“Find Your Burro” AN ALTERNATIVE LOOK AT LEADERSHIP AND LEARNING
Question: “of your totalpotential to contribute, how much is your organization actually getting from you?
People fall into one of two clusters … • Fairly well utilized : 60-70% of talent used • “ I check my brains at the door” :10-30% used
Plan for the session • A couple of stories • Different way of looking at leadership • Three specific things to work on • Information sharing—then action steps
Approach to the Session • Lots of examples and specifics • Very few points to remember (three!) • Mine your experiences and issues • Move from what to how
Lessons from Pru ROI project • Most important driver of intent to stay was…Connection to Mission
Lessons from Pru ROI project • Most important driver of intent to stay was…Connection to Mission • People sometimes act on their feelings
Lessons from Pru ROI project • Most important driver of intent to stay was…Connection to Mission • People sometimes act on their feelings • Attrition is really expensive, so…
If you can strengthen connection to mission, you get a measurable, and large, ROI
I have to spend an incredible amount of my time and energy on things that have little real impact on the people we serve.
I sense we are getting a lot less out of our people’s talents than they actually possess.
When I look back on a year’s work, I feel a gap between my aspirations vs. what I was actually able to get done.
Now---take a second look and estimate how most of your people would answer …
Comments, please? • Time and energy not spent on mission • Talents not used • Aspiration—Accomplishment gap
Often…the organizations we lead get in the way between us and the passions that brought us here The organizations we lead
Effective leaders work to overcome the organizations they run and replace them with the ones they need.
Too many leaders think they have to be “sculptors”---originators, inventors, seeing truths that others can’t see…
Or, think they have to be the “master painter”---possessor of all skills, virtuoso performer, star of the gallery.
BUT.. the crucial role for getting the organization you need is…carrierconveyorCONNECTOR
Three types of connections • ---between strategy and work
Your voice and behavior connect people to the new performance requirements “what we need to be good at now”
Three types of connections • ---between strategy and work • ---between leaders and people (one by one)
The goal is to have everyone asking: “what would the boss want us to do right now?”
Three types of connections • ---between strategy and work • ---between leaders and people (one by one) • ---between learning and work
Effective leaders spread learning across the value chain--- And are always trying to put learning where the work is.
Purpose---search and find concrete examples of good “Leandro’ practices(connection 1, 2 or 3, depending on group)
Round 1 ( of 2) • Make group assignments • Stick around for some guidelines • Get in groups and work • Capture, return, pool our learning
Leandro connection #1:provide the rallying cry Things done to connect strategy and the performance requirements
The “rallying cry” is the message that contains the models for future work.
Test: You’d know • Where to look • What people were trying to do (new or better) • What measures would make sense
Assignment –find real examples of rallying cries: What strategic shift? What needed/where How monitored
Leandro Connection #2 : Get in the learning sandbox with your people Things done to make a personal demonstrate a personal investment in learning
Ingredients for a good example • We know the occasion or the process • There was a distinct change in leader’s role • Visibility and leverage was achieved
Leandro connection #3: put learning where the work is Things done to put new tools and learning resources at crucial “value points”
These are often efforts to : • Defy distance (geographic dispersion) • Take advantage of technology • Use new formats that make info more actionable • Blend social and technical learning
Hints: • Look for senior people learningnew tools • Make a list of new software and telecom products in use • Look close to the stakeholder touchpoints • Think about shifts in the leader’s personal traffic pattern
Good examples: Who?/what performance needed lifting?/how resourced?/what results?
Round #2 of 2 What we’re after is group collaboration for the sake of individual improvement
This time, identify mechanisms for repeating the good Leandro examples you’ve found
Essence of the Trotter Matrix and Steve’s advice … (Capture insights from the Group)