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Facilitators: Carol Duane Barbara Sawrey. The Influence of a Leader: A quote from Goethe.

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the influence of a leader a quote from goethe
The Influence of a Leader: A quote from Goethe

“I have come to the frightening conclusion that I am the decisive element. It is my personal approach that creates the climate. It is my daily mood that makes the weather. I possess tremendous power to make a life miserable or joyous.”

–Johann Von Goethe

workshop objective
Workshop Objective

To assess your progress and advance your development towards becoming an extraordinary leader

Page iii

  • Assessing Your Progress
  • Selecting Your Next Development Target
  • Building Development into Your Job
  • Involving Your Leader and Others
  • Turning Ideas Into Action
your leadership development check up
Your Leadership Development Check-up

Part One

  • Review the Personal Reflection questions on pages 1-3 and 1-4 in your manual

Part Two

  • In small groups, discuss progress
  • Create a list of what worked well and obstacles you encountered

Pages 1-3 and 1-4

development journey debrief
Development Journey: Debrief
  • What worked well?
  • What obstacles did you experience?
  • What will you do differently this time?

Page 1-4

question 1 of 7
Question 1 of 7
  • The objective of The Extraordinary Leader program is to…

Help new leaders to perform at an adequate level

Develop more leaders who truly excel

Help those who are performing poorly to function like the average

question 2 of 7
Question 2 of 7
  • The reason to develop leaders who are extraordinary is to…

Create healthier work environments

Produce better business results

Attract better people to the organization

All of the above

question 3 of 7
Question 3 of 7
  • Differentiating Competencies are those that distinguish…

Experienced leaders from those lacking experience

Generation Y leaders from Baby Boomers

High performing leaders from those who are average or below

Innately gifted leaders from those who develop skills over time

question 4 of 7
Question 4 of 7
  • Differentiating Competencies are grouped into 5…


Tent poles


Competency Companions

question 5 of 7
Question 5 of 7
  • Developing a strength differs from fixing a weakness. It can best be done by…

Finding new times and places for practice

Cross training, much like athletes use

Interval training, where you stop and start using the skill

question 6 of 7
Question 6 of 7
  • Which of the CPO models shown below is correct?




question 7 of 7
Question 7 of 7
  • Which of the following statements is/are FALSE?

Every leader, no matter how good, can become better.

In the main, leaders are born, not made.

Extraordinary leaders raise the bar and encourage others to excel.

bonus question
Bonus Question
  • To be at the 90th percentile overall in most organizations, a leader needs to have profound strength in…

13 out of the 18 differentiating competencies

Over half of the 18 differentiating competencies

5 out of the 18 differentiating competencies

Only 1 competency, as long as there are no serious faults

debrief key insights pop quiz
Debrief: Key Insights Pop-Quiz
  • Any points that need clarification?
your step by step feedback analysis
Your Step-By-Step Feedback Analysis

1. Analyze your 360-degree Reassessment

2. Find messages and meaning in the data

3. Identify potential Critical Flaws

4. Identify your strengths

when does a gap become significant
When does a GAP become significant?

Could be significant

Probably not significant

Could be significant

0.30 / 0.50

written comments
Written Comments

ACS Leaders

ACS Colleagues


observe patterns
Observe Patterns

One group is consistently higher than the others






Page 1-5

observe patterns1
Observe Patterns

One group is consistently lower than the others






Page 1-5

analyze patterns
Analyze Patterns

Everything clusters around average






Page 1-5

interpreting patterns
Interpreting Patterns
  • Wide distribution
  • Polarized response within a rater group






Page 1-5

identifying blind spots
Identifying Blind Spots

Areas where you think you’re doing much better, but your colleagues don’t agree

Page 1-5

what external factors
What External Factors . . .

might account for overall scores going down?

  • Raters Evolve
    • After multiple assessments people rate more strictly because their expectations have been raised.
    • If raters don’t see change in areas they identified in earlier surveys, they send an even stronger signal.
  • Environment Changes
    • New job, boss, or work team
    • New duties or responsibilities
    • External economic, market, or regulatory factors
    • Organizational changes impacting overall morale

Page 1-5

clues that may suggest an unresolved critical flaw
Clues that may suggest an unresolved Critical Flaw
  • Competency scores below 3.4
  • Poor performance reviews
  • Written comments

Page 1-6

individual exercise
Individual Exercise

Complete the Step-by-Step Analysis in your workbooks

Review the important messages and patterns from your recent 360

Update Boxes 1 and 2 of your Advancement Plan

Pages 1-7 to 1-12

sample development plan
Sample Development Plan

Pages 1-12, B-3, and B-5

pairs activity key feedback themes
Pairs Activity: Key Feedback Themes

Pair up with someone of your choice

Take turns discussing your feedback analysis:

  • What are the key messages and themes from your feedback?
  • Any external factors that impact results?
  • Any significant patterns?
  • Any surprises?

Page 1-13

selecting your next target
Selecting Your Next Target:
  • If you wish to stay focused on the same competency, it is okay!

Page 2-3

selecting your next development target1
Selecting Your Next Development Target
  • A potential Critical Flaw that may be holding you back

Page 2-3

selecting your next development target2
Selecting Your Next Development Target

Choose a new

strength to build on

Page 2-3

leadership sweet spot
Leadership Sweet Spot

Work Environment

Leadership Sweet Spot

Pages 2-5

prioritizing areas to develop
Prioritizing Areas to Develop

































Page 2-6 and 2-7

choose one differentiating competency that
Choose One Differentiating Competency That…
  • Best combines your strength, passion, and organizational need
  • Would have the greatest impact on your manager, direct reports, and peers
  • Complete Box 3 of your Advancement Plan

Page 2-7

pairs activity developmental target
Pairs Activity: Developmental Target

Discuss reasons for your choice of Development Target

competency companion development guide
Competency Companion Development Guide
  • Behaviors Defining This Competency
  • Developmental Suggestions- these are traditional, linear suggestions

Page 2-9

identify a competency companion
Identify a Competency Companion
  • For the Development Target you have selected
  • Complete Box 4 of your Advancement Plan

Page 2-10

exercise discovering development suggestions
Exercise: Discovering Development Suggestions
  • Refer to instructions on page 2-11 in your manual to develop ideas to practice the competency or companion behavior
  • Brainstorming activity (gather ideas now, evaluate later)
  • Collect as many ideas as you can
  • Choose 2 suggestions that you believe will be most helpful to you and record them in Box 5 of your Advancement Plan

Page 2-11

development and work don t have to be separate
Development and work don’t have to be separate
  • Remove the conceptual barrier between development and productive work activity
  • Your job provides opportunity for real time, deliberate practice

Page 3-3 and 3-4

8 ways to combine development and work
8 Ways To Combine Development and Work

Learn new information

Build new relationships

Initiate special interest groups

Develop new habits of planning

and reflection

Page 3-5 and 3-6

8 ways to combine development and work1
8 Ways To Combine Development and Work

Create new feedback mechanisms

Restructure your job

Lead out in technology

Experiment with leadership or management practices

Page 3-5 and 3-6

pair discussion
Pair Discussion
  • Each person will share the Development Suggestions they have targeted.
  • Using the 8 Ways, help each other identify several activities that could be used within their current job structure that would support your development goals.
  • Complete Box 6 of your Advancement Plan

Page 3-7

impact of leader support on development
Impact of Leader Support on Development

Level of Leader Support

  • Page 4-3
how involved was your leader in your development
How involved was your leader in your development?


  • Time spent?
  • Conversations initiated?
  • Attitude of genuine interest?

Low High

overcoming barriers to leader involvement
Overcoming Barriers to Leader Involvement
  • What keeps yourleader from getting involved in your development?
  • Answer questions on Page 4-3

Page 4-3

table discussion
Table Discussion
  • Discuss:
  • How can you get your leader more involved in your development?
  • What will make the biggest difference?
  • Report 2 ideas to share with the group
  • Each participant, select 2 ideas shared that will work for you and complete Box 7 of your Advancement Plan

Page 4-4 and 4-5

involving others in your development
Involving Others In Your Development
  • Peers
  • Colleagues
  • Mentors
  • Friends
  • Customers

Page 4-6

what is your trajectory
What is your trajectory?

The right things are

  • easy to do
  • easy not to do
  • become easier with practice

Make a commitment to DO the right things regularly

  • Olsen, J. (2011). The slight edge (Revised Edition): Turning Simples Disciplines into Massive Success.

Page 5-3

benefits of peer coaching
Benefits of Peer Coaching



Sounding Board

exercise peer coaching
Exercise: Peer Coaching

Review your Development Plan with your Peer Coach

Identify key actions to accomplish before your next Peer Coaching Discussion

Decide the date you will meet again- complete Box 8a of your Advancement Plan

Establish an ongoing plan for accountability and follow-up

Page 5-4

peer coaching conversation the coachee s role
Peer Coaching Conversation: The Coachee’s Role
  • Why you chose this development target? (Box 3)
  • Why you chose these Companion Behaviors? (Box 4)
  • How do you intend to implement your Development Suggestions? (Box 5)
  • How do you plan to build development into work? (Box 6)
  • How do you intend to involve your manager in your development? (Box 7)

Page 5-4

peer coaching conversation the coach s role
Peer Coaching Conversation: The Coach’s Role
  • What could the Coach do in this conversation that would be of greatest help?

Page 5-4

turning ideas into action time bound agreements
Turning Ideas Into Action—Time Bound Agreements

Set proposed times for all activities on your Advancement Plan

Follow Through on Peer Coaching – Box 8a

Page 5-5 and 5-6

first peer coaching follow up agenda
First Peer Coaching Follow-up Agenda
  • To make the most of this coaching opportunity, we recommend that you follow the outline for this discussion that can be found on Page 5-6 of your Participant Manual

Page 5-6

turning ideas into action time bound agreements1
Turning Ideas Into Action- Time Bound Agreements

Thank Your Respondents—Box 8a on your Advancement Plan

Meet with Your Leader—Box 8b on your Advancement Plan

Share Development Plan with Peers and Colleagues—Box 8c on your Advancement Plan

Page 5-5 and 5-6

ongoing support from zenger folkman
Ongoing Support from Zenger Folkman

Series of five emails over the next 8 weeks

These will contain reminders and tips designed to help you maintain momentum on your development plan

Page 5-7

results of my advancement
Results of My Advancement
  • What are the first signs I am making progress?
  • What could this mean to you personally?
  • How with the organization benefit?

Page 5-8

workshop objective how did we do
Workshop Objective: How did we do?

To assess your progress and advance your development towards becoming an extraordinary leader

mark twain
Mark Twain

“Habit is habit and not to be flung out of the window by any man, but coaxed downstairs a step at a time.”

Page 5-9