SlideShare a Scribd company logo
1 of 31
Download to read offline
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)
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
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
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
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
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
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…
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.
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
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
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
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
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
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
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)
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
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
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
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
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
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
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”
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
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?
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
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?
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
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
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
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
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)

More Related Content

Viewers also liked

Boardroom leadership : Converting strategy to effective action
Boardroom leadership : Converting strategy to effective action Boardroom leadership : Converting strategy to effective action
Boardroom leadership : Converting strategy to effective action Mohandas Menon
 
Leadership for Performance - Andy Buck
Leadership for Performance - Andy BuckLeadership for Performance - Andy Buck
Leadership for Performance - Andy Buckrobcarter2012
 
Business leadership & strategy
Business leadership & strategyBusiness leadership & strategy
Business leadership & strategyDavid Stoffel
 
Leadership, Strategy and Performance Management
Leadership, Strategy and Performance ManagementLeadership, Strategy and Performance Management
Leadership, Strategy and Performance Managementsynergus
 
Knowledge Based Governance: Learning Governance and Leadership
Knowledge Based Governance: Learning Governance and LeadershipKnowledge Based Governance: Learning Governance and Leadership
Knowledge Based Governance: Learning Governance and LeadershipErwin Schwella
 
Leadership In The Future Organization
Leadership In The Future OrganizationLeadership In The Future Organization
Leadership In The Future OrganizationDavid Onoue
 
Strategic Plan & Change Management
Strategic Plan & Change ManagementStrategic Plan & Change Management
Strategic Plan & Change ManagementTriune Global
 
Emotional intelligence & leadership presentation,
Emotional intelligence & leadership presentation,Emotional intelligence & leadership presentation,
Emotional intelligence & leadership presentation,Keith Miller
 

Viewers also liked (9)

Boardroom leadership : Converting strategy to effective action
Boardroom leadership : Converting strategy to effective action Boardroom leadership : Converting strategy to effective action
Boardroom leadership : Converting strategy to effective action
 
Leadership for Performance - Andy Buck
Leadership for Performance - Andy BuckLeadership for Performance - Andy Buck
Leadership for Performance - Andy Buck
 
Business leadership & strategy
Business leadership & strategyBusiness leadership & strategy
Business leadership & strategy
 
Leadership, Strategy and Performance Management
Leadership, Strategy and Performance ManagementLeadership, Strategy and Performance Management
Leadership, Strategy and Performance Management
 
Knowledge Based Governance: Learning Governance and Leadership
Knowledge Based Governance: Learning Governance and LeadershipKnowledge Based Governance: Learning Governance and Leadership
Knowledge Based Governance: Learning Governance and Leadership
 
Leadership In The Future Organization
Leadership In The Future OrganizationLeadership In The Future Organization
Leadership In The Future Organization
 
Strategic Plan & Change Management
Strategic Plan & Change ManagementStrategic Plan & Change Management
Strategic Plan & Change Management
 
Emotional Intelligence for Leaders
Emotional Intelligence for LeadersEmotional Intelligence for Leaders
Emotional Intelligence for Leaders
 
Emotional intelligence & leadership presentation,
Emotional intelligence & leadership presentation,Emotional intelligence & leadership presentation,
Emotional intelligence & leadership presentation,
 

Similar to Leadership performance 2

Tacoma Liberal Arts Leadership Summit [Presentation] - Denny Meadows: Career ...
Tacoma Liberal Arts Leadership Summit [Presentation] - Denny Meadows: Career ...Tacoma Liberal Arts Leadership Summit [Presentation] - Denny Meadows: Career ...
Tacoma Liberal Arts Leadership Summit [Presentation] - Denny Meadows: Career ...Anna Moloney
 
Managing Employee Engagement through Organizational Change
Managing Employee Engagement through Organizational ChangeManaging Employee Engagement through Organizational Change
Managing Employee Engagement through Organizational ChangeTalentMap
 
High Performance Economic Development Tying Marketing to Metrics
High Performance Economic Development Tying Marketing to Metrics High Performance Economic Development Tying Marketing to Metrics
High Performance Economic Development Tying Marketing to Metrics Atlas Integrated
 
SBL ULTRA Summartized Notes Top 25 Topics by Sir Hasan Dossani.pdf
SBL ULTRA Summartized Notes Top 25 Topics by Sir Hasan Dossani.pdfSBL ULTRA Summartized Notes Top 25 Topics by Sir Hasan Dossani.pdf
SBL ULTRA Summartized Notes Top 25 Topics by Sir Hasan Dossani.pdfibrahimwahab05
 
Practical ways to boost strategy execution
Practical ways to boost strategy executionPractical ways to boost strategy execution
Practical ways to boost strategy executionAchieveIt
 
PA Business Development Resource - Bucks County Office
PA Business Development Resource - Bucks County OfficePA Business Development Resource - Bucks County Office
PA Business Development Resource - Bucks County OfficeNeshaminy Interplex
 
Diversity and business growth - Sara Carter, Monder Ram, Kiran Trehan and Tre...
Diversity and business growth - Sara Carter, Monder Ram, Kiran Trehan and Tre...Diversity and business growth - Sara Carter, Monder Ram, Kiran Trehan and Tre...
Diversity and business growth - Sara Carter, Monder Ram, Kiran Trehan and Tre...enterpriseresearchcentre
 
TVA Workshop Wanted: People workshop
TVA Workshop Wanted:  People workshop TVA Workshop Wanted:  People workshop
TVA Workshop Wanted: People workshop Dean Whittaker
 
The Socially Enabled Enterprise Research Findings Brief
The Socially Enabled Enterprise Research Findings BriefThe Socially Enabled Enterprise Research Findings Brief
The Socially Enabled Enterprise Research Findings BriefLeader Networks
 
June 2016 cybersecurityseminarseries final
June 2016 cybersecurityseminarseries finalJune 2016 cybersecurityseminarseries final
June 2016 cybersecurityseminarseries finalCourtney King
 
Lead Generation and Internet Marketing for Home Performance at #ACICA13
Lead Generation and Internet Marketing for Home Performance at #ACICA13Lead Generation and Internet Marketing for Home Performance at #ACICA13
Lead Generation and Internet Marketing for Home Performance at #ACICA13Energy Circle
 
DmitriGarbuzoAtAGlance2014 (3)
DmitriGarbuzoAtAGlance2014 (3)DmitriGarbuzoAtAGlance2014 (3)
DmitriGarbuzoAtAGlance2014 (3)Dmitri Garbuzov
 
Trinity Entrepreneurship Meetup with CUE/ CAMentrepreneurs
Trinity Entrepreneurship Meetup with CUE/ CAMentrepreneursTrinity Entrepreneurship Meetup with CUE/ CAMentrepreneurs
Trinity Entrepreneurship Meetup with CUE/ CAMentrepreneursRichard Lucas
 
Public Outcomes and Service Co-Design - GovInnovate
Public Outcomes and Service Co-Design - GovInnovatePublic Outcomes and Service Co-Design - GovInnovate
Public Outcomes and Service Co-Design - GovInnovateJane Treadwell
 
[SIFTLY] STRATEGY SALARY REPORT 2018
[SIFTLY] STRATEGY SALARY REPORT 2018[SIFTLY] STRATEGY SALARY REPORT 2018
[SIFTLY] STRATEGY SALARY REPORT 2018SIFTLY.COM
 
Engagement February 2010
Engagement February 2010Engagement February 2010
Engagement February 2010Timothy Holden
 
Jamie O'Connell at WP-Brighton 2011 - WordPress for B2B Lead Generation and B...
Jamie O'Connell at WP-Brighton 2011 - WordPress for B2B Lead Generation and B...Jamie O'Connell at WP-Brighton 2011 - WordPress for B2B Lead Generation and B...
Jamie O'Connell at WP-Brighton 2011 - WordPress for B2B Lead Generation and B...WP-Brighton
 

Similar to Leadership performance 2 (20)

Tacoma Liberal Arts Leadership Summit [Presentation] - Denny Meadows: Career ...
Tacoma Liberal Arts Leadership Summit [Presentation] - Denny Meadows: Career ...Tacoma Liberal Arts Leadership Summit [Presentation] - Denny Meadows: Career ...
Tacoma Liberal Arts Leadership Summit [Presentation] - Denny Meadows: Career ...
 
Managing Employee Engagement through Organizational Change
Managing Employee Engagement through Organizational ChangeManaging Employee Engagement through Organizational Change
Managing Employee Engagement through Organizational Change
 
Charities without walls practical transparency in the age of scrutiny
Charities without walls practical transparency in the age of scrutinyCharities without walls practical transparency in the age of scrutiny
Charities without walls practical transparency in the age of scrutiny
 
High Performance Economic Development Tying Marketing to Metrics
High Performance Economic Development Tying Marketing to Metrics High Performance Economic Development Tying Marketing to Metrics
High Performance Economic Development Tying Marketing to Metrics
 
SBL ULTRA Summartized Notes Top 25 Topics by Sir Hasan Dossani.pdf
SBL ULTRA Summartized Notes Top 25 Topics by Sir Hasan Dossani.pdfSBL ULTRA Summartized Notes Top 25 Topics by Sir Hasan Dossani.pdf
SBL ULTRA Summartized Notes Top 25 Topics by Sir Hasan Dossani.pdf
 
Suri Profile
Suri ProfileSuri Profile
Suri Profile
 
Practical ways to boost strategy execution
Practical ways to boost strategy executionPractical ways to boost strategy execution
Practical ways to boost strategy execution
 
PA Business Development Resource - Bucks County Office
PA Business Development Resource - Bucks County OfficePA Business Development Resource - Bucks County Office
PA Business Development Resource - Bucks County Office
 
Diversity and business growth - Sara Carter, Monder Ram, Kiran Trehan and Tre...
Diversity and business growth - Sara Carter, Monder Ram, Kiran Trehan and Tre...Diversity and business growth - Sara Carter, Monder Ram, Kiran Trehan and Tre...
Diversity and business growth - Sara Carter, Monder Ram, Kiran Trehan and Tre...
 
TVA Workshop Wanted: People workshop
TVA Workshop Wanted:  People workshop TVA Workshop Wanted:  People workshop
TVA Workshop Wanted: People workshop
 
The Socially Enabled Enterprise Research Findings Brief
The Socially Enabled Enterprise Research Findings BriefThe Socially Enabled Enterprise Research Findings Brief
The Socially Enabled Enterprise Research Findings Brief
 
June 2016 cybersecurityseminarseries final
June 2016 cybersecurityseminarseries finalJune 2016 cybersecurityseminarseries final
June 2016 cybersecurityseminarseries final
 
Lead Generation and Internet Marketing for Home Performance at #ACICA13
Lead Generation and Internet Marketing for Home Performance at #ACICA13Lead Generation and Internet Marketing for Home Performance at #ACICA13
Lead Generation and Internet Marketing for Home Performance at #ACICA13
 
DmitriGarbuzoAtAGlance2014 (3)
DmitriGarbuzoAtAGlance2014 (3)DmitriGarbuzoAtAGlance2014 (3)
DmitriGarbuzoAtAGlance2014 (3)
 
Trinity Entrepreneurship Meetup with CUE/ CAMentrepreneurs
Trinity Entrepreneurship Meetup with CUE/ CAMentrepreneursTrinity Entrepreneurship Meetup with CUE/ CAMentrepreneurs
Trinity Entrepreneurship Meetup with CUE/ CAMentrepreneurs
 
Public Outcomes and Service Co-Design - GovInnovate
Public Outcomes and Service Co-Design - GovInnovatePublic Outcomes and Service Co-Design - GovInnovate
Public Outcomes and Service Co-Design - GovInnovate
 
[SIFTLY] STRATEGY SALARY REPORT 2018
[SIFTLY] STRATEGY SALARY REPORT 2018[SIFTLY] STRATEGY SALARY REPORT 2018
[SIFTLY] STRATEGY SALARY REPORT 2018
 
Engagement February 2010
Engagement February 2010Engagement February 2010
Engagement February 2010
 
Jamie O'Connell at WP-Brighton 2011 - WordPress for B2B Lead Generation and B...
Jamie O'Connell at WP-Brighton 2011 - WordPress for B2B Lead Generation and B...Jamie O'Connell at WP-Brighton 2011 - WordPress for B2B Lead Generation and B...
Jamie O'Connell at WP-Brighton 2011 - WordPress for B2B Lead Generation and B...
 
The social enterprise
The social enterpriseThe social enterprise
The social enterprise
 

More from Mason Holloway

SU308- Reliable Results - Strategies for Managing Change for Talent Success
SU308- Reliable Results - Strategies for Managing Change for Talent SuccessSU308- Reliable Results - Strategies for Managing Change for Talent Success
SU308- Reliable Results - Strategies for Managing Change for Talent SuccessMason Holloway
 
Step Out of the Ivory Tower
Step Out of the Ivory TowerStep Out of the Ivory Tower
Step Out of the Ivory TowerMason Holloway
 
A Performance DNA Leadership Model
A Performance DNA Leadership ModelA Performance DNA Leadership Model
A Performance DNA Leadership ModelMason Holloway
 
Performance improvement and career development
Performance improvement and career developmentPerformance improvement and career development
Performance improvement and career developmentMason Holloway
 
Competencies that Count
Competencies that CountCompetencies that Count
Competencies that CountMason Holloway
 
2011 strategy conference strategy to execution - final 2
2011 strategy conference   strategy to execution - final 22011 strategy conference   strategy to execution - final 2
2011 strategy conference strategy to execution - final 2Mason Holloway
 

More from Mason Holloway (9)

SU308- Reliable Results - Strategies for Managing Change for Talent Success
SU308- Reliable Results - Strategies for Managing Change for Talent SuccessSU308- Reliable Results - Strategies for Managing Change for Talent Success
SU308- Reliable Results - Strategies for Managing Change for Talent Success
 
Learn do share 2.0
Learn do share 2.0Learn do share 2.0
Learn do share 2.0
 
University to Useful
University to UsefulUniversity to Useful
University to Useful
 
Step Out of the Ivory Tower
Step Out of the Ivory TowerStep Out of the Ivory Tower
Step Out of the Ivory Tower
 
A Performance DNA Leadership Model
A Performance DNA Leadership ModelA Performance DNA Leadership Model
A Performance DNA Leadership Model
 
KM Webinar
KM WebinarKM Webinar
KM Webinar
 
Performance improvement and career development
Performance improvement and career developmentPerformance improvement and career development
Performance improvement and career development
 
Competencies that Count
Competencies that CountCompetencies that Count
Competencies that Count
 
2011 strategy conference strategy to execution - final 2
2011 strategy conference   strategy to execution - final 22011 strategy conference   strategy to execution - final 2
2011 strategy conference strategy to execution - final 2
 

Recently uploaded

Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...IMARC Group
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsyasinnathani
 
Fabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsFabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsWristbands Ireland
 
Intellectual Property Licensing Examples
Intellectual Property Licensing ExamplesIntellectual Property Licensing Examples
Intellectual Property Licensing Examplesamberjiles31
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access
 
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...Khaled Al Awadi
 
Plano de marketing- inglês em formato ppt
Plano de marketing- inglês  em formato pptPlano de marketing- inglês  em formato ppt
Plano de marketing- inglês em formato pptElizangelaSoaresdaCo
 
NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023Steve Rader
 
Scrum Events & How to run them effectively
Scrum Events & How to run them effectivelyScrum Events & How to run them effectively
Scrum Events & How to run them effectivelyMarianna Nakou
 
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfCharles Cotter, PhD
 
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 Building Your Personal Brand on LinkedIn - Expert Planet-  2024 Building Your Personal Brand on LinkedIn - Expert Planet-  2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024Stephan Koning
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access
 
A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.mcshagufta46
 
Introduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxIntroduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxJemalSeid25
 
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfGraham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfAnhNguyen97152
 
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessQ2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessAPCO
 
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)tazeenaila12
 
Amazon ppt.pptx Amazon about the company
Amazon ppt.pptx Amazon about the companyAmazon ppt.pptx Amazon about the company
Amazon ppt.pptx Amazon about the companyfashionfound007
 
MoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor PresentationMoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor Presentationbaron83
 
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBBPMedia1
 

Recently uploaded (20)

Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story points
 
Fabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsFabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and Festivals
 
Intellectual Property Licensing Examples
Intellectual Property Licensing ExamplesIntellectual Property Licensing Examples
Intellectual Property Licensing Examples
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024
 
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
 
Plano de marketing- inglês em formato ppt
Plano de marketing- inglês  em formato pptPlano de marketing- inglês  em formato ppt
Plano de marketing- inglês em formato ppt
 
NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023
 
Scrum Events & How to run them effectively
Scrum Events & How to run them effectivelyScrum Events & How to run them effectively
Scrum Events & How to run them effectively
 
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
 
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 Building Your Personal Brand on LinkedIn - Expert Planet-  2024 Building Your Personal Brand on LinkedIn - Expert Planet-  2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024
 
A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.
 
Introduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxIntroduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptx
 
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfGraham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
 
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessQ2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
 
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
 
Amazon ppt.pptx Amazon about the company
Amazon ppt.pptx Amazon about the companyAmazon ppt.pptx Amazon about the company
Amazon ppt.pptx Amazon about the company
 
MoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor PresentationMoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor Presentation
 
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
 

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

  1. 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.
  2. 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
  3. 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.
  4. 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…
  5. 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
  6. 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
  7. 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
  8. They simultaneously act on and are acted upon by the organization structure, peers, managers, mission, vision, process, policy, their leaders, etc.
  9. 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
  10. V – Vision.Safety
  11. V – Vision.Safety
  12. 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?
  13. 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.
  14. 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
  15. 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
  16. The fruit of all your efforts will die on the vine.
  17. 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 ….
  18. 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.
  19. 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.
  20. 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
  21. 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.
  22. 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)