Leadership Development Presented by: Pete Gates, CEO Karla Kretzschmer, VP of HR Susan Pasikowski, Training Manager
Dec 25, 2015
Leadership Development
Presented by: Pete Gates, CEO
Karla Kretzschmer, VP of HRSusan Pasikowski, Training
Manager
LeadershipPresented by:
Pete Gates, CEO
What is Leadership?
Rock Solid Leadership
In a very real sense there is no such thing as organizational behavior. There is only individual
behavior. Everything else flows out of that.
-- Stephen R. Covey
What a leader has
• Character• Competence
What a leader does
• Makes responsible choices• Continually increases capacity• Communicates with clarity• Works from personal values
Leaders Must
• Demonstrate high character and competence• Develop high trust relationships• Align mission, strategies, structure, & systems• Foster growth, empower with accountability• Want to lead
High Performing
• Challenging and interesting work• Learning and growth opportunities• Knowledge of results• Healthy relationships• Sense of contribution and satisfaction• Support from Management
OrganizationsPeople
Common Misconceptions
• We know what is best for members/employees• My way is best• The problem is not mine• “Tough” people get results• We are competent, they are not• Leadership is limited
Today, begin with…
• Open minds• Self reflection• Curiosity
Remember: Everything you say and do matters
EVERYDAY.
Presented by: Karla K, VP HR
Susan P, Training Mgr.
Leadership Development
Leadership cannot really be taught. It can only be learned.
-- Harold Green
Best Practices
• Connect with Business Strategy• Strong Executive Engagement• Experiential Learning & On-the-Job Application• Multi-dimensional Learning Experiences• Leadership Competencies as the Development Core• Integration with Other Talent Management
Components• Comprehensive, On-Going Approach
Leadership Development Alignment
MSGCU Strategies
MSGCU Goal Map
Performance Priorities
Leadership Competencies
Leadership Topics
Leadership Development Program Content
MSGCU Strategies
MSGCU Goal Map
Performance Priorities
Leadership Competencies
Leadership Topics
Leadership Development Program Content
Leadership Talent Management
Leadership Development Maturity Model
Strategic Leadership Development
Talent Management Integration
Focused Leadership Development
Culture Setting, Future Focused, Developing
Organization
Structured Leadership Training
Core Competencies, Well-Defined Curriculum, Developing Individuals
Select Management Training
One-stop Program, No Development Process,
General/Limited Content
MSGCU Combined Next Step 2010-2012
MSGCU Future 2012 & Beyond
Source: Bersin & Associates, 2008
Needs Assessment: Data Sources
Needs Assessment: Priority Needs
Leaders Self-View*
1.Self Management2.Coaching & Developing 3.Speaking with Impact4.Having Crucial Conversations5.Managing Execution6.Critical Thinking7.Fostering Open Communication8.Thinking & Acting Strategically9.Managing & Improving Processes10.Leveraging Innovation & Applying Technology11.Sound Decision Making12.Realistic Planning
Maps, Goals & C View**
1.Coaching & Developing 2.Engaging & Inspiring 3.Managing Execution4.Managing Performance5.Critical Thinking6.Managing & Improving Processes7.Leveraging Innovation & Applying Technology8.Benchmarking & Best Practices9.Fostering Open Communication10.Building & Developing Networks11.Tie: Influencing Others, Analysis, Establishing Relationships
Performance Needs
1.Coaching & Developing 2.Self Management3.Speaking with Impact4.Critical Thinking5.Engaging & Inspiring 6.Having Crucial Conversations7.Fostering Open Communication8.Managing Execution9.Effective Presentations10.Writing Effectively11.Managing Performance12.Active Listening
Leadership Dimensions & Competencies
Thought Leadership
Critical Thinking Sound Decision Making Thinking & Acting Strategically Financial Acumen Analysis Benchmarking & Best Practices
Leadership Communication
Fostering Open Communication Having Crucial Conversations Speaking with Impact Active Listening Writing Effectively Effective Presentations
Results Leadership
Managing Execution Realistic Planning Self Management Project Management Budget Management Leveraging Innovation & Applying Technology Managing & Improving Processes Managing Change
People Leadership
Establishing & Maintaining Trust Engaging & Inspiring Others Establishing Relationships Building & Developing Networks Influencing Others Coaching & Developing Others Managing Performance Collaboration & Teamwork Managing Conflict
Source: Adapted from PDI Ninth House Leadership Wheel.
Target Participants
Supervisory“Emerging”
Leaders
Management Team
Leaders
Transitional Leaders(New to leading, and/or new to MSGCU, or
going from Supervisor to Management Team)
Program Delivery
Content – Offering Categories
• Management Team • Supervisory Team • Combination • MSGCU Specific • Targeted Supplemental for Individuals
Program Summary
Management Team Supervisors MSGCU Specific
Program Offerings
Two Year Plan
Best Practice Measures MSGCU Proposed Measures
Financial Results Strategic Goal Achievement
Employee Engagement/Satisfaction
Employee Survey - Supervision & Executive Management
Organization Culture/Morale Employee Survey – Morale & Communications
Customer Satisfaction/Service Member Survey – Overall Member Satisfaction
Leader Capability Improvement Performance Appraisals, pre/post program assessments, post-session application evaluations
360 Degree Feedback 360 Degree Feedback (proposed for future)
Measuring Effectiveness
Program Framework
MSGCU Impact, Results, & Growth
MSGCU Strategies, Goal Maps, & Performance Priorities
Thought Leadership
ResultsLeadership
PeopleLeadership
LeadershipCommunication
Transitional LeadersSPVR
LeadersMGT
Leaders
Questions
Break
Welcome PDI-Ninth House
• David LeePDI Ninth House Executive Consultant
• Kelly ZendejasPDI Ninth House Consultant
Session Closing
LEADERSHIP