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How The Best Leaders Inspire Their Teams To Greatness by Colin Hiles
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How The Best Leaders Inspire Their Teams
To Greatness
Presented By Colin Hiles
You Are One Of Them… Which One Is It?
Analytical - logical
Driver – results focused
Preoccupied with SEX and Alcohol!
Amiable - people people
3
Today’s Objec<ves
Making A Difference
1. Among all your day to day ac<vi<es, when was the last <me you sat down and really though about your reputa<on?
2. What are your profound strengths?
3. What has been your goal as a leader: to be “good enough” to get the job done, or to be extraordinary?
Cultural Expectations
Leadership Impact on Business Results
Infrastructure/ Management Structure Policies Competencies Measurement Strategy Planning
Organisational Results
Activities
Competencies
Leadership
Leadership
What does effec<ve leadership impact?
• Two years researching the impact of leadership performance and the key behaviors that great leaders demonstrate
• Compiled a data set of 200,000 evalua<ons on 20,000 leaders
• Contrasted the highest performing 10% to the lowest performing 10%
• The approach: Lead with the data • The result: New insights that change the way we think
about leadership development fundamentally
Extraordinary Leadership
A powerful, ground-‐breaking approach for moving leaders from “good to great.”
The Extraordinary Leadership Programme
Leadership and Employee Turnover Average Percent Turno
ver
Poor Leaders Good Leaders Great Leaders
9
14
19
0 2 4 6 8
10 12 14 16 18 20
Bottom 30% Middle 60% Top 10%
Extraordinary leaders are much beZer at holding on to their people.
Leadership and Customer Sa<sfac<on Pe
rcep
?on
s of Customer Sa?
sfac?on
(percen?
le)
The most effec<ve leaders create sa<sfied customers.
Poor Leaders Good Leaders Great Leaders
Net In
come
More effec<ve leaders generate more profit.
Results from a large mortgage bank
Leadership Effec?veness
Leadership and Net Income
90 80 70 60 50 40 30 20 10
90th -‐ 100th
80th -‐8
9th
70th -‐ 79th
60th -‐ 69th
50th -‐ 59th
40th -‐ 49th
30th -‐ 39th
20th -‐ 29th
10th -‐ 19th
1st -‐ 9th
Results from a large technology company Leadership Effec?veness Percen?le
Poor Leaders Create
Dissa?sfac?on
Good Leaders Have an
Adequate Impact
Great Leaders Make a Great Difference
Employee Engagem
ent/Co
mmitmen
t Percen?le
Employee Engagement and Commitment
The Leadership Tent
Differen<a<ng Competencies
Leading Change
• Develops Strategic Perspec<ves • Champions Change • Connects the Group to the Outside World
Character • Displays High Integrity and Honesty
Interpersonal Skills
• Communicates Powerfully and Prolifically
• Inspires and Mo<vates Others to High Performance
• Builds Rela<onships • Develops Others • Collabora<on and Teamwork
Focus on Results
• Drives for Results • Establishes Stretch Goals • Takes Ini<a<ve
Personal Capability
• Technical/Professional Exper<se • Solves Problems and Analyses Issues • Innovates • Prac<ces Self-‐Development
The Difference That Makes The Difference
• What competency is the most powerful predictor of a leader being extraordinary?
• What’s the most requested competency area of focus by the 360 survey respondents?
• What’s the most influen<al competency on employee engagement?
Differen<a<ng Competencies
Leading Change
• Develops Strategic Perspec<ves • Champions Change • Connects the Group to the Outside World
Character • Displays High Integrity and Honesty
Interpersonal Skills
• Communicates Powerfully and Prolifically
• Inspires and Mo<vates Others to High Performance
• Builds Rela<onships • Develops Others • Collabora<on and Teamwork
Focus on Results
• Drives for Results • Establishes Stretch Goals • Takes Ini<a<ve
Personal Capability
• Technical/Professional Exper<se • Solves Problems and Analyses Issues • Innovates • Prac<ces Self-‐Development
Displays High Integrity and Honesty Technical/ Professional Expertise
Takes Initiative Drives for Results
Connects to the Outside World Solves Problems/Analyzes Issues
Champions Change Develops Strategic Perspective
Establishes Stretch Goals Innovates
Builds Relationships Develops Others
Communicates Powerfully Collaboration and Teamwork Practices Self-Development
Inspires and Motivates Others
Mean Scores for the 16 Differen<a<ng Competencies
Inspiring Leader
The Inspiring Leader
Unlocking The Secrets Of How Extraordinary Leaders Mo<vate
Percep?ons of you are others’ reality.
Trait B Trait E
Trait F Trait A
Trait D Trait C
How people ought to evaluate us
Trait B Trait E
Trait A
Trait D Trait C
Impression
Trait F
How people really evaluate us
Impression
Percep<ons
Spot The F’s
Peak performance is the result of laser like focus, adop<ng a fizzy of certainty and opera<ng from maps that guide us towards the achievement of our desired outcomes
Three different skill sets:
(B) Results Focus
(C) Inspires Others
(A) Technical Professional Exper<se
(A) Technical Professional Exper<se
If this is a moderate strength...
the probability of being an extraordinary leader:
Impact of Analy<cal/Technical Alone
(B) Results Focus
(C) Inspires Others
but this isn’t... and this isn’t...
.9%
Impact of Results Alone
(B) Results Focused
(C) Inspires Others
If this is a not a strength...
the probability of being an extraordinary leader:
but this is... and this isn’t...
.8%
(A) Technical Professional Exper<se
Impact of Inspiring Alone
(B) Results
(C) Inspires Others
If this is a not a moderate strength...
the probability of being an extraordinary leader:
and this is not... but this is...
1.1%
(A) Technical Professional Exper<se
(A) Technical Professional Exper<se
(B) Results
(C) Inspires Others
The Addi<on of “Inspires” Makes a Big Difference
77%! the probability of being an extraordinary leader: If all three are moderate strengths…
Displays High Integrity and Honesty Technical/ Professional Expertise
Takes Initiative Drives for Results
Connects to the Outside World Solves Problems/Analyzes Issues
Champions Change Develops Strategic Perspective
Establishes Stretch Goals Innovates
Builds Relationships Develops Others
Communicates Powerfully Collaboration and Teamwork Practices Self-Development
Inspires and Motivates Others
Mean Scores for the 16 Differen<a<ng Competencies
What Does Performance Improvement Mean To Most People?
How to be Inspiring
30
Using Emo<ons Establishes
Stretch Goals
Clear Vision and Direc<on
Being Collabora<ve and a Good
Team Player
Develops Others
Communicates Powerfully and Prolifically
Role Model
Champions Change
Takes Ini<a<ve
Fostering Innova<on
Inspires and
Mo<vates Others
Building Your Toolkit
32
Using Emo<ons Establishes
Stretch Goals
Clear Vision and Direc<on
Being Collabora<ve and a Good
Team Player
Develops Others
Communicates Powerfully and Prolifically
Role Model
Champions Change
Takes Ini<a<ve
Fostering Innova<on
Inspires and
Mo<vates Others
Clear Vision And Direc<on
Heading True North
Vision
Tactics
1.Purpose
2.Mission
3.Values & Beliefs
Strategy
A great vision is composed of three basic parts:
What Exactly is a Vision?
36
Using Emo<ons Establishes
Stretch Goals
Clear Vision and Direc<on
Being Collabora<ve and a Good
Team Player
Develops Others
Communicates Powerfully and Prolifically
Role Model
Champions Change
Takes Ini<a<ve
Fostering Innova<on
Inspires and
Mo<vates Others
Role Model
To raise human awareness globally so more people can experience the enjoyment that comes
from tapping their strengths and passions in service of the greater good of mankind
To remind people who they really are and inspire them to be it
1. Humility -‐ I stay open to not being perfect
2. Empathy – I listen twice as much as I talk (I was given two ears and one mouth)
3. Respect – I remind myself every individual is unique and their own best expert
4. Caring – My concern is for others learning more than my own performance
Purpose
Mission
Value
s
My Personal Vision
Business Card Iden<ty
39
Using Emo<ons Establishes
Stretch Goals
Clear Vision and Direc<on
Being Collabora<ve and a Good
Team Player
Develops Others
Communicates Powerfully and Prolifically
Role Model
Champions Change
Takes Ini<a<ve
Fostering Innova<on
Inspires and
Mo<vates Others
Using Emo<on
What are the attributes make the difference? & characteristics that
AXtude
(EQ)
Knowledge
(IQ) Skill
The BIG ques<on
How am I being?
10
10 F E E L I N G S
BEHAVIOR RESULT
Emo<ons
43
E R O
Choosing Your Response
• Prepara<on/ Deciding in advance • Management Techniques
– Breathing – Act as if
• Remove the Cause
– Beliefs – Visualisa?on and Self Talk
Managing Your Emo<ons
Making A Difference
1. Among all your day to day ac<vi<es, when was the last <me you sat down and really though about your reputa<on?
2. What are your profound strengths?
3. What has been your goal as a leader: to be “good enough” to get the job done, or to be extraordinary?
The Power Of Three
What will I stop doing?
What will I start doing?
What will I con?nue doing?
Contact Details For Colin Hiles
colin@colinhilesconsultancy.com
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