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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”


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    Presentation Transcript
    1. “Find Your Burro” AN ALTERNATIVE LOOK AT LEADERSHIP AND LEARNING

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

    3. 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

    4. 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

    5. 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

    6. Lessons from Pru ROI project • Most important driver of intent to stay was…Connection to Mission

    7. Lessons from Pru ROI project • Most important driver of intent to stay was…Connection to Mission • People sometimes act on their feelings

    8. 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…

    9. If you can strengthen connection to mission, you get a measurable, and large, ROI

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

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

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

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

    14. Now---take a second look and estimate how most of your people would answer …

    15. Comments, please? • Time and energy not spent on mission • Talents not used • Aspiration—Accomplishment gap

    16. Often…the organizations we lead get in the way between us and the passions that brought us here The organizations we lead

    17. Effective leaders work to overcome the organizations they run and replace them with the ones they need.

    18. Meet a new friend of mine…

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

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

    21. BUT.. the crucial role for getting the organization you need is…carrierconveyorCONNECTOR

    22. Three types of connections • ---between strategy and work

    23. Your voice and behavior connect people to the new performance requirements “what we need to be good at now”

    24. Three types of connections • ---between strategy and work • ---between leaders and people (one by one)

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

    26. The goal is to have everyone asking: “what would the boss want us to do right now?”

    27. Ground rule---Never ask people to learn unless we are learning

    28. Three types of connections • ---between strategy and work • ---between leaders and people (one by one) • ---between learning and work

    29. Effective leaders spread learning across the value chain---

    30. Effective leaders spread learning across the value chain--- And are always trying to put learning where the work is.

    31. Time to start mining what you know about Leandro…

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

    33. Round 1 ( of 2) • Make group assignments • Stick around for some guidelines • Get in groups and work • Capture, return, pool our learning

    34. Leandro connection #1:provide the rallying cry Things done to connect strategy and the performance requirements

    35. The “rallying cry” is the message that contains the models for future work.

    36. Test: You’d know • Where to look • What people were trying to do (new or better) • What measures would make sense

    37. Assignment –find real examples of rallying cries: What strategic shift? What needed/where How monitored

    38. Leandro Connection #2 : Get in the learning sandbox with your people Things done to make a personal demonstrate a personal investment in learning

    39. Ingredients for a good example • We know the occasion or the process • There was a distinct change in leader’s role • Visibility and leverage was achieved

    40. Leandro connection #3: put learning where the work is Things done to put new tools and learning resources at crucial “value points”

    41. These are often efforts to : • Defy distance (geographic dispersion) • Take advantage of technology • Use new formats that make info more actionable • Blend social and technical learning

    42. Hints: • 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

    43. Good examples: Who?/what performance needed lifting?/how resourced?/what results?

    44. Round #2 of 2 What we’re after is group collaboration for the sake of individual improvement

    45. This time, identify mechanisms for repeating the good Leandro examples you’ve found

    46. Essence of the Trotter Matrix and Steve’s advice … (Capture insights from the Group)

    47. Round 2 group assignments

    48. Round 2 task: