Leadership Development Tools

1. Leadership Development Tools Sandra Green June 9th 2008

2. Overview • Identifying Capabilities • Psychometric tools • 360 Feedback • Coaching and Mentoring • Development Programmes • Leadership Models

3. What do you want to achieve? • Strategy for wider organisation • Interventions for specific groups of people, e.g. talent; senior teams; team leaders; etc. • Intervention for an individual • How will you define success? • What will be different? • How will you measure the outcomes? • Who are your key stakeholders? What are their needs?

4. Identifying Capabilities Let’s have a go:

5. Leadership Capabilities • Developing a Vision • Inspiring others • Influencing with Integrity • Leading through Uncertainty • Building Networks • Resilience • Drive What are your desired capabilities? How does this match your culture?

6. Psychometric Tools

7. Psychometric Tools • MBTI • SDI • Four Seasons • MSQ • Firo B • HPI • EQ

8. MBTI & Leadership • Using the Temperament Lens (David Keirsey): • SJ (Guardian) • SP (Artisan) • NF (Idealist) • NT (Rational) • Impact of your leadership preference on others • Suggestions for maximising performance of different types • Fun exercises: Animal, songs, etc. • Used for 1:1 Coaching and for Leadership Development Workshops • Robust

9. SDI – Elias Porter • Self Scoring Motivational Tool • Measures when things go well and when facing conflict • Blue = Altruistic - concern for welfare of others • Red = Assertive - concern for task accomplishment • Green = Analytic – concerned that things have been thought through • Helps in identifying: • Core values • Perceptions of Rewarding and Non Rewarding Environment • Strengths • Perceptions of others • Easy to remember • 1:1 Coaching and for Leadership Workshops

10. Four Seasons Similar to MBTI; Colourful language; 360 Format Available

11. MSQ Democratic Forges consensus through participation Coercive Demand Immediate Compliance Pacesetting Sets high standards for performance Authoritative Mobilises people to a vision Affiliative Creates harmony and builds Emotional bonds Coaching Develops people for the future Based upon Harvard Business School Research Positive and helpful Can request feedback from others 1:1 Coaching and for Leadership Workshops

12. Firo B – Will Schutz • Assess relationships on 3 levels: • Inclusion • Control • Affection • Shows how individuals typically behave towards others and how they want others to behave towards them • Help with compatibility and conflict between people • Shows the types of environments in which people will thrive and highlight impressions people will create • 15mins to complete • Helpful in identifying different relationship needs

13. Hogan Personality Inventory • The Bright Side of Personality • The Dark Side of Personality • What happens under stress? • Strengths, may impede performance and relationships • Example Scales: • Enthusiastic – Volatile • Shrewd – Mistrustful • Confident – Arrogant • Charming – Manipulative

14. Emotional Intelligence Social Awareness Self- Awareness Awareness Actions Self- Management Relationship Management 360 Feedback Reports Available Huge amount of data to interpret Reliable and in depth

15. Coaching and Mentoring

16. Benefits Increased self awareness Clarifying goals and develop a vision to motivate others Strengthening ability to build relationships, win respect and inspire others Having the courage to make leadership decisions that balance risk and innovation The balance to lead an integrated, fulfilling life Organisational retention and improved morale Potential Drawbacks Making time for the coaching sessions Perception of coaching as expensive Linked to poor performance Translating of learning into behavioural change Variable delivery of coaches Difficulty in generating senior management support Coaching

17. Coaching Have a go!

18. Benefits Broadens networks of individual contacts Broadens industry perspective from different corporate cultures Provides guidance and direction for thinking more strategically Potential Drawbacks Difficulty in establishing and maintaining the relationship Finding the right fit to leverage opportunities Administration cost Mentoring for Leaders Opportunity for cross organisational mentoring

19. 360 Feedback

20. Benefits Balanced view of performance Provides a greater incentive to change behaviour Can bring desired competencies to life Easy to implement where there is a culture of trust and co-operation Potential Pitfalls Finding the necessary skills to provide the feedback Time taken to give feedback Questionnaire may be too rigid Lack of clarity as to what next 360 Feedback

21. 360 Feedback – An Alternative Approach • No Reports • No Tick Boxes • No sliding scales • Individually driven • He / She owns the questions • He / She checks out the evidence • He / She remains in control • Core premise is a facilitated conversation • Fantastic and enormously rewarding for participants

22. Development Programmes

23. Selecting an External Provider 1. Know your needs • Use a variety of stakeholders • Identify your needs v. strengths • Prioritise your needs and get commitment 2. Understand the landscape • Training and Development organisations • Universities and Colleges • Psychometric Houses • Consultancies • Experiential providers

24. Selecting an External Provider 3. Create a framework: • Needs • Outcomes • Services • Selection Criteria • Logistical Concerns 4. Select provider(s) 5. Agree outcomes and evaluation 6. Review, review, review

25. Developing an Internal Programme Considerations • Balance with other HR initiatives • Internal capability • Credibility with senior managers • Sponsorship • Evaluation processes • Timescales and resource

26. John Adair

27. Situational Leadership

28. Followership • “To be a great leader you must know how to follow too” • Typical Emotional Responses to a leader: • Significance: What you do really matters • Inclusion: Where are we going? What’s our common purpose? • Engaged: Degree of excitement and challenge • Different Types of Followers: • Effective • Alienated – won’t commit to a leader • Yes People – conform to what is needed • Sheep – don’t really think • Survivors – pragmatic and neutral

29. Developing Leaders • Typical Approach: • Begin with a 360 Tool that aligns with organisation • Use models and research to under-pin development • Either: • Provide experiential activities and ensure balanced feedback to lead and follow • Provide with a coach who can support and challenge • Encourage ownership for development • Evaluate and innovate

30. Summary • Clarify your purpose • Do a needs assessment, using lots of stakeholders • Implement a blend of solutions • Get the best fit for your organisation • Review and measure