Transcript Personal Leadership Hancor Framework

Holding
Accountable
STEWARDSHIP
STRATEGY
Accounting
Developing
PERSONAL
LEADERSHIP
Enabling
A framework for
exploring and
evaluating Leadership
Competency for the 21st
Century.
Personal Leadership Overview
• Personal Leadership is:
– An assessment and growth process for
Hancor’s leaders and future leaders.
– Designed to identify and evaluate the
leadership competencies.
– Flexible enough to apply to both selection and
long term development of key leaders.
– A continuous, 360 degree evaluating and
planning process.
Objectives
• Identify your personal strengths and
developmental needs in fulfilling essential
team leadership requirements.
• Share leadership within a team and assess
your abilities in various roles.
• Learn and manage the paradigm shifts
required to fulfill the leadership roles of high
performance organizations and teams.
• Receive direct, active and live feedback to
help you set new goals for personal
development.
Leadership Workshop Outline
• Understanding the principles of “Success
Dialogue” -- Establishing a Learning Team
• Personal Styles – Personal Assessment
• Leadership Competencies – A Framework
– Communication
– Strategy
– Accomplishment
– Stewardship and Accountability
• Making Success a Habit
Success Dialogue
• Each Participant becomes part of a ‘learning team’ that
will stay together for the entire workshop.
• Learning teams will help the individual:
– Balance each other’s perceptions
– Gain a picture of their personal impact on the group
– Share responsibility and accountability for individual and group
success.
– Share direct, actionable, and success oriented feedback.
• Each Learning Team will go through a forming process to
build clarify their purpose, guidelines, and begin using
“Power Coaching.”
Power Coaching
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Understand your Basic Style.
Understand your Style under pressure.
Understand Available Styles.
Employ the style which achieves win/win.
Do what is uncomfortable.
Never Seek “comfort” -- choose the style to:
– Grow you -- Grow others -- Integrate -- Win/Win.
• Be straightforward with yourself and with
others.
Personal Styles
• Each individual will participate in a battery of
self and group evaluation processes
including several of the following:
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Meyers Briggs – MBTI-M
FIRO – B
LifeScripts – an Inventory of Personal Strengths
Thomas Kilman – Conflict Mode
• Individuals will have the opportunity to share
their own data, interact with the group, and
learn about other “styles” during the
interaction.
Leadership Competencies
• Includes both Personal competency and InterPersonal competency in four specific areas:
– Communication
– Strategy
Accountability
 Accomplishment
 Stewardship and
• The Learning Team will first build an understanding
of the overall framework, provide initial feedback to
each other as a baseline, and gain clarity around
each of the areas.
• This module also includes integration of the Jack
Welch – Right Way – Right Results model and an
exploration of Transformational Leadership which
will be used in greater detail later in the workshop.
STRATEGY
Accounting
Developing
STEWARDSHIP
Holding
Accountable
Personal Leadership Framework
Enabling
Personal Leadership
requires a long term
commitment to
Self Evaluation,
Receiving Feedback &
Continual Learning.
This grows supports
and promotes capability
in each competency.
Balancing Competencies
Personal
Competency
Visioning
Developing
Acting
Accounting
Inter-Personal
Competency
COMMUNICATION
Inspiring
STRATEGY
Enabling
ACCOMPLISHMENT
Empower
STEWARDSHIP
Holding Accountable
Understanding and Using the
Competencies in Evaluation
• In the following slides, each area is explored for
common understanding in 3 ways:
– A general description of the area and the skills which
help enable these competencies.
– A description of both the “Personal” competency side
of this area and the “Inter-Personal” side.
– A list of evaluative questions which may be placed in
a formal evaluation setting to determine the relative
effectiveness of a person in this area.
Visioning
COMMUNICATION
Inspiring
• Through simulated exercises the Learning team has an
opportunity to demonstrate both their vision of the future
and work with the group to enhance that vision into a
greater, common vision.
• This areas includes the skills of:
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Brainstorming
Sorting and Prioritizing information
Questioning (5 Whys)
Detailing and describing
Projecting the consequences both positive and negative
Facilitating group discussions
Visioning
COMMUNICATION
• Personal Competency
– Seeing in detail where
you and the organization
should go.
– Imagining opportunities
and options
– Combining paradoxical
elements into a new
potential
– Understanding the “Why”
– Integrating broad
information from today to
intuit the trends of
tomorrow.
Inspiring
• Inter-Personal
Competency
– Communication – specific,
vivid and actionable by
others
– Drawing out the vision
others have.
– Stretching the belief of
what can be.
– Building an understanding
of “Why” things must
occur.
– Encouraging explorations
– Challenging current
paradigms
– Building a common
understanding with others
Visioning
COMMUNICATION
Inspiring
Possible 360 degree Evaluative Questions in this Area
• Personal
Competency
• Inter-Personal
Competency
Developing
STRATEGY
• Through simulated exercises
• This areas includes the skills of:
Enabling
Developing
• Personal
Competency
–
STRATEGY
Enabling
• Inter-Personal
Competency
–
Developing
STRATEGY
Enabling
Possible 360 degree Evaluative Questions in this Area
• Personal
Competency
–
• Inter-Personal
Competency
Acting
ACCOMPLISHMENT
• Through simulated exercises
• This areas includes the skills of:
Empower
Acting
ACCOMPLISHMENT
• Personal
Competency
Empower
• Inter-Personal
Competency
Acting
ACCOMPLISHMENT
Empower
Possible 360 degree Evaluative Questions in this Area
• Personal
Competency
• Inter-Personal
Competency
Accounting
STEWARDSHIP
• Through simulated exercises
• This areas includes the skills of:
Holding
Accountable
Accounting
• Personal
Competency
STEWARDSHIP
Holding
Accountable
• Inter-Personal
Competency
Accounting
STEWARDSHIP
Holding
Accountable
Possible 360 degree Evaluative Questions in this Area
• Personal
Competency
• Inter-Personal
Competency
Hancor’s 360 Degree Leadership Evaluation
Process for 2003
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General Communication and initial workshop on the Evaluation
Process for Leaders
Selection of Evaluators for each person. These should include:
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Each evaluator will fill out the evaluation on the web site and a
summary will be provided to the participant. The summary will
include:
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Individual themselves
At least one “boss” or “superior” in the organization
At least 2 “peers” who connect regularly with the person
At least 3 “subordinates” who connect regularly with the person.
Average score from all evaluators
Individual score
“Boss” score
Written comments
Each Leader will meet with his group of evaluators briefly to ask
questions and gain insight into any questions they have from the
session
Each leader will prepare a summary of strengths and weakness
along with a 2-3 point action plan for improving overall effectiveness.