Leadership Development Tools

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Leadership Development Tools

• Sandra Green
• June 9th 2008

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Overview

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

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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?

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Identifying Capabilities

• Lets have a go

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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?

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Psychometric Tools
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Psychometric Tools

• MBTI
• SDI
• Four Seasons
• MSQ
• Firo B
• HPI
• EQ

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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 11 Coaching and for Leadership
  Development Workshops
• Robust

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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
• 11 Coaching and for Leadership Workshops

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Four Seasons
Similar to MBTI Colourful language 360 Format
Available
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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 11 Coaching and for
Leadership Workshops
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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

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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

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

• 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

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Coaching

• Have a go!

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Mentoring for Leaders

• 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

Opportunity for cross organisational mentoring
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360 Feedback
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360 Feedback

• 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

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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

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Development Programmes
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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

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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

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Developing an Internal Programme

• Considerations
• Balance with other HR initiatives
• Internal capability
• Credibility with senior managers
• Sponsorship
• Evaluation processes
• Timescales and resource

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John Adair
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Situational Leadership
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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? Whats our common
  purpose?
• Engaged Degree of excitement and challenge
• Different Types of Followers
• Effective
• Alienated wont commit to a leader
• Yes People conform to what is needed
• Sheep dont really think
• Survivors pragmatic and neutral

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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

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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