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“Find Your Burro”. AN ALTERNATIVE LOOK AT LEADERSHIP AND LEARNING . Question: “of your total potential to contribute, how much is your organization actually getting from you? . People fall into one of two clusters …. Fairly well utilized : 60-70% of talent used

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Find your burro l.jpg

“Find Your Burro”

AN ALTERNATIVE LOOK AT

LEADERSHIP AND LEARNING


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Question: “of your totalpotential to contribute, how much is your organization actually getting from you?


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People fall into one of two clusters …

  • Fairly well utilized : 60-70% of talent used

  • “ I check my brains at the door” :10-30% used


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Plan for the session

  • A couple of stories

  • Different way of looking at leadership

  • Three specific things to work on

  • Information sharing—then action steps


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Approach to the Session

  • Lots of examples and specifics

  • Very few points to remember (three!)

  • Mine your experiences and issues

  • Move from what to how


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Lessons from Pru ROI project

  • Most important driver of intent to stay was…Connection to Mission


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Lessons from Pru ROI project

  • Most important driver of intent to stay was…Connection to Mission

  • People sometimes act on their feelings


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Lessons from Pru ROI project

  • Most important driver of intent to stay was…Connection to Mission

  • People sometimes act on their feelings

  • Attrition is really expensive, so…



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Quick exercise: rate these 3 statements 1-10 measurable, and ( 10=“ you nailed it” )


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I have to spend an measurable, and incredible amount of my time and energy on things that have little real impact on the people we serve.


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I sense we are getting a lot less out of our people’s talents than they actually possess.


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When I look back on a year’s work, I feel a talents than they actually possess.gap between my aspirations vs. what I was actually able to get done.



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Comments, please? people would answer …

  • Time and energy not spent on mission

  • Talents not used

  • Aspiration—Accomplishment gap


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Often… people would answer …the organizations we lead get in the way between us and the passions that brought us here

The organizations we lead


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Effective leaders work to people would answer …overcome the organizations they run and replace them with the ones they need.


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Too many leaders think they have to be “sculptors”---originators, inventors, seeing truths that others can’t see…


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Or, think they have to be the “master painter”---possessor of all skills, virtuoso performer, star of the gallery.


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BUT.. painter”---possessor of all skills, virtuoso performer, star of the gallery. the crucial role for getting the organization you need is…carrierconveyorCONNECTOR


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Three types of connections painter”---possessor of all skills, virtuoso performer, star of the gallery.

  • ---between strategy and work


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Your voice and behavior connect people to the new performance requirements

“what we need to be good at now”


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Three types of connections performance requirements

  • ---between strategy and work

  • ---between leaders and people (one by one)


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“You can’t supervise high performance” performance requirements D. Hanna



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Ground rule---Never ask people to learn unless want us to do right now?”we are learning


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Three types of connections want us to do right now?”

  • ---between strategy and work

  • ---between leaders and people (one by one)

  • ---between learning and work



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Effective leaders spread learning across the value chain--- want us to do right now?”

And are always trying to put learning where the work is.


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Time to start mining what want us to do right now?”you know about Leandro…


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Purpose---search and find concrete examples of good “Leandro’ practices(connection 1, 2 or 3, depending on group)


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Round 1 ( of 2) “Leandro’ practices

  • Make group assignments

  • Stick around for some guidelines

  • Get in groups and work

  • Capture, return, pool our learning


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Leandro connection #1:provide the rallying cry “Leandro’ practices

Things done to connect strategy and the performance requirements



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Test: You’d know models for future work.

  • Where to look

  • What people were trying to do (new or better)

  • What measures would make sense


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Assignment –find real examples of rallying cries: models for future work.

What strategic shift?

What needed/where

How monitored


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Leandro Connection #2 : Get in the learning sandbox with your people

Things done to make a personal demonstrate a personal investment in learning


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Ingredients for a good example your people

  • We know the occasion or the process

  • There was a distinct change in leader’s role

  • Visibility and leverage was achieved


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Leandro connection #3: put learning where the work is your people

Things done to put new tools and learning resources at crucial “value points”


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These are often efforts to : your people

  • Defy distance (geographic dispersion)

  • Take advantage of technology

  • Use new formats that make info more actionable

  • Blend social and technical learning


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Hints: your people

  • Look for senior people learningnew tools

  • Make a list of new software and telecom products in use

  • Look close to the stakeholder touchpoints

  • Think about shifts in the leader’s personal traffic pattern


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Good examples: your people

Who?/what performance needed lifting?/how resourced?/what results?


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Round #2 of 2 your people

What we’re after is group collaboration for the sake of individual improvement



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Essence of the Trotter Matrix and Steve’s advice … Leandro examples you’ve found

(Capture insights from the Group)


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Round 2 group assignments Leandro examples you’ve found


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Round 2 task: Leandro examples you’ve found


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