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Extraordinary
Leader:
A 12 Step Roadmap for
Improving Leadership Skills
Jack Zenger
© 2005 Zenger | Folkman Company. All rights reserved. Marriott.Slides.APM.EL4.2 Rev 03.07.06
March 13, 2006
Creating your roadmap:
2
1. Understand what extraordinary leaders do
• Behaviorist view
• Understand the research about leadership
3
The Research
4
For a Full Report of the Research . . .
5
The Leadership Tent
6
Differentiating Competencies
Leading Change
• Develops Strategic Perspectives Interpersonal
• Champions Change Skills
Focus on • Connects the Group to the • Communicates
Results Outside World Powerfully and
Prolifically
• Drives for
Results Character • Inspires and
Motivates Others
• Establishes • Displays High
to High
Stretch Goals Integrity and
Performance
• Takes Initiative Honesty
• Builds
Relationships
Personal Capability • Develops Others
• Technical/Professional Expertise • Collaboration
• Solves Problems and Analyzes Issues and Teamwork
• Innovates
• Practices Self-Development
7
2. Aim high
Ordinary does
not equal
extraordinary—and
your organization
needs you to be
extraordinary.
8
Leadership vs. Turnover
20
Average Percent Turnover
18 19
16
14
12 14
10
8 9
6 Extraordinary
4 leaders are
2 much better at
0
holding on to
their people.
Bottom 30% Middle 60% Top 10%
Poor Leaders Good Leaders Great Leaders
9
Leadership vs. Customer Satisfaction
80
68 The most effective
70
leaders create
Perceptions of Customer
Satisfaction (percentile)
60 satisfied
49
50
customers.
39
40
30
20
10
10
Leadership vs. Net Income
5000000
$4.5MM Great leaders
4000000 generate much
higher income.
3000000
Net Income
$2.4MM
2000000
1000000
($1.2MM)
0
-1000000
-2000000
Bottom 10% Middle 80% Top 10%
Poor Leaders Good Leaders Great Leaders
11
Leadership vs. Employee Commitment
Percentile
90 Great Leaders
Employee Engagement/Commitment
80
Make a Great
Difference
70
60
Good Leaders
50 Have an
40 Adequate Impact
30
20 Poor Leaders
10
Create
Dissatisfaction
50th - 59th
40th - 49th
1st - 9th
90th - 100th
60th - 69th
70th - 79th
80th -89th
10th - 19th
20th - 29th
30th - 39th
12
Leadership Effectiveness vs.
Satisfaction with Pay and Job Security
Satisfaction with Company Pay & Job Security
70
65
60
55
50
45
40
35
30
1st - 10th - 20th - 30th - 40th - 50th - 60th - 70th - 80th - 90th -
9th 19th 29th 39th 49th 59th 69th 79th 89th 100th
13
Di
s pl
ay
s
Hi
gh
Te In
ch te
So ni gr
lve ca it y
s l/P an
Pr rof d
H
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
5
ob es on
le sio
m es
s na ty
an lE
d xp
An er
al tis
yz e
es
Pr Is
ac su
tic es
es In
Se no
lf - va
De te
ve s
lo
Es Dr
ive p m
ta s en
In C om
bl
is f or t
sp
ire m
he
s R
es
s un St
re ul
an ica tc ts
d t h
M es
G
ot Po oa
iv w
Ta
at e k e
ls
es rfu s
O l ly In
th an
itia
er tiv
s d e
to Pr
Hi ol
gh if ic
al
ly
Global Norm
Pe
Bu r fo
i ld rm
s an
Re ce
la
Co tio
De ns
lla ve hi
bo lo ps
Richard
De ra p
ve tio s
lo n O
ps an th
d er
Co St Te s
ra
nn
ec t eg a m
ts ic wo
What’s the Message From This Assessment?
th P e rk
e Ch rs
G am pe
ro ct
up pi iv
to o ns e
th
e C
O ha
ut ng
si e
de
W
or
ld
14
Di
s pl
ay
s
Hi
gh
Te In
ch te
So ni gr
ca it y
lve
s l /P an
Pr rof d
H
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
5
ob es on
le sio
m n
es
s al ty
an Ex
d pe
An r ti
al se
yz
es
Pr Is
ac su
tic es
es In
Se no
lf - va
De te
ve s
D lo
Es r iv pm
ta es en
bl
is fo t
In Co r R
sp m he
s
ire m es
s un St
re
ul
ts
an
How’s Richard Doing Now?
ica tc
d te h
M s G
ot Po Ta oa
iv w ke ls
at
es e rfu s
O lly In
th an
itia
er tiv
s d e
to Pr
Hi ol
gh ific
al
Pe ly
Best Leaders
Bu r fo
ild rm
s an
Re ce
la
Co ti on
De sh
lla v ip
bo
ra
el
o s
p
Richard
De
tio s
ve
lo n O
ps an th
d er
Co St s
nn r at
Te
a
ec eg m
ts ic wo
th P er rk
e Ch s
G am pe
ro ct
up pi iv
to on e
s
th C
e ha
O ng
ut e
si
de
W
or
ld
15
Exercise: Making a Difference
16
Your organization needs you to excel:
17
3. Get accurate feedback
18
The importance of accurate feedback:
19
Key Points About Feedback
• It’s a gift
20
Self-perceptions are not correlated with other’s
perceptions
100
90
Effectiveness Percentile
80
Overall Leadership
70
60 50 53 51 52 51
48
50
40
30
20
10
0
0 1 2 3 4 5
Number of Strengths Based on Self Rating
21
Key Points About Feedback
• It’s a gift
22
SARA: Common Reactions to Feedback
S Surprise, Shock
A Anger, Anxiety
R Rejection, Rationalization
A Acceptance
23
More Common Reactions to Feedback ☺
24
Comparison of Rater Groups
25
16 Differentiating Competencies
26
Written Comments
27
4. Use your current position for your development
28
5.Create your personal development plan:
Every leader
benefits from
having a
personal, clear
plan for
development.
29
Why? How?
30
What Does Performance Improvement Mean to Most
People?
Fixing Weaknesses!
31
32
Impact of Leadership Effectiveness Without Any Perceived
Strengths
100
80
Average 60
Percentile
Score 40 34
20
0
0 1 2 3 4 5
Number of Strengths
33
Impact of One Strength on Overall Perception of
Leadership Effectiveness
100
80
64
Average 60
Percentile
Score 40 34
20
0
0 1 2 3 4 5
Number of Strengths
34
Three Strengths Raises Leadership Effectiveness to the
81st Percentile
100 89 91
81
80 72
64
Average 60
Percentile
Score 40 34
20
0
0 1 2 3 4 5
Number of Strengths
35
Impact of Strengths
90 87
83 81
80 77 75
72 70 71 71 74
68
70
60 60 58 62
Percentile Scores
60
50
39
40 37
34
30
20
10
0
0 1 2 3 4 5
Number of Strengths
36
A few strengths make all the difference
37
Mechanics for creating your own personal development plan:
38
6. Participate in formal development programs
39
7. Fill out your leadership tent:
40
Research Studied the Relationship Between Two
Competencies
(A) (B)
Interpersonal Drive for
Skills Results
41
First They Looked at “A without B”
(A) (B)
Interpersonal Drive for
Skills Results
42
Then They Looked at “B without A”
(A) (B)
Interpersonal Drive for
Skills Results
43
The Power of “A + B” Led to the Notion of “Powerful
Combinations”
(A) (B)
Interpersonal Drive for
Skills Results
Page 3-3 44
Other powerful combinations are:
45
Totally New View of Competencies
46
8. Cross training can develop strengths
When building on
your strengths,
often the best
approach is to
build around
them.
47
Research Showed Many “Powerful Combinations”
for Each Competency
? ?
Displays
? High Integrity ?
& Honesty
? ?
48
In Many Cases, the Powerful Combinations
Aren’t Ones You Would Think Of
?
Assertiveness
?
Displays
? High Integrity ?
& Honesty
? ?
?
49
Develops Strategic Perspective
Customer
Focus
Business
Innovates
Acumen
Develops
Strategic
Perspective
Analytical
Establishes
and Problem-
Stretch
Solving
Goals
Skills
Commun-
ication
50
9. Assist others in their development
51
9. Assist others in their development: (cont.)
52
10. Initiate more frequent interactions:
54
12. Use a disciplined system for follow-up.
55
Why has it not happened?
60
Percent
40
20
-3 -2 -1 0 1 2 3
Perceived Change
Company A Company B Company C Company D Company E Mean Leader
57
What happens when there is consistent follow-up?
60
Percent
40
20
-3 -2 -1 0 1 2 3
Perceived Change
Company A Company B Company C Company D Company E Mean Leader
58
Leadership really matters:
59
You can become a better leader:
60