12. Please click on the link, and watch
the movie:
http://www.youtube.com/watch?v=LD72Gzax
xuI&feature=channel
13. Individual exercise:
Go to the online whiteboard:
http://dabbleboard.com/draw?b=Guest314196&i=0&c=2937
88ebf43141d6df3b0bd5e24cad92392c8aa4
And add your answers to:
What is your leadership style, and how
does it engage/ inspire/ motivate
your team?
14. Recap of LDP session 1:
Virtual Leadership
• What are you really passionate about?
• How will you share that passion with
people all around the world?
• What is the ‘virtual’ signature / impact
you’re leaving behind?
19. State the exceptional and
extraordinary!
People should talk about it because
it’s meaningful, appealing and
enthralling!
20. Questions to think about:
• How will we make a difference every single day?
• How can we work on only what really matters to
us and to everyone?
• Why is it that we are so special, so committed and
caring about our members?
• What do we represent to our members?
• What makes them stay with us?
21. Individual exercise:
Take some time to think of your team
vision and/or think of how you will
develop one with your team…
* Please share your insights on the online whiteboard:
24. 3-step method:
1. Verb practise, increase, learn, fully
understand
2. Middle part giving feedback according
to the BIO model
3. Quantity & Time 3 times by Sunday
04/03/2010
25. Individual exercise:
Create a personal goal that
relates to this training…
* Please share your insights on the online whiteboard:
27. Talent Development
Employment Retention &
Recruitment Identification Development in the right Succession
jobs plan
28. Identification
Talent Development only works if you
actually know where the talent sits in the
organisation, otherwise it’s just “random”
development of people you need to
identify talent
29. “Talent”
Talent is a combination of performance
and potential where:
• Performance is based on goals you set
and actual results
• Potential is based on expressed
behaviour (see CAR assessment)
* Pleas download the CAR assessment here:
http://rcpt.yousendit.com/845204485/cf435e6ab93095da4ac4a2058e0b1664
30. Talent Potential
Matrix Low (C) Medium (B) High (A)
Exceeds
C1
B1 A1
Current
Strong performer Top Talent
Contributor
Performance
Meets
C2
B2 A2
Limited
Core Member Rising Talent
contributor
Below
B3
C3 A3
Improvement
Underperformer Unused Talent
needed
31. Low (C) Medium (B) High (A)
Limited/ no growth potential Shows signs of being able to progress Seeks new challenges. Shows signs of being
within similar roles able to progress to next level up
Performance above standard
Current contributor Strong performer Top Talent
Exceeds Expectations 6,5
•Demonstrates high performance but •Demonstrates high performance in •Demonstrates high performance and
shows signs of being stretched to the current role and the behaviours to behaviours* that indicate clear
limits in capability and capacity (e.g. progress in similar roles capability and capacity to advance
skills and ability) •At right level position for capability beyond current role and level (in the
•Valuable to the organisation as long and capacity (e.g. skills and ability) near or long-term future)
as their skills remain critical
Limited contributor Core employee Rising Talent
Performance up to standard
•Performs to expectations in current •Performs to expectations but can still •Performs to expectations, can still
Meets expectations 4
role but does not demonstrate the develop and improve in current role improve within current role
behaviours to advance beyond current •At right level position for capability •Also demonstrates behaviours that
role and level and capacity (e.g. skills and ability) indicate has capacity and capability to
•Stretched to limit in capability & advance to other levels or roles
capacity (e.g. skills & ability)
•Look at alternative positions at level
below
Underperformers Improvement needed Unused Talent
•Underperforming in current role •Underperforming in current role •Underperforming in current role, but
Performance below standard
Below expectations 3,2,1
•Does not demonstrate the although demonstrating behaviours has capability and capacity to improve
behaviours to advance beyond current that indicate is able to make •Also demonstrates behaviours that
role and level improvements indicate they have clear capability and
•Stretched to limit in capability & •Role should be the right level for capacity to advance to other levels and
capacity (e.g. skills & ability) capability and capacity (e.g. skills and roles
•Performance manage to improve, ability), but if improvement isn't made
move to role at level below, or exit then need to look at roles at level
below
*Behaviours according to the CAR assessment
32. Developing talent
Whether someone is capable of growing beyond their current
role is dependent on their ability to apply
behaviour/competencies at a wider level (personal, inter-
personal, organisational)
If someone expresses a particular kind of behaviour and therefore I
assessed as low/medium/high potential doesn’t mean that they are
fixed on that level. Several things will influence how people can
change between the boxes:
• Their manager how they are managed (situational leadership, coaching)
• When they move into a new position (performance usually drops)
• Personal situation
• Training & Development
• Etc…
33. Individual exercise:
Apply the talent matrix and
to 2 of your team members…
* Please share your insights on the online whiteboard:
34. Developing talent
• Top talent: test them, challenge them with
additional assignments/projects
• Core member: keep them satisfied
• Underperformer: analyse root of the
underperformance, set up short term plan, e.g.
planning of tasks, change roles, training etc. (if
nothing changes; change roles, lay off…)
35. Developing talent
– Day-2-day conversations – Just doing it
– Feedback (22nd April) – Doing anything different
– Appraisals – Internet & e-learning
– Delegation – Manuals & books
– Writing a report – Podcasts
– Making a presentation – CDs and DVDs
– Facilitating – Training – off the job
– Visiting an external stakeholder – Training – on the job
– Watching a colleague at work – Courses
– Projects – Finding role models
– Standing in for someone (e.g. – Mentoring
when you’re gone) – Coaching (14th April)
– Change in responsibilities – Life!
38. Individual exercise:
Please share on the
whiteboard “what is
important to you in AIESEC?”
* Please share your insights on the online whiteboard:
39. Motivating others
to motivate your team members you need to
understand who they are and what their
values and beliefs are.
If you don’t, you’ll run the risk of completely
misunderstanding the motives behind
someone’s actions
40. Individual exercise:
Please reflect on the session and
define a personal goal (related to
the content of this session) that you
will complete latest a week after
this session…
* Please share your insights on the Facebook group:
41. Individual exercise:
Please take a moment and think of your
main learning and key questions you
still have unanswered, and add them to
the online whiteboard, or Facebook
group
* Please share your insights on the Facebook group:
43. Final message
It takes practise to strengthen your muscles, e.g.
becoming more effective in managing teams is a
matter of practise (taking a risk), and some failures
(which really isn’t a failure, trying something, seeing
the results, adapting accordingly is not failure; it is
experimenting and moving forward.
http://www.youtube.com/watch?v=dT4Fu-XDygw
Enjoy the movie
44. Contact details
• Name: Kevin Groen
• Email: kevin.groen83@gmail.com
• Skype: kevin.groen
• Facebook: Kevin Groen
