Five Leadership Practices that Ignite Emerging Leaders March 26, 2015 www.SonomaLeadership.com | [email protected] | 707.933.3882 Deb Calvert Leadership Challenge Master Sonoma Leadership Systems Lauren Parkhill Marketing Director Sonoma Leadership Systems Bruce Wilson VP, Business Development Sonoma Leadership Systems
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Five Leadership Practices That Ignite Emerging Leaders - Slides
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The Center for Creative Leadership reports that 95% of employers believe leadership development should begin by the age of 21… even before most professionals enter into the workforce full time…Center for Creative Leadership, 2012 Leadership Insights Survey
…“high potentials at dozens of top global companies were unsatisfied with the development efforts implemented in these companies to the extent that it was
cause for many of their early departures.”
Source: Trends, 2015 ‐ Training Industry Magazine, Winter 2015 How C –Level Executives View Corporate Training ‐ Steve Fiehl (41)
The employee competencies most in demand in the next three years include:
LeadershipInnovationGlobal Mindset
Source: Training Industry Magazine, Trends, Winter 2015 How C –Level Executives View Corporate Training ‐ Steve Fiehl (40)
What Do C-Level ExecutivesThink about Leadership
Development?
The #1 talent management priority in 2015 will be leadership development. Source: Right Management, Talent Management: Accelerating Business Performance,
Global Trends, Challenges and Priorities, July 2014
Notice how C‐Suite Executives are now beginning to think about leadership development. This is good news! They no longer see this as a nice‐to‐have. Leadership development has clearly become a must‐have. It is becoming the expectation and priority of many business executives.
*Engagement:“a heightened emotional connection an employee feels toward their organization that influences them to apply additional discretionary effort to their work.”
Impact on Talent
Management & Succession Planning
•Reduced cost of turnover
•Enhanced retention of key employees, high potentials
For more background on The Leadership Challenge research: www.sonomaleadership.com/research
“Before you are a leader, success is all about growing yourself.
When you become a leader, success is all about
growing others.” ‐ Jack Welch
For those of you who are experiencing Confusion in our organization about the differences in Management Training and Leadership Development. One of the key differences between leadership and management is what you see here on‐screen. Development begets development. Leaders develop others. We often see that leaders start by developing themselves so they can develop others so that, ultimately, the organization is developed.
Source: Great Leadership Creates Great Workplaces, 2013, James M. Kouzes and Barry Z. Posner, (page 5)
Management training won’t yield the same results as leadership development. That’s why knowing and addressing the differences is so critically important.
The first proven practice of exemplary leaders is Model The Way. This practice demands that leaders ask and understand “What do I stand for? What do we stand for?” After all, “People are watching”... So leaders must be intentional about the messages they send.
All the behaviors related to this practice, including the one above, ignite emerging leaders by helping them clarify their own values and align their actions with their values.
Leaders with a Clear Leadership Philosophy report that they are 25% more Engaged than those who are not clear about their ownphilosophy of leadership. AND… the Constituents involved with those leaders who are clear about their own leadership philosophy are 40% more Engaged
Source: James M. Kouzes and Barry Z. Posner Correlation between LPI data and employee engagement scores
What difference would it make in your organization if people were more engaged and experienced a heightened emotional connection toward your organization that influenced them to apply additional discretionary effort to their work?
I show others how their long‐term interests can be realized by enlisting in
a common vision.
The second practice of exemplary leaders is Inspire a Shared Vision. This practice demands that leaders co-create meaning and inspiration about the real work they do. One of the 6 behaviors within this practice is to enlist others in a common vision by showing them how their own long-term interests can also be realized. This is an important, and often over-looked aspect of inspiration. The impact of inspiring people is significant. People NEED to be inspired when they are being asked to do big things…
Source: James M. Kouzes and Barry Z. Posner Correlation between LPI data and employee engagement scores
25% more engaged
50% more effective
Leaders who envision a future state AND effectively enlist others in that common purpose have Constituents who are 25% More Engaged. Additionally, the Leaders who do this are perceived by others as being 50% More Effective than leaders who do not.
I show others how their long‐term interests can be realized by enlisting in
a common vision.
Your Leadership Challenge
I’d like to ask you to think about your Emerging Leaders and consider what the impact would be if they were thought to be 50% more effective in their leadership.
How would this effectiveness make a difference? Think about this.
I seek out challenging opportunities that test my own skills and abilities.
I challenge people to try out new and innovative ways to do their work.
The third of our Five Exemplary Practices of Leadership is Challenge The Process. This practice demands that leaders make the‘impossible, possible’; This practice helps determine the “how” of a vision. All great initiatives start with a “Challenge The Process Mindset”. Here are two behaviors that express how leaders seek out challenges AND how leaders challenge others, too, to extend themselves outside their comfort zones.
Source: James M. Kouzes and Barry Z. Posner Correlation between LPI data and employee engagement scores
25% - 35%more engaged
40% more effective
Again, we can see the measured results of these behaviors. The engagement of people is, once again, improved by double digits for those leaders who more frequently demonstrated these behaviors. And the perceived effectiveness of leaders who demonstrate these behaviors is significant, too.
I seek out challenging opportunities that test my own skills and abilities.
I challenge people to try out new and innovative ways to do their work.
Your Leadership ChallengeWhat if your emerging leaders could say?
Challenge The Process behaviors help leaders and others to develop a mindset that makes it okay to experiment, risk, fail forward, innovate and learn for continual improvement.
I give people a great deal of freedom and choice in deciding how to do their
work.
Next we have Enable Others to Act: This practice insists on Collaboration that’s built on trust. A leader makes sure the team not only sees “how” to Challenge The Process, but knows “how to lead” the work (by building capacity, developing people) and through empowerment. For emerging leaders, this can be very challenging. They’ve risen through the ranks by doing the work themselves. Many supervisors and managers stall out because they are unable to lead by letting go.
Finally, the fifth practice is Encourage The Heart: This is the “sustainability” practice. Acknowledgement and appreciation fuel our efforts. Encouragement means to pour courage into… And who doesn’t need that on occasion? Emerging leaders are ignited by receiving and by giving encouragement to others.
When it comes to igniting emerging leaders, equipping them to become more effective, and getting the benefits of increased engagement… what do you envision could happen in your organization as a result of your leaders increasing the frequency of this behavior?
*Engagement:“a heightened emotional connection an employee feels toward their organization that influences them to apply additional discretionary effort to their work.”
Impact on Talent
Management & Succession Planning
•Reduced cost of turnover
•Enhanced retention of key employees, high potentials
For more background on The Leadership Challenge research: www.sonomaleadership.com/research