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![Page 1: Become a CHAMPion of Your People Sponsored by. The Distinction Between Good and GREAT Leaders January 11, 2012 1:45 pm – 3:00 pm.](https://reader038.fdocuments.us/reader038/viewer/2022102908/56649e155503460f94afed65/html5/thumbnails/1.jpg)
Become a CHAMPion of Your PeopleSponsored by
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Become a CHAMPion of Your People
The Distinction Between
Good and GREAT Leaders
January 11, 2012 1:45 pm – 3:00 pm
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What have all these people had in common?
• Helen Keller• Genghis Kahn• Albert Einstein• You• Abraham Lincoln
• Mother Teresa• Richard Nixon• Thomas Edison• Me• Galileo• Lance Armstrong
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Top 7 Reasons People Fail
• Insufficient training• Expectations were not established• The importance of their job was never conveyed to them• Payoff for good performance was unclear• No ownership by individual• Deficiencies were never uncovered at hire
– Time mgmt / fear / behavioral mismatch / wrong values /
No accountability / lacks initiative
• Group management : Mgr fails to manage individuals
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Exceptional Leaders
• Value human capital• Distinguish between leadership & management• Champion their cause and that of their people• Rise above the minutia and sustain focus• Connect and align:
– Vision >Strategy> Tactics
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Effective Leaders
Focus 80% of their time on five critical high gain areas:• Coaching
• Hiring
• Assessing
• Managing
• Planning
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Who am I?
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• Coach• Hire• Assess• Manage• Plan
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An empowering learning environment, leading to self-realization and self-actualization by the client. The
objective is to be a catalyst in affecting lasting personal growth, balance and contentment.
The Coaches Responsibility is to:Discover, clarify, and align
Encourage employee self-discoveryElicit employee-generated solutions and strategiesHold the employee as responsible and accountable
COACHING
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Shared Investment
Tra
inin
gC
oachin
g
Today-Forward
New Skills
Educate & Introduce
Existing SkillsNew Concepts Prioritize
Clarify Goals
“ID” & Work through roadblocks
Maintain Balance
Unconditional Encouragement
Accountability
Stretch Beyond Comfort Zone
Objective Feedback
Motivation & Support
Coach – Mentor - Train
Mentor
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PIP
2012 Goals and Objectives
Coaching and Feedback
Standards & Accountability
Training and Development
Ongoing Coaching and Support
PIP
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• Coach
• Hire• Assess• Manage• Plan
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You can’t judge a book by its cover…Microsoft 1973
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Four Truths Regarding Hiring…1. “There is no single moment in your career
when your company (and you) have more to gain (or lose) than when you are hiring someone.”
2. “Hiring a sales professional is the toughest hire you will ever make.”
3. “Hiring managers are notoriously ill prepared to conduct an interview.”
4. “ Character trumps skills EVERY time”
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Hiring Horrors…
• Hiring from a position of desperation…• Ill defined selection criteria• Superficial questioning techniques• Too much reliance on the interview• Bypassing the reference check• Failure to validate using objective testing
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FEAR & Performance
Truths about FEAR• Fear impacts actions• Fear is a constant
companion • Learn to accept the
fact that fear will accompany you throughout your life, providing you are growing
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Caveat: FIRST Define the Specs
Knowledge Attitude Technique (Competency)
Habit
Sales Utilitarian Self Starter Urgency
People Individualistic Resiliency Competitiveness
Technical Theoretical Self Management Customer oriented
Operations Results oriented Frequent Change
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Bold, aggressive actions.Challenging assignments.
Expedites action.Authority to carry
out responsibilities.Firm, quick decision making.
Results-oriented.
Change agent.Enthusiasm.
Persuasive communicator.Results through people.
Testing of new ideas.Competition with others.
People contact.Solutions to “people problems”.
Optimistic outlook.Verbalizes thoughts and ideas.
Varied activities.Mobility.
Teamwork.Coaching and counseling.
Service to others.Harmonious work
environment.Security.
Assistance to customers.
Logical thinking.Systematic routine.
Closure.Relaxed pace.
Team participation.Security.
Task-orientation.Adherence to standards.
Routine work.Guidelines to follow.
Facts and data to analyze.Diplomacy & cooperation.
High quality standards.Procedures to follow.
Clean, tidy workstation.Safety and security.
Accuracy.Analysis of facts and data.
Creative and original thinking.Logical decisions.
Studying and solving problems.Efficient methodology.
Effective time-management.Fact-based solutions.
Copyright © 1998. Target Training International, Ltd.
DiSC
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H.I.R.E. For Success
• Create standard, scale-able processes.• Use effective interviewing questions.• Profile a “good fit” person in advance.• Establish rigorous criteria and standards to
minimize “false positives.”
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• Coach• Hire
• Assess• Manage• Plan
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KASH account
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Assessing & Benchmarking
Comfort zone
Knowledge
Skills Attitude
Habits
Knowledge: the body of truths or facts accumulated in the course of time.
Attitude: manner, disposition, feeling, position, etc., with regard to a person or thing; tendency or orientation, esp. of the mind.
Skills: Proficiency, facility, or dexterity that is acquired or developed through training or experience.
Habit: an acquired behavior pattern regularly followed until it has become almost involuntary.
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• Coach• Hire• Assess
• Manage• Plan
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Stages of Initiative
Stage 1: Waits for instruction. Stage 2: Asks what to do.
Stage 3: Recommends. Stage 4: Acts independently but reports immediately. Stage 5: Acts independently and reports routinely.
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Your People PlanProduction
(A) Trend
(B) Potential
(C) Trend (D)
Trending Key:
↔ ↑ ↓ Same Growth Decline
Top 25%
2nd 25%
3rd 25%
Bottom 25%
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Key Performance Indicators(KPI)
• The Smallest discernible & measureable activity which leads to a successful
outcome• What are some key indicators which
management must inspect?
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Good to Great…
• Disciplined people• Disciplined thoughts• Disciplined action
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• Coach• Hire• Assess• Manage
• Plan
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Why Planning Fails…Failure to understand the customer
Poor communications
Failure to obtain employee commitment
Over-estimation of resource competence
Under-estimation of time requirements
Failure to coordinate
Failure to follow the plan
Inability to focus
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ACTION
STRATEGY
GOALS
MISSION
VISION
VALUES
In search of organizational effectiveness…
RESULTS
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Do you have an Effective organization, or an Efficient organization?
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A company centric organization….
Customer
Staff
Management
Leadership
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A customer centric organization
Leadership
Management
Staff
Customer
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Liberate… Don’t Legislate!
Standards
Ownership
Consequences
Accountability
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How Do You Raise The Bar?
•Raise your expectations.•Raise their expectations.•Hold them accountable.•Live the vision.•Coach the person. •Invest in your leaders.•NO EXCUSES. PERIOD !!
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• Creative energy is best spent on a limited number of high yield activities
• Leaders focus on people• Communications is clear concise & continuous • People know the vision• Leaders LIVE the vision• A culture of empowerment and accountability
An Effective Organization
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results in a single-mindedness of purpose and an ability to filter out distraction. It causes a
motivated and mobilized team to act at all times in support of the vision.
An Effective Organization…
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3 Truths of Creating Alignment
1. You cannot manage what you cannot measure.
2. You must inspect that which you expect.
3. Things are created twice; first in vision, second in reality.
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What is honored in a country will be cultivated there
~ Plato
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The Leadership Institute
• 6 weekly one hour workshops– Coaching & Mentoring– Selection and Hiring– Motivation & Accountability– Planning I: Build it– Planning II: Do It
• Chapter workshops
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THANK YOU
Begin with Why Simon Sinek
Blue Ocean Strategy Kim & Mauborgne
Good to Great Jim Collins