chapter 8 & 9 ppt
DESCRIPTION
A PowerPoint presentation for Chapters 8 and 9 based off of Quint Studer\'s book, "Results That Last."TRANSCRIPT
Chapter 8&
Chapter 9By:
Jessica RomeroArmine Karaguezian
Tony Chang
Chapter 8Chapter 8
Create and Develop LeadersCreate and Develop Leaders
Chapter 8
• How to train leaders in order to achieve
Results That Results That Last!Last!
Chapter 8
• Most CEO’s “SAY” that leadership development is a MUST.
• They do not
“BACK IT UP” with the hours of necessary training.
Chapter 8
4Problems
STOPPING
Leadership Development
Chapter 8
No Time“Chief Learning Thing”Waste of MoneyRandom, Vague, Soft
Chapter 8
With NO great Leaders...Comes NO great…
Companies…
Chapter 8
Leadership is at the
Chapter 8
6Principles
For
Developing Leaders
Chapter 8
1) CEO and other TOP executives must drive the training curriculum.
Be there from beginning to end.
Chapter 8
2) ALL Leaders must be trained.You cannot expect the 10% of leaders
who are sent to be trained to sway the 90% who did not go.
Frustrated 10% might even leave b/c they are unable to effect change.
Chapter 8
3) Leaders MUST help design their own training.Agenda of things they are: concerned about areas that they believe need changingothers will buy into the program more readily.
Chapter 8
4) Training must be linked to the company’s overall performance goals.
Company’s goals and performance measures.
Chapter 8
5) Leaders should understand the Five Phases
of theNature
of
Organizational
Change
Chapter 8
Organizational Change: Phase 1The Honeymoon
Everyone is FIRED UP and EXCITED.Hope reigns.
Chapter 8
Organizational Change: Phase 2
Reality Sets InInconsistencies show up We/they mentality begins to formBegin to see differences between low,
middle, and high performers.
Chapter 8
Organizational Change: Phase 3
The Uncomfortable GapGap widens and the wall appears.Leaders need to move high and middle
performers to a higher levelLeaders need to move low performers
either up or out.
Chapter 8
Organizational Change: Phase 4
ConsistencyOrganization has moved over the wall.Team of disciplined leaders are in place.Everyone understands the keys to
success.
Chapter 8
Organizational Change: Phase 5
Leading the Way—ResultsOrganization has succeeded in hardwiring
excellence at the core of your organization’s culture.
Results show across all five pillars.Employees have a sense of purpose.
Chapter 8
6) IMPORTANT
Train Leaders in the Art of
HighMiddle
Low
Conversations
Chapter 8
• Leaders trained to:1) Drive the achievement of organizational goals.2) Improve own individual leadership performance.
• Idea behind Leadership Development Institutes (LDIs)
Chapter 8
Studer Groups Recommendation:• Leaders be taken off-site for two days
every 90 days to participate in an LDI. The 90-day period between the trainingsessions allows:1) Feedback2) Coaching3) Practice the leaders need to integrate their new skills into their daily work lives.
Chapter 8
Leadership Development Institute• Provides tools and training to achieve the
company’s goals.• Helps employees feel a sense of PURPOSE• Their work really is WORTHWHILE• They really are making a DIFFERENCE
Any Questions?
Tic-Tac-Toe Game!
• In Chapter 8, we learn how to ______ leaders in order to achieve results that last!
• Train
• Manipulate
• Build
True / False?
According to our presentation, two problems stopping leadership
development at it’s tracks are money and not enough training.
• No Time To Devote To It• Waste of Money
• Chief Learning Officer Thing• It is Random, Vague, Soft
True / False ?
Training must be linked to the company’s overall
performance goals.
• True
Which one of the 5 organizational phases is missing?
*Honeymoon*Reality Sets In *Consistency*Leading the Way
• Comfortable Gap• Uncomfortable Gap• Inconsistency Phase• Training Phase
Leaders need to be taken off-site for ____ days every 90 days to
participate in a leadership development institute.
• TWO
Chapter 9
Satisfied Employees Mean A Healthy Bottom Line
Chapters 8 & 9Common Themes
Employees want: A company with a meaningful purposeA worthwhile jobTo make a difference
The Power of Satisfied Employees
The 3 previous factors contribute to employee satisfaction.
Happy employees = happy patients Satisfied employees = a BETTER work
environment
Nine Ways To Get Started1. Rounding
Great tool to communicate openly with employeesFind out the good/badMake a personal connection/recognize success*Goal* is to try and fix the problems that have or may come up
2. Emotional Bank Account
Building a good relationship with your employees .
Making sure that employees are happy most of the time
Emotional $$$ so that when withdrawls are made employees are still forgiving of management
3. Employee Satisfaction
Using a proven assessment to diagnose problems and how to fix them
It’s not the data but how it is shared and what action is taken based on feedback
Off site training for ½ day.
4. Quick Wins
Little steps to show that management is committed to the needs of their employees
Quick wins are not always obvious until they present themselves
Nursing example (in the text).
5. Deal with Low Performers and Their Impact
High performers show great frustration with low performers
Low drives out the HighLow must be removed in order for the
company to advance
6. Harvest Best Practices
Inconsistent communication is the PROBLEMReward good practices and keep it going
7. Provide Tools
When employees are not performing at their best it is because they do not have the tools they need.
Employees would like to do their BEST but they just need the tools.
This is likely to decrease turn-over rates
8. “Consider it Done” Attitude
Sig Jones cashier examplePraise high achievers and hold the employee
as an example for others to followEmpower the high achievers to motivate other
employees
9. Be Open and Truthful to Employees
Management owes it to the employeesNot communicating effectively with
employees will make them lose trust in management
An organization with happy employees is a better place to work