECTED OUTCOMES • A net export of talent • A clearly articulated vision understood by the team • A direct report developed beyond their current level ORGANIZATIONAL GOALS • Achieve sales/profit targets • Deliver programs on- time & budget • Reduce turn-over • Maintain employee engagement MOST LEADERSHIP MODELS LEAVE OUT “EXPECTED OUTCOMES”
- 23. KNOWING WHAT TO ASK 23 of 31 www.beaconassociates.net Contact Us 10210 Greenbelt Road Suite 350, Lanham, MD, 20706 P. 443-535-1885/ mholloway@beaconassociates.net
- 24. KNOWING WHAT TO ASK 24 of 31 www.beaconassociates.net Contact Us 10210 Greenbelt Road Suite 350, Lanham, MD, 20706 P. 443-535-1885/ mholloway@beaconassociates.net What gets in the way?
- 25. QUESTIONS MATTER 25 of 31 www.beaconassociates.net Contact Us 10210 Greenbelt Road Suite 350, Lanham, MD, 20706 P. 443-535-1885/ mholloway@beaconassociates.net Capability Development Clarity Engagement Accountability
- 26. THE MOUSTRAP QUESTION 26 of 31 23 www.beaconassociates.net Contact Us 10210 Greenbelt Road Suite 350, Lanham, MD, 20706 P. 443-535-1885/ mholloway@beaconassociates.net As a result of doing this… What do we hope to achieve?
- 27. BUT WHAT SHOULD I DO? 27 of 31 www.beaconassociates.net Contact Us 10210 Greenbelt Road Suite 350, Lanham, MD, 20706 P. 443-535-1885/ mholloway@beaconassociates.net
- 28. USE A SYSTEMATIC APPROACH To Ensure Your Success. 28 of 31 23 Identify a clear and deliberate connection between strategic vision, goals and successful leadership outcomes. DEFINE Develop systems and feedback mechanisms to enhance capability. Arm your leaders with the ability to ask questions. ARM Lead by example. Monitor and measure on outcomes – not tactics. React quickly when necessary. MEASURE Assess the relationship between culture, goals and leadership. Ensure the culture, goals and leaders align. CONNECT www.beaconassociates.net Contact Us 10210 Greenbelt Road Suite 350, Lanham, MD, 20706 P. 443-535-1885/ mholloway@beaconassociates.net
- 29. INSPECT WHAT YOU EXPECT 28 of 31 23 www.beaconassociates.net Contact Us 10210 Greenbelt Road Suite 350, Lanham, MD, 20706 P. 443-535-1885/ mholloway@beaconassociates.net MEASURE outcomes in role before or with business results Re-assess the cultural attributes as the program progresses
- 30. IT’S NOT A SPRINT ITS A MARATHON! 30 of 31 www.beaconassociates.net Contact Us 10210 Greenbelt Road Suite 350, Lanham, MD, 20706 P. 443-535-1885/ mholloway@beaconassociates.net
- 31. THANK YOU Your Feedback Counts! Your feedback helps ASTD continue to provide top-notch educational programs that help you stay on top of a changing profession. Evaluation forms for this session are available NOW via the mobile app and at the following link: www.astdconference.org Mason Holloway Senior Director, Consulting BEACON ASSOCIATES - @masonholloway (Follow me and let others know what your thought! #ASTD2013, #TU310)
Editor's Notes
- We wrestle with budgets, getting more done with less, changing systems and technologies, adapting and reacting to shifting markets, realigning and restructuring departments and organizations…And at the center of this storm is leadership. Leadership is multiplier: good leadership can be like the winds that blow the storm off, poor leadership can be like a second or third front moving in.
- Ic4p annual survey of human capital issuesIt is a differentiator in high performing organizationsIt is a business result and human capital drain in underperforming organizations
- Leaders themselves deliver no dollars to the organizations they lead. They only deliver value through their teams, organizations and direct reports. How they deliver that value and the extent to which they are a multiplier of value creation and output of their organization is the central issue. They deliver tremendous value through others when they are focused on business & human capital outcomes If they focus on creating the right team, right capabilities, and removing roadblocks like politics and work processes to deliver the business value.This is the very heart of Leadership PerformanceHow do you measure your leaders?Business results of their division, department, or team? $?How many measure things like their ‘net export of talent’ to the organization? The number of direct reports who are developed beyond their role? The number of performance innovations or process improvements to come out of their team? How about the number of non-catastrophic failures? And at the center of this storm is leadership. And it is a multiplier: good leadership can be like the winds that blow the storm off, poor leadership can be like a second or third front moving in.
- And yet, the area we call leadership development is littered with broken promises – increased returns, improved leadership pipelines, more predictable key talent and succession plans. While many of us and our organizations have rightly identified leadership’s crucial contribution to success – we have often answered that call by renaming leadership training as ‘development’.In the end…
- We have gone wrong in many ways. It begins with clarity and ends with action: We fail to clearly distinguish the differentiating outcomes that connect leadership to our strategic promise. Instead, we fall back on the obvious (but far less compelling):We promote and make key talent calls based on successfully “doing” a jobCompletely ignorethe outcomes a leader must produce(What are the outcomes a sales manager produces? Hint: It’s not sales!)We rely on common competencies to define our leadership behaviors and develop the skills we “think” a leader needs from them
- We have gone wrong in many ways. It begins with clarity and ends with action: We fail to clearly distinguish the differentiating outcomes that connect leadership to our strategic promise. Instead, we fall back on the obvious (but far less compelling):We promote and make key talent calls based on successfully “doing” a jobCompletely ignorethe outcomes a leader must produce(What are the outcomes a sales manager produces? Hint: It’s not sales!)We rely on common competencies to define our leadership behaviors and develop the skills we “think” a leader needs from them
- We have gone wrong in many ways. It begins with clarity and ends with action: We fail to clearly distinguish the differentiating outcomes that connect leadership to our strategic promise. Instead, we fall back on the obvious (but far less compelling):We promote and make key talent calls based on successfully “doing” a jobCompletely ignorethe outcomes a leader must produce(What are the outcomes a sales manager produces? Hint: It’s not sales!)We rely on common competencies to define our leadership behaviors and develop the skills we “think” a leader needs from them
- They simultaneously act on and are acted upon by the organization structure, peers, managers, mission, vision, process, policy, their leaders, etc.
- The three elements that define leadership performanceVision – a clear understanding of the organization’s strategic direction, speed and trajectory aligned with a well defined set or leadership outcomes necessary to achieve the goalsCulture (safety) – a clear assessment and understanding the of the culture that exists as a result of current leadership, how well that culture aligns to and supports the vision (or does not) and how safe the culture is to lead inQuestions (Capability) – a commitment to leadership that encourages development and unlocks innovation through asking the right questions.These three elements of the framework must all be in balance for effective
- V – Vision.Safety
- V – Vision.Safety
- Make no mistake, everyone does it – its how we learn.How did you learn how to walk? I guarantee it was after a bunch of attempts and bumps.How did you finally learn what ‘don’t touch – its hot” meant?So we only really learn when we have a chance to ‘mess up’ – to get it wrong a few times before we get it right.But failure has scale – our mistakes have to be ‘recoverable.’ when you’re learning to drive – if you cut a corner too tight or stall the engine or push the breaks too hard – that is recoverable. If you crash terribly – that is not.So all of us who have ever set out to learn something new – how far would we have gotten if we felt that the first mistake was unforgivable? Unrecoverable?
- To be clear: The organization should plan for, set goals and build execution strategy around the expectation of success – while allowing that there will be failures. This is not the same as expecting or accepting failure. The notion that ‘failure is not an option limits us as organization and stifles our ability to accelerate leadership performanceAs leaders, we need to enable success – provide the right resources, support, political cover, mentoring – remove obstacles.At the same time we need leaders to approach failure from a reasonable perspective – it WILL happen and a good leader manages and limits the risk to their team (career ending mistakes) and to the organization.
- Safety is one part of the culture (although believe it is the 900lb gorilla of factors.)To truly develop leadership performance – there needs to be alignment between what the culture will tolerate and the capability we are developing. Further, both the capability and the culture need to align in support of the business goals
- Safety is one part of the culture (although believe it is the 900lb gorilla of factors.)To truly develop leadership performance – there needs to be alignment between what the culture will tolerate and the capability we are developing. Further, both the capability and the culture need to align in support of the business goals
- The fruit of all your efforts will die on the vine.
- Most organizations, selection committees, talent planning groups, and role descriptions completely overlook this essential driver of performance. If you can shift your focus and identify the outcomes it will….Increase your choices for identifying candidates Set clearer expectations with leaders and teams about “what” success looks like over the course of the year Improve hiring decisions… you select the candidate with the POTENTIAL to create the outcomes you expect …. And they are more likely to have the skills needed ….
- So leaders need capability – that we all agree on. But the fundamental capability of good leadership is asking the right questions. This is a skill that can be taught and can be nurtured and developed over time. But it has to begin with an understanding and acceptance that a leader does not have to have all the answers all the time – they have to be able to GET AT the RIGHT ANSWERS at the RIGHT time.
- So leaders need capability – that we all agree on. But the fundamental capability of good leadership is asking the right questions. This is a skill that can be taught and can be nurtured and developed over time. But it has to begin with an understanding and acceptance that a leader does not have to have all the answers all the time – they have to be able to GET AT the RIGHT ANSWERS at the RIGHT time.
- hey develop a leader’s capability to gather critical insightThey encourage development of direct reportsThey demand clarity from next level leadersThey foster engagement and accountability
- So leaders need capability – that we all agree on. But the fundamental capability of good leadership is asking the right questions. This is a skill that can be taught and can be nurtured and developed over time. But it has to begin with an understanding and acceptance that a leader does not have to have all the answers all the time – they have to be able to GET AT the RIGHT ANSWERS at the RIGHT time.
- 1)Example **** Health revamped it’s Leadership Development to focus on “essential” needs for each leader, relevant to their role. The benefits: leaders get the essential skillset to help them drive the outcomes in their role no wasting time in training or programs they don’t need Easier to see who is developing and creating the expected outcomes and who is not (targeted development will have clearly observable outcomes)