#nalcwest - diversity best practices · 2018-09-13 · #nalcwest • two years researching the...

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Rounds 3 & 4 Track B:LEADERSHIP DEVELOPMENT: Build Your Professional Brand

FACILITATOR:Denise Herrick / Vice President, Talent Management and Organizational Development Consultant / Bank of the West (National Chair, MixCity)

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By Building a Plan for Your Development Denise Herrick

Talent Management / Women’s Resource Group Chair

Bank of the West

Increasing your Leadership Impact

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The ContextOf My Work

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Organizations can demonstrate leadership in more than one way

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Legitimate Power - positions or departments that inherit this type of power

Reward Power - administrative power over a range of rewards (e.g., raises, recognition and promotions)

Coercive Power - ability to punish (e.g., exclude, suspend, terminate)

Expert Power - attained by talents (e.g., skills, knowledge, abilities, or previous experience)

Charisma Power – ability to use positive or interpersonal influence on others

Referent Power – gained by association, (e.g., an assistant or deputy)

Information Power - gained by possession of important information

Leadership is often associated with POWER

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So what is a leader?

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A process of social influence…

One person enlists the support of others in accomplishing a commontask…

Manager and leader are two completely different roles. We often use the terms interchangeably. Managers are facilitators of their team’s success

A leader leads based on strengths, not title

What is leadership?

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• Two years researching the impact of leadership performance and the key behaviors exceptional leaders demonstrate.

• Data set of 200,000 evaluations on 20,000 people.

• Contrasted the highest-performing 10% to the lowest-performing 10%

• The approach: Lead with the data!

• The result: New insights that fundamentally change the way we think about leadership development.

The Research

© 2018 Zenger Folkman

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The Leadership Tent

© 2018 Zenger Folkman

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16 Differentiating Competencies

© 2018 Zenger Folkman

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Insight #1

Good does not equal great—and we need leaders to be great.

© 2018 Zenger Folkman

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Insight #2

You don’t have to be perfect to be an extraordinary leader.

© 2018 Zenger Folkman

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Insight #3Perceptions of you are others’ reality.

© 2018 Zenger Folkman

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Activity: Extraordinary MomentsPart 1

• Think about a time in your professional life when you were performing at your peak—a time when you felt that you had achieved something extraordinary on the job.

• Describe what factors were present in your work, your life, and your environment that made this such an extraordinary experience.

Part 2

• Be prepared to share this extraordinary experience (briefly) and some factors that made it possible.

© 2018 Zenger Folkman

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Three FundamentalElements

© 2018 Zenger Folkman

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Variation #1—Hobby Zone

© 2018 Zenger Folkman

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Variation #2—Novice Zone

© 2018 Zenger Folkman

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Variation #3—Chore Zone

© 2018 Zenger Folkman

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The Power of Convergence

© 2018 Zenger Folkman

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When receiving feedback, here’s what you do:Listen. Look at the person. Consider what is said. Thank them. That’s it.

• Your Goal ≠ agreement or explaining

• Your Goal = understanding + showing you understand what was said

• If needed, ask for specifics or more information to insure understanding

• Accept the feedback gracefully with a thank you

Step One: Seek feedback and receive it gracefully

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Step Two: Look inward and identify your authentic passions

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Bank of the West’s Leadership Development Philosophy

Step Three: Learn what your organization values in leaders

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Who is driving your career and your development?

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• Independently reflect on the following:

• Do you have any Fatal Flaws?

• Identify your strengths / competencies

• (Re)Connect with your passions, and

• Discover your Organization’s needs

• Now find a partner and discuss; partner plays a coach and listens / asks questions to clarify

Let’s get started!

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Research shows 50% of the time our

self-assessments are wrong!

Once you have feedback, develop the strengths that overlap your strengths, passions and Organization’s need into three Extraordinary Strengths

How will you validate what you suspect?

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• Talk to your manager – enlist their support• Share your aspirations with others• Seek feedback; listen to understand vs. listening to defend or explain!• Master skills needed for your current role. Are you viewed as an expert? • Increase your Emotional Intelligence (EQ) • Find a mentor• Become a mentor• Read a book / watch TED talks that stretches your knowledge or perspective• Start a book club – build a common language• Ask for –or- offer to take on a project that grows your skills• Seek activities that stretch yours skills• Build on your strengths • Eliminate fatal flaws (different from weaknesses; these are shared perceptions about your skills and can get in

the way of your career)• Create and commit energy to your leadership development plan

Development is not limited to a class or program!

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There is a difference between a strength and a skill

A strength = something you are born with

A skill = something you have learned to do

Find your strengths – they lead to who you are as a whole person

Build strengths that align to your authentic whole person!

My parting words to you…

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Denise HerrickBank of the West2527 Camino RamonSan Ramon, San Ramon, CA 94583Denise.Herrick@bankofthewest.com

b a n k o f t h e w e s t . c o m

THANK YOU

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Rounds 3 & 4 Track B:LEADERSHIP DEVELOPMENT: Build Your Professional Brand

FACILITATOR:Denise Herrick / Vice President, Talent Management and Organizational Development Consultant / Bank of the West (National Chair, MixCity)