Overcoming “Air in the Chair” syndrome Turning around a dysfunctional executive team and...

Overcoming “Air in the Chair” syndrome

Turning around a dysfunctional executive team and organization

© AIMM Consulting, LLC


Your Presenters

Bob Adams Becky Nickol


Born and raised in Miami – right down the road

Bob Adams


Graduated from South Miami High School and the University of Georgia

Bob Adams


Helped to build assessment centers for Assessment Designs, Intl. – the original and largest assessment firm in the world, 1976 – 1990

Bob Adams


Born and raised in Missouri

Becky Nickol


Graduated from Missouri’s Kahoka High School and the University of Hawaii

Becky Nickol


Moved to Florida and became a Certified Financial Planner with Merrill Lynch and Smith Barney. Hired by Assessment Designs, Intl. as a professional assessor.

Becky Nickol


Success at ADI and 30 years on with AIMM…

Today


What we hear“We have a little communication problem”

Change is hardTurning around that fully loaded semi-tractor trailer!

Turning Technologies allowed us to jump start this process

“Air in the Chair” Why so important?


Results of organizational survey showed the problems Lack of trust Poor leadership Silo-ed operations Support vs. operations Loyalty over performance

Created probing questions for executive team, e.g., What is this organization’s relationship with the truth? What are the elephants that are dancing in the middle of

the senior team?

How we used the technology


TruthHow often do employees feel free to speak the truth at work? 5 4 3 2 1Always Never

How often are employees rewarded for speaking the truth at work? 5 4 3 2 1Always Never

How we used the technology by formulating scaled questions


LeadershipHow often do leaders seek to understand the root cause of problems before formulating solutions? 5 4 3 2 1Always Never

How often do leaders anticipate potential problems and roadblocks? 5 4 3 2 1Always Never

How often do leaders maintain focus and direction during change and times of uncertainty? 5 4 3 2 1Always Never



Risk TakingHow often do your leaders take calculated risks to accomplish objectives? 5 4 3 2 1Always Never

How often is risk taking rewarded in your organization? 5 4 3 2 1Always Never



Goal SettingDo your leaders consider team members’ desires and goals as important? 5 4 3 2 1Always Never

Do your leaders effectively communicate the overarching goals of the organization?5 4 3 2 1Always Never



Results Truths revealed! Problems identified

Elephants Technical vs. adaptive

Leaders stepped up to the plate Next steps

Leadership Symposium


Effective Leader Quadrant


Leader surveys and roundtables

Multi-rater surveys Leader feedback

sessions with direct reports

Action planning

Moving along

Individual managers 360 degree evaluations Leader Roundtables


Individual leader coaching Identified developmental

opportunities Created leadership development

action plans Leaders stepped up to the plate Timeline for reassessment

Leadership Development


Agenda Business Goals, “Overarching” Goal People/Succession Planning Process Planning

Recognition and rewards Operations vs. support,

“Lighten the Load” Common language, e.g., core leadership

and personal skills, technical knowledge

C-level Strategy Session


Probing Questions What is our organization’s purpose? What is our

mission? What are our 3 - 5 year business goals? What mixed messages are we, as leaders, giving to

our employees? What are the problems that continue to be a

problematic despite our best efforts? What am I willing to risk in order to move this

organization into an adaptive mode?



Probing Questions What are our top 3 challenges? What are our top 3 goals? How do you define a high-performing “A”

leader? Who are out potential leaders?



Had group evaluate potential leaders Team member photos on screen

Potential? – turn (select 3), growth(select 2), or mastery (select 1)

How likely are you to take him/her with you if starting a new company?highly likely (3), likely (2) not likely (1)

How much are we at risk if we losethis person? high (3), moderate (2), low (1)

C-level Strategy SessionUsing Turning Technology


Step One Each executive came to the session with his/herdepartment goals

Step TwoWe combined them into a list

Step ThreeWe had them rate each goal from 3 (highly important), 2 (important), and 1 (not important)



Goals 10% increase in customer service survey results Increase net operating income by 6% New performance management system implemented

by year-end 100% of budgets completed by October 31st

10% reduction in annualized company-wide turnover Overall 95% occupancy by year-end New orientation program fully implemented by July 31st

5% increase in collections by year-end



Outcome and Takeaways• Anonymity!• Starting point for

discussion• Encouraged people to

defend and explain

• Identified outliers

Drag picture to placeholder or click icon to add


Outcome and Takeaways• Jump-started the truth• Better and more

timely decisions• Scientific!• Personal, not generic

or abstract


“Drill down” on issues Morale Up, turnover down Performance (meritocracy) vs. favoritism

(loyalty)

How the technology helped


Some highlights – better leadership behavior Assessments for hiring and development Leadership Profiles Circle of Excellence (COE) and related projects Mentoring program Individual executive coaching New Performance Management System New Succession Planning Strategy



Trusted partner vs. consultant New hires

Problem employees

Vendor relationships

Reorganization

High potential leaders

Meaningful work

We know history and culture



Please use your key pads to rate the following statements about your organization Scale of 1 (Never) – 5 (Always)

How can you use this in your organization?


TruthHow often do employees feel free to

speak the truth at work?

1. Never2. Not often3. Sometimes4. Often5. Always

Never

Not often

SometimesOften

Always

20% 20% 20%20%20%


TruthHow often are employees rewarded for

speaking the truth at work?

1. Never2. Not often3. Sometime

s4. Often5. Always

Never

Not often

SometimesOften

Always

20% 20% 20%20%20%


LeadershipHow often do leaders seek to understand the root cause of problems before formulating solutions?


s4. Often5. Always

Never

Not often

SometimesOften

Always

20% 20% 20%20%20%


LeadershipHow often do leaders anticipate potential

problems and roadblocks?


s4. Often5. Always

Never

Not often

SometimesOften

Always

20% 20% 20%20%20%


LeadershipHow often do leaders maintain focus and

direction during change and times of uncertainty?


s4. Often5. Always

Never

Not often

SometimesOften

Always

20% 20% 20%20%20%

Overcoming “Air in the Chair” syndrome Turning around a dysfunctional executive team and...

Documents

Transcript of Overcoming “Air in the Chair” syndrome Turning around a dysfunctional executive team and...