B U I L D I N G A L E A D E R S H I P C U L T U R E The Evolution - - PowerPoint PPT Presentation

B U I L D I N G A L E A D E R S H I P C U L T U R E

The Evolution of Executive Leadership

W E L C O M E A N D I N T R O D U C T I O N

Jennifer has spent 12+ years partnering wit ith

• rganizations, executives, le

leaders and teams through transformative leadership initiatives. She has designed and implemented powerful leadership systems that enable individuals, teams and organizations to increase their adaptive capacity. Michael has over 30 year ears experie ience work

• rkin

ing g wi with executives and and sen enior

• r tea

eams in aligning and enhancing work cultures. He is passionate about individuals and teams reaching their full capacity and making breakthroughs that impact them inside and

• utside of work.

Jennifer Collins,

CEC PCC CEO & Managing Partner

Michael O’Connor,

PCC Vice President and Executive Consultant - The Leadership Circle

W H Y A R E W E H E R E ? H A Z E L L & C O L L I N S A S S O C I A T E S C U L T U R E , L E A D E R S H I P & C A R E E R S T R A T E G I S T S

Accelerating strategic imperatives for organizational high performance.

CULTURE TRANSFORMATION

Empowering people, teams and

• rganizations to realize meaningful

and inspired results.

LEADERSHIP STRATEGY

Taking positive action toward future career success.

CAREER STRATEGY

W H A T Y O U T O L D U S : T H E M E S Your most critical leadership challenge(s) related to executive leadership in your organization

“Alignment to a shared strategic goal(s) and quick decision making to successfully execute.” “Executive team that is not seen as aligned with each other or supportive

• r even connected with the people in

the layers below.”

L A C K O F A L I G N M E N T

“Inability to implement

• strategy. Unclear
• accountability. Lack of

trust.” “Executive dysfunction as it related to collaboration and common goals.” . “Ensuring the senior team are exhibiting the desired leadership traits consistently.” “Trust”, “Lack of trust”, “Trusted relationships amongst

• ngoing challenges.”

“Shaping thinking and approach to dealing with a highly disrupted industry.” “Change management, effective communication, changing business landscape.” “The speed of outcome, focus and attention to necessary change.” “Leading change and proactively – plan manage and implement change.” “Developing capacity and capability to lead through disruption and uncertainty/change.”

W H A T Y O U T O L D U S : T H E M E S Your most critical leadership challenge(s) related to executive leadership in your organization

K E E P I N G P A C E W I T H C H A N G E

“Developing and inspiring the next generation of leaders and managers.” “That the exec team is committed to strong succession plans and actively developing their successors (without feeling threatened).” “Identifying and developing skills for the future.” “Developing next generation of leaders – pro-actively – ready for succession.” “Bench strength for critical goals.”

W H A T Y O U T O L D U S : T H E M E S Your most critical leadership challenge(s) related to executive leadership in your organization

S U C C E S S I O N S C A R ( E ) C I T Y

“Talent gaps.”

T H E E V O L U T I O N O F L E A D E R S H I P

H O W W E T H I N K A B O U T L E A D E R S H I P C U L T U R E

The combined in influence of f th the collective le leadership flo flows dir irectly in into organizational cu culture th through stories, sense making, g, symbols and systemic processes. The culture of an organization or any group of individuals is a reflection of the values, beliefs and behaviours of the le leaders of the group.

H O W D O E S L E A D E R S H I P C R E A T E C U L T U R E ?

CULTURE

Actions and behaviour of leaders What leaders pay attention to What gets rewarded…what doesn’t Allocation of time and resources

LEADERS

“Our leadership culture is central to re- designing our org. culture.” “How the top team interacts with each other sends a clear message to the entire organization.” “There has never been a decision to move forward to create a specific culture and in the absence of this, culture evolves and can be misaligned with corporate goals.” “Leader’s behaviour is the culture of the

• rganization.”

“People are watching our leaders behavior and seeing if it aligns with our vision and values.”

H O W L E A D E R S H I P I S I M P A C T I N G Y O U R C U L T U R E

An organization cannot perform at a level higher than the CONSCIOUSNESS of the leadership

In the end, if leadership is not in constant EVOLUTION, the

• rganization loses heart

and degenerates in its purpose and capability. More than 1/3 of change failures are a result of leadership’s lack

• f role modelling

the behaviours required for change. An organization not developing leaders faster than the pace of

CHANGE is “planning”

for strategic failure

T H E F U N D A M E N T A L P R E M I S E CULTURE always

trumps strategy! The greatest reason for strategic non- performance is a failure of leadership to focus on the right things It is imperative that

DEVELOPMENT of

leaders and key talent must keep pace with the rate of change and increasing complexity

AWARENESS

Problems cannot be solved at the level of thinking that created them.

.

BOTTOM LINE:

The “pace” of change is not slowing. The world continues to evolve, industry evolves, our organizations must evolve. There is no possible organizational evolution without a preceding evolution in the mindset/operating system of the leaders, individually and collectively. ORGANIZATIONS DON’T TRANSFORM, PEOPLE DO.

T H E F U N D A M E N T A L P R E M I S E ( C O N T ’ D )

LEADING IN A VUCA WORLD VOLATILITY UNCERTAINTY COMPLEXITY AMBIGUITY

Problem - Reacting Outcome - Creating

Tim Time Resu esult lts Tim Time Resu esult lts

Problem Threat Fear Reaction Purpose Vision Passion Action

S T R U C T U R E S O F M I N D @ W O R K

I have “It” / I am managing “It” Moving toward what matters most Playing to win together Energy & Empowering “It” has me / “It” is managing me Moving away from what I don’t want Playing not to lose Anxiety Containing

Top Team Choices:

• 1. FACE REALITY

about our level of leadership

• 2. RAMP UP OUR MISCONCEPTIONS

we have great skill at avoiding reality

D I A G N O S E & E V O LV E :

C l o s i n g t h e g a p s

C U L T U R E & L E A D E R S H I P C A T A L Y S I S F O R E N G A G E M E N T

• New strategy or direction
• Merger / acquisition
• Re-branding
• Re-organization or re-alignment
• Embed and implement a culture transformation
• Build vision and shared accountability in top teams
• Build leadership capability
• Shift from dysfunctional to high-performing teams (ex. Top teams)
• Create an “accountability” culture
• Restore or build trust
• Break down silos and improve interpersonal / team dynamics

Any aspirational goal or vision that requires a catalytic shift in the mindsets and behaviours of employees to achieve the organization’s objectives

T R A D I T I O N A L A P P R O A C H T O I M P L E M E N T A T I O N

Leadership Strategy / Plans Mindsets Behaviours Performance

What we say we want to happen What people think this means How people actually behave in response What actually happens as a consequence



W H A T C O N T I N U E S T O H I N D E R P R O G R E S S ?

“[not] having frank, constructive conversations

• n critical gaps in behaviour

and skill for fear of hurt feelings” “Silo mentality… creating inter- departmental conflict” “…the right balance between short-term goals, while also looking forward…ability to strategically decide what to focus on to achieve long-term goals of the

• rganization”

“Unforeseen

• bstacles in the

marketplace in the competitive landscape” “That’s just the way they are” “assumptions that employees are aligned…and identify with the senior team” “Executive team not seen as aligned with each other or supportive or even connected …” “We have always done things this way” “We tried and it didn’t work”

A N T I D O T E S T O I N C R E A S E E N G A G E M E N T , R E T E N T I O N A N D E N A B L E S U S T A I N E D G R O W T H

Positive Role Modeling Understanding & Conviction Right Capabilities Reinforcing Formal Mechanisms

“…I see my leaders and peers behaving in the new way.” “…I have the skills and competencies to behave in the new way.” “…the structure, processes and systems reinforce the desired behaviours.” “…I know what is expected

• f me and it is meaningful

to me.”

T H E I N F L U E N C E M O D E L F O U R L E V E R S F O R S U C C E S S

LEADERSHIP

M I N D S E T S & B E H AV I O U R S

BESPOKE DESIGN & BUSINESS IMPACT LEADERSHIP DIAGNOSTIC LEADERSHIP GROWTH STRATEGY STRATEGIC LEADERSHIP SERIES

• Business

imperative

• Alignment to

strategy

• Engage the

business

• Make it bespoke
• Brand and

accountability communication

• Powerful

quantitative and qualitative data

• Measurable

impact on org. effectiveness

• Correlate to

business performance, leadership effectiveness and productivity

• Design high-

impact strategy for leadership activation

• Identify top 3

signals that address gaps and accelerate leadership growth

• Establish clear

measures

• f success
• Design a

leadership activation program bespoke to the unique needs, context and mandate of the

• rganization
• “Strategic Time

Out” – get work done in the room

INSIGHT & AWARENESS MOBILIZE & IMPLEMENT MAINTAIN & SUSTAIN

T Y P I C A L L E A D E R S H I P S E R I E S F O R E X E C U T I V E T E A M S

INTEGRATION STRATEGIES CASCADE

• Integrate into

team systems & process

• Track Impact
• Ongoing

executive coaching

• Share tangible

and measurable results

• Utilize inputs

and outputs to support the design of an experience for

• ther leaders in

the organization bespoke to their unique needs, context and mandate

“To be effective at leading any level of change in an

• rganization, leaders must be able to look into

themselves and know the extent to which their own leadership behaviors are responsible for problems in the

• rganization.” (and our life!)

~ Chris Argyris, 1982

T H E L E A D E R S H I P E F F E C T I V E N E S S D I A G N O S T I C

The Leadership Circle Profile

.

T H E L E A D E R S H I P C I R C L E F R A M E W O R K

P E O P L E & T A S K R E A C T I V E & C R E A T I V E

L E A D E R S H I P E F F E C T I V E N E S S & & C R E A T I V E C O M P E T E N C I E S S C O R E

L E A D E R S H I P E F F E C T I V E N E S S & & R E A C T I V E S T Y L E S S C O R E

W H Y I T M A T T E R S …

LOWEST PERFORMING HIGHEST PERFORMING

Bottom 10% Top 10%

22

BUSINESS PERFORMANCE LEADERSHIP EFFECTIVENESS

D E V E L O P I N G L E A D E R S H I P C A P A C I T Y C O R R E L A T I O N A N D C O N T E X T

HIGHLY CORRELATED TO KEY LEADERSHIP COMPETENCIES ENABLED OR LIMITED BY BELIEFS AND ASSUMPTIONS

The day came when the risk to remain tight in a bud was more painful than the risk it took to blossom

Anais Nin

.

W H AT R E S U LT S A R E P O S S I B L E ?

L E A D E R S H I P E F F E C T I V E N E S S & B U S I N E S S P E R F O R M A N C E

.

Business Performance Index Leadership Effectiveness Relating Self- Awareness Authenticity Systems Awareness Achieving Controlling Protecting Complying Business Performance Index 1 0.612 0.496 0.475 0.504 0.574 0.614

• 0.212
• 0.314
• 0.400

Leadership Effectiveness 0.612 1 0.853 0.764 0.779 0.840 0.905

• 0.408
• 0.560
• 0.631

Relating 0.496 0.853 1 0.870 0.719 0.795 0.758

• 0.642
• 0.750
• 0.441

Self-Awareness 0.475 0.764 0.870 1 0.645 0.734 0.661

• 0.740
• 0.744
• 0.359

Authenticity 0.504 0.779 0.719 0.645 1 0.777 0.862

• 0.234
• 0.377
• 0.720

Systems Awareness 0.574 0.840 0.795 0.734 0.777 1 0.883

• 0.401
• 0.507
• 0.604

Achieving 0.614 0.905 0.758 0.661 0.862 0.883 1

• 0.244
• 0.413
• 0.751

Controlling

• 0.212
• 0.408
• 0.642
• 0.740
• 0.234
• 0.401
• 0.244

1 0.826 0.090 Protecting

• 0.314
• 0.560
• 0.750
• 0.744
• 0.377
• 0.507
• 0.413

0.826 1 0.228 Complying

• 0.400
• 0.631
• 0.441
• 0.359
• 0.720
• 0.604
• 0.751

0.090 0.228 1 Number of Observations 486 1863 2746 2746 2746 2249 2746 2746 2746 2746 Leadership Effectiveness Scale I am satisfied with the quality of leadership that he/she provides. He/she is the kind of leader that others should aspire to become. He/she is an example of an ideal leader. His/her leadership helps this organization to thrive. Overall, he/she provides very effective leadership. Scale Alpha 0.94

P E R F O R M A N C E C O R R E L A T I O N S

• ne

Sales / Revenue Growth

two

Market Share

three

Profitability / ROA

four

Quality of Products & Services

five

New Product Development

six

Overall Performance

.

L E A D E R S H I P C U L T U R E S U R V E Y : D I F F E R E N C E S I N I M P A C T R E L A T E D T O L E A D E R S H I P E F F E C T I V E N E S S Most Effective Cultures

• Growth in revenue in the last year

averaged 11%

• Turnover rates averaged less than 3%
• High employee satisfaction (typically

in the 90%-95% range) and good customer satisfaction

• Innovative and quick to adapt
• Have leaders in the pipeline
• High quality leaders at all levels in the
• rganization
• Candid, frequent communications that

keep everyone informed

• Culture is unified and strategically

aligned

Least Effective Cultures

• Growth in revenue in the last year

averaged 2.7%

• Turnover rates averaged close to 6%
• Often don’t measure employee or

customer satisfaction and/or results are

• nly moderately high
• Slow to respond to changing conditions
• Have no succession plan
• High quality leaders only at the top;

middle management struggling

• Inauthentic communications that hide

results

• Culture is fractionated and leaders are

working in silos

.

E X A M P L E C L I E N T : I N T E G R A T E D L E A D E R S H I P S E R I E S E X E C U T I V E  D I R E C T O R

T H A N K Y O U