#nalcwest - diversity best practices · 2018-09-13 · #nalcwest • two years researching the...
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#NALCWest
#NALCWest
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 [email protected]
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)