Complete Organisational Development Model

1. 3L Life Long Learning
Enabling effective leadership
Part of the international consulting networks of
Management Research Group and
TetraLD
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copyright 3L Life Long Learning

2. Why Leadership fails
Business Gap
Sector alignment
Business strategy alignment
Change gap
Pace of change
Timing of change
Important v Immediate
Cultural Gap
Mergers and Acquisitions
Multicultural and Multinational
Role Gap
Expectations alignment
Competency Gap
Situation
Team
Individuals
Design of Intervention Gap
Interventions not focused
Inappropriate learning methods
Delivery Gap
Ability x Motivation x Work environment are not aligned
Resources in the organisation not aligned
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3. Organisational Development model
Using the Leadership Effectiveness Analysis
Using Learning Transfer Solutions
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5. Defining individual, team and organisational Leadership
Strategic Leadership Development
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7. Describing Leadership

Describes 22 key leadership behaviours

8. Presented in logical sequence 9. Unique scoring system 10. Self 84 questions 11. 360 66 questions plus 22 Likert scale rating of effectiveness 12. Individual feedback and coaching sessions resulting in tailor made developmental plan1.Creating a vision
2. Developing followers
3. Implementing the vision
4. Following through
5. Achieving results
6. Team playing
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13. Existing Leadership

Creating a Vision

14. Traditional 15. Innovative 16. Technical 17. Self 18. Strategic 19. Developing Followers 20. Persuasive 21. Outgoing 22. Excitement 23. Restraint 24. Implementing the Vision 25. Structuring 26. Tactical 27. Communication 28. Feedback 29. Following Through 30. Control 31. Feedback 32. Achieving Results 33. Management Focus 34. Dominant 35. Production 36. Team Playing 37. Cooperation 38. Consensual 39. Authority 40. Empathy8
41. Strategic: Taking a long-range, broad approach to problem solving and decision making through objective analysis, thinking ahead and planning.

High Scores

42. Potential Assets 43. May take a longer, broader perspective 44. May be a strongly analytical planner 45. May create greater organisational focus 46. May anticipate challenges, risks, opportunities 47. May develop a future orientation in workforce 48. Low Scores 49. Potential Assets 50. May be intuitive 51. May prefer action to contemplation 52. May be realistic and practical 53. May focus on day-to-day operationsOrganisation future requirement
Teams existing behaviour
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55. Benchmark Leadership Examples
Sectors
Construction
Financial Services
Healthcare
Higher Education
High Technology
Legal Services
Manufacturing
Oil and Natural Gas
Pharmaceutical
Cultures
Global
United Kingdom
Germany
France
Netherlands
Belgium
Poland
South Africa
Middle East
Japan
Australia
Canada
United States
Role, Level and Function
Executives
Financial
Sales
Human Resources
Information Technology
Customer Services
Scientists and Engineers
Project managers
Gender
Differentiators in Male and Female leading
Pace of change
Leading in turbulent times
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56. The differentiating competencies for EFFECTIVE leadership in uncertain times; Transformational leadership
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57. Differentiating behavioursTransformational Leadership
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58. Differentiating behavioursTransformational Leadership
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59. Differentiating BehavioursTransformational Leadership
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61. Designing Focused Developmental programmes; one to one
Leadership Effectiveness Analysis
Describes your leadership using 360 degree questionnaire
All administered online
Followed by one to one feedback and a tailor made developmental action plan
Personal Development Inventory
Describes your inherent emotional drives and motivations
What underpins your unique leadership behaviours
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62. Developmental learning programmes; one to one and teams; Creating a vision
Traditional Studying problems in light of past practices to ensure predictability, reinforce the statusquo and minimise risk
Potential AssetsPotential Assets
May be willing to take chances May carefully evaluate alternatives
May challenge the status quo Uses past experience to predict future
May be independent Uses existing knowledge and resources

InnovationFeeling comfortable in fastchanging environments; being willing to take risks and to consider new and untested approaches.

May be a shrewd appraiser of ideasMay take an experimental attitude
May stick with the basicsMay be willing to take risks
May be seen as tough-minded May provide a creative environment
May keep current on new trends
May improve the competitive position

StrategicTaking a long-range, broad approach to problem solving and decision making through objective analysis, thinking ahead and planning.

May be intuitiveMay take a longer, broader perspective
May prefer action to contemplationMay be a strongly analytical planner
May be realistic and practicalMay anticipate challenges, risks, opportunities
May focus on day-to-day operationsMay create greater organisational focus
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63. Additional Leadership learning programmes
Creating a Vision
Exploring the complexity of a leaders need to balance
Strategic, long term importance v Operational, immediate and urgent issues
Experience; and the status quo v Innovation and fast changing organisations
In depth analysis v Creative Overview
Confident in your own direction whilst engaging others
Developing People
Personality, Beliefs, Values and Behaviours
Persuading, Influencing and Communicating
Self contained v Engagement and Involvement
Emotional connection and Professional distance
Achieving Results
Leading out in front and as a contributor/facilitator
Achievement orientation and Affiliation
Pushing for results Pulling for commitment
Coaching for improved performance
An outcome orientation to work and life
Collaborative Learning and Team Development
Gaining loyalty and commitment
Engagement and a consensual approach to creativity
Synergy and team decision making
Creative conflict resolution in teams
Recognising difference and away from them and us to collaborative learning
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65. Designing, delivering and evaluating effective learning programmes
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66. Behavioural objectives
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68. Ability and Motivation
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69. Motivation
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70. Checklist on design
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71. Learning Barriers
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72. Work Environment
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73. Work environment
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74. 3L Life Long Learning
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Enabling effective leadership
Mike Smith
[email protected]
Skype: mikesmith3l
Tel; 00 44 1642 300370

Complete Organisational Development Model

Education

Transcript of Complete Organisational Development Model