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