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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…
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3. CONSISTENTLY IN
THE TOP THREE
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4. LEADERS DIRECTLY
DELIVER…
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5. LANDSCAPE
OF BROKEN PROMISES
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6. SO WHERE DO WE
GO WRONG?
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7. SO WHERE DO WE
GO WRONG?
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We rely on
the same old,
tired bromides…
8. SO WHERE DO WE
GO WRONG?
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…or the Placebo
effect.
9. IN THE END
WE FORGET…
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LEADERS ARE
PART OF A
SYSTEM
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10. A FRAMEWORK
FOR PERFORMANCE
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SAFETY
(Culture)
QUESTIONS
(Capability)
VISION
(Outcomes)
LEADERSHIP PERFORMANCE
11. A MOUSTRAP?
…AND LEADERSHIP?
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13. SAFE ENOUGH
TO FAIL
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14. SAFE ENOUGH
TO FAIL
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15. SAFE ENOUGH
TO FAIL
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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)
17. WHAT DOES THE
CULTURE SUPPORT
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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…
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19. IF YOU DON’T KNOW
WHERE YOU’RE GOING…
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20. IF YOU DON’T KNOW
WHERE YOU’RE GOING…
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• 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
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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
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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
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24. KNOWING WHAT
TO ASK
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What gets in the way?
26. THE MOUSTRAP
QUESTION
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As a result of doing
this…
What do we hope to
achieve?
27. BUT WHAT
SHOULD I DO?
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28. USE A SYSTEMATIC
APPROACH To Ensure Your Success.
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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
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29. INSPECT
WHAT YOU EXPECT
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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!
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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)