How The Best Leaders Inspire Their Teams To Greatness

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How The Best Leaders Inspire Their Teams To Greatness

Presented By Colin Hiles


You Are One Of Them… Which One Is It? Analytical - logical Driver – results focused Amiable - people people

Preoccupied with SEX and Alcohol!


Today’s Objec<ves

3


Making A Difference 1.  Among all your day to day ac<vi<es, when was the last <me you sat down and really though about your reputa<on? 2.  What are your profound strengths? 3.  What has been your goal as a leader: to be “good enough” to get the job done, or to be extraordinary?


Leadership Impact on Business Results Leadership

Cultural Expectations

Infrastructure/ Management

Competencies Activities

Organisational Results

Structure Policies Competencies Measurement Strategy Planning


Leadership What does effec<ve leadership impact?


Extraordinary Leadership •  Two years researching the impact of leadership performance and the key behaviors that great leaders demonstrate •  Compiled a data set of 200,000 evalua<ons on 20,000 leaders •  Contrasted the highest performing 10% to the lowest performing 10% •  The approach: Lead with the data •  The result: New insights that change the way we think about leadership development fundamentally


The Extraordinary Leadership Programme A powerful, ground-­‐breaking approach for moving leaders from “good to great.”


Leadership and Employee Turnover Average Percent Turnover

20 18 16

19

14 12 10 8 6 4 2 0

14 9

Poor Leaders Good Leaders Great Leaders

Bottom 30%

Middle 60%

Top 10%

Extraordinary leaders are much beZer at holding on to their people.


Leadership and Customer Sa<sfac<on Percep?ons of Customer Sa?sfac?on (percen?le)

The most effec<ve leaders create sa<sfied customers.

Poor Leaders

Good Leaders

Great Leaders


Leadership and Net Income

Net Income

More effec<ve leaders generate more profit.

Leadership Effec?veness

Results from a large mortgage bank


Employee Engagement and Commitment

90

Great Leaders Make a Great Difference

80 70 60

Good Leaders Have an Adequate Impact

50 40 30

Leadership Effec?veness Percen?le

90th -­‐ 100th

80th -­‐89th

50th -­‐ 59th 60th -­‐ 69th 70th -­‐ 79th 40th -­‐ 49th

30th -­‐ 39th

10

10th -­‐ 19th 20th -­‐ 29th

20

1st -­‐ 9th

Employee Engagement/Commitment

Percen?le

Poor Leaders Create Dissa?sfac?on Results from a large technology company


The Leadership Tent


Differen<a<ng Competencies Leading Change • Develops Strategic Perspec<ves • Champions Change • Connects the Group to the Outside World

Focus on Results • Drives for Results • Establishes Stretch Goals • Takes Ini<a<ve

•  •  •  •

Character • Displays High Integrity and Honesty

Personal Capability Technical/Professional Exper<se Solves Problems and Analyses Issues Innovates Prac<ces Self-­‐Development

Interpersonal Skills • Communicates Powerfully and Prolifically • Inspires and Mo<vates Others to High Performance • Builds Rela<onships • Develops Others • Collabora<on and Teamwork


The Difference That Makes The Difference •  What competency is the most powerful predictor of a leader being extraordinary? •  What’s the most requested competency area of focus by the 360 survey respondents? •  What’s the most influen<al competency on employee engagement?


Differen<a<ng Competencies Leading Change • Develops Strategic Perspec<ves • Champions Change • Connects the Group to the Outside World

Focus on Results • Drives for Results • Establishes Stretch Goals • Takes Ini<a<ve

•  •  •  •

Character • Displays High Integrity and Honesty

Personal Capability Technical/Professional Exper<se Solves Problems and Analyses Issues Innovates Prac<ces Self-­‐Development

Interpersonal Skills • Communicates Powerfully and Prolifically • Inspires and Mo<vates Others to High Performance • Builds Rela<onships • Develops Others • Collabora<on and Teamwork


Mean Scores for the 16 Differen<a<ng Competencies Displays High Integrity and Honesty Technical/ Professional Expertise Takes Initiative Drives for Results Connects to the Outside World Solves Problems/Analyzes Issues Champions Change Develops Strategic Perspective Establishes Stretch Goals Innovates Builds Relationships Develops Others Communicates Powerfully Collaboration and Teamwork Practices Self-Development Inspires and Motivates Others


Inspiring Leader

The Inspiring Leader Unlocking The Secrets Of How Extraordinary Leaders Mo<vate


Percep?ons of you are others’ reality.


Percep<ons

How people really evaluate us

How people ought to evaluate us Trait F Trait F

Trait E

Trait A

Impression

Trait D

Trait B

Trait C

Trait A

Trait E

Impression

Trait D

Trait B

Trait C


Spot The F’s

Peak performance is the result of laser like focus, adop<ng a fizzy of certainty and opera<ng from maps that guide us towards the achievement of our desired outcomes


Three different skill sets:

(A) Technical Professional Exper<se

(B) Results Focus

(C) Inspires Others


Impact of Analy<cal/Technical Alone

(A) Technical Professional Exper<se

If this is a moderate strength...

(C) Inspires Others

(B) Results Focus

but this isn’t...

and this isn’t...

the probability of being an extraordinary leader:

.9%


Impact of Results Alone

(A) Technical Professional Exper<se

If this is a not a strength...

(B) Results Focused

but this is...

(C) Inspires Others

and this isn’t...

the probability of being an extraordinary leader:

.8%


Impact of Inspiring Alone

(A) Technical Professional Exper<se

If this is a not a moderate strength...

(B) Results

and this is not...

(C) Inspires Others

but this is...

the probability of being an extraordinary leader:

1.1%


The Addi<on of “Inspires” Makes a Big Difference

(A) Technical Professional Exper<se

(B) Results

If all three are moderate strengths… the probability of being an extraordinary leader:

(C) Inspires Others

77%!


Mean Scores for the 16 Differen<a<ng Competencies Displays High Integrity and Honesty Technical/ Professional Expertise Takes Initiative Drives for Results Connects to the Outside World Solves Problems/Analyzes Issues Champions Change Develops Strategic Perspective Establishes Stretch Goals Innovates Builds Relationships Develops Others Communicates Powerfully Collaboration and Teamwork Practices Self-Development Inspires and Motivates Others


What Does Performance Improvement Mean To Most People?



How to be Inspiring Role Model

Champions Change

Takes Ini<a<ve

Fostering Innova<on

Using Emo<ons

Inspires and Mo<vates Others

Being Collabora<ve and a Good Team Player

Establishes Stretch Goals

Clear Vision and Direc<on

Communicates Powerfully and Prolifically

Develops Others

30


Building Your Toolkit


Clear Vision And Direc<on

Role Model

Champions Change

Takes Ini<a<ve

Fostering Innova<on

Using Emo<ons

Inspires and Mo<vates Others

Being Collabora<ve and a Good Team Player

Establishes Stretch Goals

Clear Vision and Direc<on

Communicates Powerfully and Prolifically

Develops Others

32


Heading True North


What Exactly is a Vision? A great vision is composed of three basic parts: 1.Purpose

Vision

2.Mission 3.Values & Beliefs

Strategy Tactics



Role Model

Role Model

Champions Change

Takes Ini<a<ve

Fostering Innova<on

Using Emo<ons

Inspires and Mo<vates Others

Being Collabora<ve and a Good Team Player

Establishes Stretch Goals

Clear Vision and Direc<on

Communicates Powerfully and Prolifically

Develops Others

36


Purpose Mission Values

My Personal Vision 1.  Humility -­‐ I stay open to not being perfect 2.  Empathy – I listen twice as much as I talk (I was given two ears and one mouth)

3. Respect – I remind myself every individual is unique and their own best expert 4. Caring – My concern is for others learning more than my own performance

To raise human awareness globally so more people can experience the enjoyment that comes from tapping their strengths and passions in service of the greater good of mankind To remind people who they really are and inspire them to be it


Business Card Iden<ty


Using Emo<on

Role Model

Champions Change

Takes Ini<a<ve

Fostering Innova<on

Using Emo<ons

Inspires and Mo<vates Others

Being Collabora<ve and a Good Team Player

Establishes Stretch Goals

Clear Vision and Direc<on

Communicates Powerfully and Prolifically

Develops Others

39


What are the attributes & characteristics that

make the difference?

AXtude

(EQ)

Knowledge

(IQ)

Skill


The BIG ques<on

How am I being?


Emo<ons F E E L I N G S

10 BEHAVIOR

10

RESULT


Choosing Your Response

E R O 43


Managing Your Emo<ons •  Prepara<on/ Deciding in advance •  Management Techniques –  Breathing –  Act as if •  Remove the Cause –  Beliefs –  Visualisa?on and Self Talk


Making A Difference 1.  Among all your day to day ac<vi<es, when was the last <me you sat down and really though about your reputa<on? 2.  What are your profound strengths? 3.  What has been your goal as a leader: to be “good enough” to get the job done, or to be extraordinary?


The Power Of Three What will I stop doing?

What will I start doing?

What will I con?nue doing?


Contact Details For Colin Hiles

colin@colinhilesconsultancy.com


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