facilitator name © 2014 zenger folkman the influence of a leader: a quote from goethe 2

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Page 1: Facilitator Name © 2014 Zenger Folkman The Influence of a Leader: A quote from Goethe 2

Facilitator Name

Page 2: Facilitator Name © 2014 Zenger Folkman The Influence of a Leader: A quote from Goethe 2

© 2014 Zenger Folkman

“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

The Influence of a Leader: A quote from Goethe

2

Page 3: Facilitator Name © 2014 Zenger Folkman The Influence of a Leader: A quote from Goethe 2

© 2014 Zenger Folkman

To assess your progress and advance your development

towards becoming an extraordinary leader

Workshop Objective

Page iii 3

Page 4: Facilitator Name © 2014 Zenger Folkman The Influence of a Leader: A quote from Goethe 2

© 2014 Zenger Folkman

Leadership Development is a Career-long Journey

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© 2014 Zenger Folkman

1) Assessing Your Progress

2) Selecting Your Next Development Target

3) Building Development into Your Job

4) Involving Your Leader and Others

5) Turning Ideas Into Action

Agenda

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© 2014 Zenger Folkman

ASSESSING YOUR PROGRESSModule 1

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© 2014 Zenger Folkman

Part One• Review the Personal

Reflection questions from your prework assignment

Pages 1-3 and 1-4

Your Leadership Development Check-up

Part Two• In small groups, discuss

progress• Create a list of what worked

well and obstacles you encountered

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© 2014 Zenger Folkman

Development Journey: Debrief

1. What worked well?

2. What obstacles did you experience?

3. What will you do differently this time?

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© 2014 Zenger Folkman

The Extraordinary Leader Key Insights

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Pop Quiz

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© 2014 Zenger Folkman

Question 1 of 7

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The objective of The Extraordinary Leader program is to…

A. Help new leaders to perform at an adequate level

B. Develop more leaders who truly excel

C. Help those who are performing poorly to function like the average

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© 2014 Zenger Folkman

Question 2 of 7

11

The reason to develop leaders who are extraordinary is to…

A. Create healthier work environments

B. Produce better business results

C. Attract better people to the organization

D. All of the above

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© 2014 Zenger Folkman

Question 3 of 7

12

Differentiating Competencies are those that distinguish…

A. Experienced leaders from those lacking experience

B. Generation Y leaders from Baby Boomers

C. High performing leaders from those who are average or below

D. Innately gifted leaders from those who develop skills over time

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© 2014 Zenger Folkman

Question 4 of 7

13

Differentiating Competencies are grouped into 5…

A. Buckets

B. Tent poles

C. Clusters

D. Competency Companions

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© 2014 Zenger Folkman

Question 5 of 7

14

Developing a strength differs from fixing a weakness. It can best be done by…

A. Finding new times and places for practice

B. Cross training, much like athletes use

C. Interval training, where you stop and start using the skill

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© 2014 Zenger Folkman

Question 6 of 7

15

Which of the CPO models shown below is correct?

A.

B.

C.

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© 2014 Zenger Folkman

Question 7 of 7

16

Which of the following statements is/are FALSE?

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

B. In the main, leaders are born, not made.

C. Extraordinary leaders raise the bar and encourage others to excel.

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© 2014 Zenger Folkman

Bonus Question

17

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

A. 13 out of the 18 differentiating competencies

B. Over half of the 18 differentiating competencies

C. 5 out of the 18 differentiating competencies

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

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© 2014 Zenger Folkman

Debrief: Key Insights Pop-Quiz

18

Any points that need clarification?

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© 2014 Zenger Folkman

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

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© 2014 Zenger Folkman

The Legend: Key Markings

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www.zengerfolkman.com

© 2014 Zenger Folkman

When does a GAP become significant?

Probably not significant

Could be significant

Could be significant

0.30 / 0.50

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© 2014 Zenger Folkman

Comparison of Rater Groups—Tent Poles

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© 2014 Zenger Folkman

18 Differentiating Competencies

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© 2014 Zenger Folkman

Differentiating Competencies Gap Analysis

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© 2014 Zenger Folkman

Survey Items

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© 2014 Zenger Folkman

Member Satisfaction Index

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© 2014 Zenger Folkman

Importance Ratings

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© 2014 Zenger Folkman

Highest and Lowest Scored Items

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© 2014 Zenger Folkman

Written Comments

29

ACS Leaders

ACS Colleagues

Others

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© 2014 Zenger Folkman

Observe Patterns

Page 1-5

Takes Initiative

Rater Score

Total 3.33

ACS Leaders 3.25

ACS Colleagues 4.67

Others 3.18

Self 3.50

4 51 2 3

One group is consistently higher than the others

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Observe Patterns

Page 1-5

One group is consistently lower than the others

Takes Initiative Response Frequency

Rater Score 1 2 3 4 5

Total 4.18 1% 1% 40% 43% 15%

ACS Leaders 3.75 25% 50% 25%

ACS Colleagues 2.84 4% 4% 92%

Others 3.18 85% 15%

Self 4.25 75% 25%

4 51 2 3

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© 2014 Zenger Folkman

Analyze Patterns

Page 1-5

Takes Initiative Response Frequency

Rater Score 1 2 3 4 5

Total 3.33 8% 72% 20%

ACS Leaders 3.25 80% 20%

ACS Colleagues 3.53 90% 10%

Others 3.18 85% 15%

Self 3.33 10% 70% 20%

4 51 2 3

Everything clusters around average

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© 2014 Zenger Folkman

Interpreting Patterns

Page 1-5

Takes Initiative Response Frequency

Rater Score 1 2 3 4 5

Total 3.54 11% 1% 53% 29% 6%

ACS Leaders 3.25 75% 25%

ACS Colleagues 3.20 40% 20% 40%

Others 4.56 22% 78%

Self 3.50 50% 50%

4 51 2 3

• Wide distribution• Polarized response within a rater group

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© 2014 Zenger Folkman

Identifying Blind Spots

Page 1-5

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

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© 2014 Zenger Folkman

What External Factors . . .

• 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 35

might account for overall scores going down?

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© 2014 Zenger Folkman

Clues that may suggest an unresolved Critical Flaw

• Competency scores below 3.4

• Poor performance reviews

• Written comments

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© 2014 Zenger Folkman

Individual Exercise

• Review the important messages and patterns from your recent 360

• Complete the Step-by-Step Analysis in your workbooks

• Update Boxes 1 and 2 of your Advancement Plan

Pages 1-7 to 1-12 37

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© 2014 Zenger Folkman

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?

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© 2014 Zenger Folkman

SELECTING YOUR NEXT DEVELOPMENT TARGET

Module 2

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© 2014 Zenger Folkman

• A potential Critical Flaw that may be holding you back

Page 2-3

Selecting Your Next Development Target

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© 2014 Zenger Folkman

Choose a new

strength to build on

Page 2-3

Selecting Your Next Development Target

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© 2014 Zenger Folkman

Leadership Sweet Spot

Pages 2-5

Leadership Sweet Spot

Wo

rk E

nvi

ron

men

t

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© 2014 Zenger Folkman

Prioritizing Areas to Develop

Page 2-6 and 2-7 44

X XXX X X

X XX X X X

XX X X X X

311 1 31 11 2 11 11

SWEET SPOTS

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© 2014 Zenger Folkman

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

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© 2014 Zenger Folkman

Pairs Activity: Developmental Target

Discuss reasons for your choice of Development Target

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© 2014 Zenger Folkman

Competency Companion Development Guide

Page 2-9

• Behaviors Defining This Competency

• Developmental Suggestions- these are traditional, linear suggestions

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© 2014 Zenger Folkman

Competency Companions

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© 2014 Zenger Folkman

Identify a Competency Companion

Page 2-10

• For the Development Target you have selected

• Complete Box 3 of your Advancement Plan

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© 2014 Zenger Folkman

• Discuss development suggestions pertaining to your competency

• Seek additional development suggestions from others

• Choose 2 suggestions that you believe will be most helpful to you and record them in Box 5 of your Advancement Plan

• These instructions can be found on page 2-11 of participant manual

Exercise: Discovering Development Suggestions

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BUILDING DEVELOPMENT INTO YOUR JOB

Module 3

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© 2014 Zenger Folkman

• 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

Development and work don’t have to be separate

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© 2014 Zenger Folkman

8 Ways To Combine Development and Work

1. Learn new information

2. Build new relationships

3. Initiate special interest groups

4. Develop new habits of planning

and reflection

Page 3-5 and 3-6 53

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© 2014 Zenger Folkman

8 Ways To Combine Development and Work

5. Create new feedback mechanisms

6. Restructure your job

7. Lead out in technology

8. Experiment with leadership or management practices

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© 2014 Zenger Folkman

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

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© 2014 Zenger Folkman

INVOLVING YOUR LEADER AND OTHERS

Module 4

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© 2014 Zenger Folkman

Impact of Leader Support on Development

Unsupportive Manager

Somewhat Support-ive

Very Supportive Manager

0

10

20

30

40

50

60

70

80

33

50

74

Per

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Wh

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Page 4-3

Level of Leader Support

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© 2014 Zenger Folkman

How involved was your leader in your development?

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

Low High

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© 2014 Zenger Folkman

Overcoming Barriers to Leader Involvement

• What keeps your leader from getting involved in your development?

• Answer questions on Page 4-3

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© 2014 Zenger Folkman

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 60

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© 2014 Zenger Folkman

Involving Others In Your Development

• Peers

• Colleagues

• Mentors

• Friends

• Customers

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© 2014 Zenger Folkman

TURNING IDEAS INTO ACTION

Module 5

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www.zengerfolkman.com

© 2014 Zenger Folkman

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.

What is your trajectory?

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© 2014 Zenger Folkman

Benefits of Peer Coaching

1. Support

2. Accountability

3. Sounding Board

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© 2014 Zenger Folkman

Exercise: Peer Coaching

1. Review your Development Plan with your Peer Coach

2. Identify key actions to accomplish before your next Peer Coaching Discussion

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

4. Establish an ongoing plan for accountability and follow-up

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© 2014 Zenger Folkman

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)

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© 2014 Zenger Folkman

Peer Coaching Conversation: The Coach’s Role

• What could the Coach do in this conversation that would be of greatest help?

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© 2014 Zenger Folkman

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 68

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© 2014 Zenger Folkman

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

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© 2014 Zenger Folkman

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

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© 2014 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

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© 2014 Zenger Folkman

1. What are the first signs I am making progress?

2. What could this mean to you personally?

3. How with the organization benefit?

Page 5-8

Results of My Advancement

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© 2014 Zenger Folkman

To assess your progress and advance your development

towards becoming an extraordinary leader

Workshop Objective: How did we do?

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© 2014 Zenger Folkman

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

step at a time.”

Mark Twain

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thank-you