Five Leadership Practices That Ignite Emerging Leaders - Slides

Copyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com
Five Leadership Practices
that Ignite Emerging Leaders
March 26, 2015
www.SonomaLeadership.com | ask@sonomaleadership.com | 707.933.3882
Deb Calvert
Leadership Challenge Master
Sonoma Leadership Systems
Lauren Parkhill
Marketing Director
Bruce Wilson
VP, Business Development

Copyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.comCopyright © 2015 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com
#1 provider of The Leadership Challenge®
workshops and materials;
Partnering with the authors and publishers
of The Leadership Challenge® for over 20
years.
Global clients and projects in strategic,
enterprise‐wide leadership development.
Bruce Wilson
VP, Business Development
bruce@sonomaleadership.com
Welcome from Sonoma Leadership Systems

Deb Calvert
Leadership Challenge Master Candidate and Author

Of Employers
Think
LEADERSHIP
DEVELOPMENT
should begin
by age 21
The Center for Creative Leadership reports that 95% of employers believe leadership development should begin by the age of 21… even
before most professionals enter into the workforce full time…
Center for Creative Leadership, 2012 Leadership Insights Survey

And, yes, this is a very BIG but…
Even though 95% of employers say that leadership development should begin by age 21…

The average age managers
first get leadership training
is:
Source: Jack Zenger, “We Wait Too Long to Train Our Leaders,” HBR blog, 2012
About 10 years after they
begin supervising people.

So...
The disconnect is in waiting until people
have been managing long-term...
And the opportunity is
with emerging leaders.

Who is an Emerging Leader?

What about the others?
What about the 42‐year‐olds who have been managing people for
10 years without leadership development?
What about your Hi‐Po’s (regardless of age or title)?
What about your Aspiring Leaders, your Bench, your Pipeline,
the workforce you want to engage and retain?
What about your Senior‐most Managers who are technically
gifted but still need some development as leaders?

of companies are
seriously worried about their
leadership pipelines
Source: http:// www2.deloitte.com/global/en/pages/human‐capital/articles/human‐capital‐trends‐2014.html.
83%

What Do High Potentials
Think about Leadership
Development?
…“high potentials at dozens of top global
companies were unsatisfied with the
development efforts implemented in these
companies to the extent that it was
cause for many of their early
departures.”
Source: Trends, 2015 ‐ Training Industry Magazine, Winter 2015
How C –Level Executives View Corporate Training ‐ Steve Fiehl (41)

This graphic from
Global Human
Capital Trends shows
the urgency of
critical people issues
mapped against
company readiness
to handle those
issues.

What Is Preventing
Your Organization
From
Getting Started?

• Our senior management team doesn’t
believe in the value of Leadership
Development.
• Confusion about the differences in
Management Training and Leadership
Development.
• Leadership Development is not in our budget
or budget has not been allocated for
Leadership Development.
• We’d like to offer Leadership Development,
but we really don’t know where to start.
• The number of Leadership Development
program choices is overwhelming.
What Is Preventing
Your Organization
From Getting Started?
Poll:

The employee competencies most in demand in the next three years include:
Leadership
Innovation
Global Mindset
Source: Training Industry Magazine, Trends, Winter 2015
How C –Level Executives View Corporate Training ‐ Steve Fiehl (40)
What Do C-Level Executives
Think about Leadership
Development?
The #1 talent management priority in 2015 will be leadership development.
Source: Right Management, Talent Management: Accelerating Business Performance,
Global Trends, Challenges and Priorities, July 2014
Notice how C‐Suite Executives are now beginning to think about leadership development. This is good news! They
no longer see this as a nice‐to‐have. Leadership development has clearly become a must‐have. It is becoming the
expectation and priority of many business executives.

Why Leadership Development?
Higher
Productivity
Greater
Customer
Satisfaction
Top‐line &
Bottom‐line
Growth
*Improved
Employee
Engagement
*Engagement:
“a heightened emotional connection an employee feels
toward their organization that influences them to apply
additional discretionary effort to their work.”
Impact on
Talent
Management
& Succession
Planning
•Reduced cost of
turnover
•Enhanced
retention of key
employees, high
potentials
For more background on The Leadership Challenge research: www.sonomaleadership.com/research

“Before you are a leader,
success is all about
growing yourself.
When you become a leader, success
is all about
growing others.”
‐ Jack Welch
For those of you who are experiencing Confusion in our organization about the differences in Management Training and Leadership
Development. One of the key differences between leadership and management is what you see here on‐screen. Development begets
development. Leaders develop others. We often see that leaders start by developing themselves so they can develop others
so that, ultimately, the organization is developed.

“The best leaders bring out
two to three times the
talents in others compared
to the worst leaders.”
Source: Great Leadership Creates Great Workplaces, 2013, James M. Kouzes and Barry Z. Posner,
(page 5)
Management training won’t yield the same results as leadership development. That’s why knowing and
addressing the differences is so critically important.

Can
You
Afford
To Wait?

HOW Can We Ignite
Emerging Leaders?

Over 30 years of collecting Data
Over 5000 individual case studies
Over 5 million assessments
Global data from 72 Countries
Over 600 research studies
Source: The Leadership Challenge 5th Edition: How to Make Extraordinary Things Happen in
Organizations, 2012 John Wiley & Sons Publishing
Jim Kouzes & Barry Posner Research

5,000,000

Highly validated
360° assessment
measuring 30 behaviors
that demonstrate the
Five Practices of
Exemplary Leaders
Based on frequency of
straightforward behaviors
Immediately actionable
What people look for in the
leaders they would willingly
follow

30 Leadership Behaviors
Organized into Five Practices
Based on 30 years of research ‐ 5 Practices exemplify leadership across:
Culture | Gender | Ethnicity | Generations | Industry
Five Practices that IGNITE
emerging Leaders

I am clear about
my philosophy of leadership.
The first proven practice of exemplary leaders is Model The Way. This practice demands that leaders ask and understand “What do I
stand for? What do we stand for?” After all, “People are watching”... So leaders must be intentional about the messages they send.
All the behaviors related to this practice, including the one above, ignite emerging leaders by helping them clarify their own values and
align their actions with their values.

Clear Leadership
Philosophy
Leaders:
Constituents:
25% more engaged
40% more engaged
Leaders with a Clear Leadership Philosophy report that they are 25% more Engaged than those who are not clear about their own
philosophy of leadership. AND… the Constituents involved with those leaders who are clear about their own leadership philosophy are
40% more Engaged
Source: James M. Kouzes and Barry Z. Posner Correlation between LPI data and employee engagement scores

What if your emerging leaders could say?
I am clear about
my philosophy of leadership.
Your Leadership Challenge
What difference would it make in your organization if people
were more engaged and experienced a heightened
emotional connection toward your organization that
influenced them to apply additional discretionary effort to
their work?
Think about this.

I show others how their long‐term
interests can be realized by enlisting in
a common vision.
The second practice of exemplary leaders is Inspire a Shared Vision. This practice demands that leaders co-create meaning
and inspiration about the real work they do. One of the 6 behaviors within this practice is to enlist others in a common vision
by showing them how their own long-term interests can also be realized. This is an important, and often over-looked aspect
of inspiration. The impact of inspiring people is significant. People NEED to be inspired when they are being asked to do big
things…

Envision
and Enlist
Constituents:
Leaders:
25% more engaged
50% more effective
Leaders who envision a future state AND effectively enlist others in that common purpose have Constituents who are 25%
More Engaged. Additionally, the Leaders who do this are perceived by others as being 50% More Effective than leaders who
do not.

I show others how their long‐term
interests can be realized by enlisting in
a common vision.
I’d like to ask you to think about your Emerging Leaders and
consider what the impact would be if they were thought to
be 50% more effective in their leadership.
How would this effectiveness make a difference?
Think about this.

I seek out challenging opportunities that
test my own skills and abilities.
I challenge people to try out new and
innovative ways to do their work.
The third of our Five Exemplary Practices of Leadership is Challenge The Process. This practice demands that leaders make the
‘impossible, possible’; This practice helps determine the “how” of a vision. All great initiatives start with a “Challenge The Process
Mindset”. Here are two behaviors that express how leaders seek out challenges AND how leaders challenge others, too, to extend
themselves outside their comfort zones.

Feeling and Seeking
Challenge
Constituents:
Leaders:
25% - 35%more engaged
40% more effective
Again, we can see the measured results of these behaviors. The engagement of people is, once again, improved by double
digits for those leaders who more frequently demonstrated these behaviors. And the perceived effectiveness of leaders who
demonstrate these behaviors is significant, too.

I seek out challenging opportunities that test my
own skills and abilities.
I challenge people to try out new and innovative
ways to do their work.
Challenge The Process behaviors help leaders and others to develop a mindset that makes it
okay to experiment, risk, fail forward, innovate and learn for continual improvement.

I give people a great deal of freedom
and choice in deciding how to do their
work.
Next we have Enable Others to Act: This practice insists on Collaboration that’s built on trust. A leader makes sure the team not only
sees “how” to Challenge The Process, but knows “how to lead” the work (by building capacity, developing people) and through
empowerment. For emerging leaders, this can be very challenging. They’ve risen through the ranks by doing the work themselves. Many
supervisors and managers stall out because they are unable to lead by letting go.

Enable Others
to Act
Constituents:
Leaders:
30% more engaged
60% more effective

I give people a great deal of freedom
and choice in deciding how to do their
work.
What do you think might change in your organization if leaders were more frequently enabling
others to act?

I find ways to celebrate
accomplishments.
Finally, the fifth practice is Encourage The Heart: This is the “sustainability” practice. Acknowledgement and
appreciation fuel our efforts. Encouragement means to pour courage into… And who doesn’t need that on
occasion? Emerging leaders are ignited by receiving and by giving encouragement to others.

Benefits of Celebrating
Accomplishments
Constituents:
Leaders:
26% more engaged
31% more effective

I find ways to celebrate
accomplishments.
When it comes to igniting emerging leaders, equipping them to become more effective, and
getting the benefits of increased engagement… what do you envision could happen in your
organization as a result of your leaders increasing the frequency of this behavior?

What’s Next?
• Questions for us?
ask@sonomaleadership.com
deb.calvert@peoplefirstps.com
• The Leadership Challenge Workshop and
Facilitator Training in Sonoma, CA
www.SonomaLeadership/TLCW
• Learn more about the LPI
www.SonomaLeadership.com/LPI-360

Bruce Wilson
VP, Business Development,
The Leadership Challenge
Webinar Series
www.SonomaLeadership.com | ask@sonomaleadership.com | 707.933.3882
Deb Calvert
Lauren Parkhill

Global Training Partner, The Leadership Challenge®
ask@sonomaleadership.com | 707.933.3882 | www.SonomaLeadership.com

Five Leadership Practices That Ignite Emerging Leaders - Slides

Recomendados

Recomendados

Más contenido relacionado

Similar a Five Leadership Practices That Ignite Emerging Leaders - Slides

Similar a Five Leadership Practices That Ignite Emerging Leaders - Slides (20)

Último

Último (16)

Five Leadership Practices That Ignite Emerging Leaders - Slides