kjcginc

Transcription

kjcginc

Bring Back the Feedback:
Leadership Development that
Works
Frederick A. Miller, CEO
Judith H. Katz, Ed.D., Executive Vice President
M117
The Kaleel Jamison Consulting Group
@kjcginc
Hellos
TWEETING AS YOU LEARN?
Use the conference hashtag:
#ATD2016
And our Twitter handle:
@kjcginc
3
Learning Objectives
•  Explore how shifts in leadership and followership
are transforming organization models and
expectations.
•  Outline a leadership feedback process
practitioners can use in their own organizations to
enhance development of senior leaders and high
potential associates.
•  Provide examples of behaviors that leaders might
focus on as part of leadership feedback process.
@kjcgincCopyright©2016TheKaleelJamisonConsul:ngGroup,Inc.www.kjcg.com
4
Moving to Partnership
•  FROM leadership and followership à partnership
and collaboration
•  FROM hierarchy and tenure à knowledge and
ability
•  FROM boss à facilitator/guide/coach
•  Lack of trust in leaders
•  More willing to follow peers than leaders
•  People want to be known–expect more interaction
5
Feedback Today—What’s Missing?
•  Leaders get less feedback than anyone—
people are fearful of delivering feedback or have
learned that feedback flows down, not up.
•  360s are indirect and miss out on opportunities
to establish partnerships.
•  Heavy leadership scrutiny allows no room for
practicing new behaviors.
•  Many senior leaders have coaches, but few
coaches see the leaders in action.
6
Questions for Discussion
1.  How are your senior leaders getting feedback?
2.  How effective is that feedback process?
0
1
2
3
4
5
6
7
8
Not at all
9
10
To a great extent
3.  Do you see evidence that senior leaders are living
what they are learning?
0
1
2
3
4
5
6
Not at all
7
8
9
10
To a great extent
7
What is a Leadership Feedback Pod?
•  Diverse group of 6-8 people selected by the
leader
•  Process assists leaders (and group members) in
applying Consciously Inclusive mindsets and
behaviors
•  Enhances feedback and partnership skills among
all participants
•  Meets every 6-8 weeks for 1 hour
•  Members commit to participate for 12-18 months
8
How Pods Benefit Everyone
•  People hone feedback skills (and ability to
“lean into discomfort”) they can use with their
peers and others, not just leaders.
•  Understanding and application of desired
behaviors spreads organically.
•  Enhanced feedback and partnership skills.
•  Builds trust and partnership, which enable
collaboration and speed.
9
Tips for Implementation
• 
Leader identifies and invites potential Pod members
• 
Leader shares her or his development goals before the
first meeting
• 
Facilitator preps Pod members and leader separately:
Ø  provide hints for giving and receiving feedback
Ø  coach how to support Pod members to develop
courage for honest engagement.
• 
First 2-3 meetings: debrief with Pod members and
leader separately after each meeting to share what
went well and how the process can continuously
improve.
10
Tips for Implementation
•  After establishing a level of trust (~6 months) can
invite guests.
•  Helpful for Pod facilitator to take high-level notes
so that the leader can reflect on what was shared
at the meeting.
•  Focus on the leader’s behavior rather than on
organizational issues (80:20 leader: organization).
11
Typical Agenda: First Session
•  Welcome and introductions
•  Why leader selected Pod members
•  Role of Pod leader, Pod members, leader
•  Contracting with Pod members: expectations,
need for honesty, willingness to lean in,
confidentiality, and concerns.
12
Typical Agenda: First Session
•  Review leader’s focus for development and
feedback:
Ø  What is the leader doing well?
Ø  Areas for continuous improvement?
•  Next steps
13
Typical Agenda: Ongoing Sessions
•  Quick check in
•  Given the behavior goals the leader has
identified:
A.  What have you seen, heard about, or
experienced the leader doing well?
B.  Areas for continuous improvement?
•  Next steps
•  Close
14
Focus of Pods
•  Behaviors to enable the leader and
others to BE BIG
•  Ways leaders are showing up
(meetings, town halls, etc.)
•  Leader’s ability to effectively deal
with conflict
•  Behaviors for collaboration and
partnership
•  Conscious Actions for Inclusion (4
Keys)
15
Conscious Actions: 4 Keys
1.  Lean into Discomfort
Opens the door to Trust
•  Be willing to challenge self and
others.
•  Speak up—bring your voice and
street corner
2.  Listen as an Ally
Opens the door to Collaboration
•  Listen, listen, listen and engage.
•  Be partner—challenge as an ally.
16
Conscious Actions: 4 Keys
3.  State Your Intent and Intensity
Opens the door to Understanding
•  Clarify intent: state Notions, Stakes,
Boulders, and Tombstones.
•  Say what you mean and how much
you mean it.
4.  Share Street Corners
Opens the door to Breakthroughs
•  Accept others’ thoughts and
experiences as true for them.
•  Hear others’ differences as additive.
17
Impact of Leadership Pods
•  Leaders report the power of getting direct
feedback from members and the opportunity to
explore other options about how they might
interact enabling them to learn and change.
•  Leaders report finally feeling they have a safe
place to learn and grow in partnership with
others.
•  Pods provide members with greater visibility to
the challenges that leaders face, which
enhances their own development.
18
Questions for Discussion
1. What opportunities do you see to begin
implementing a guided, collaborative
feedback process like this?
2.  What is ONE behavior you would like to see
your leaders practicing/learning?
19
Other Shifts Impacting Senior Leaders
•  Collaboration as the underpinning and
mindset for organization success
•  The need for inclusion to become a habit…
a strong organizational muscle
•  Fear of speaking up and lack of risktaking…why bother?
•  Reluctant retirements
20
Other Shifts Impacting Senior Leaders
•  How to pass the baton (i.e., knowledge
transfer)
•  Revolving door generation—free agency
•  Need for quick start up
and contribution
•  Need for Interaction à
Trust à S-P-E-E-D
21
YourfeedbackhelpsATDcon:nuetoprovidetop-notcheduca:onal
programsthathelpyoustayontopofachangingprofession.
Evalua:onsformsforthissessionareavailableviathemobileapp
andatthefollowinglink:hMp://www.atdconference.org/aMendees.
22
Thank You!
Traditional Mindset
Inclusive Mindset
Working with others will slow me
down and decrease my
effectiveness.
I cannot do my work without
including and partnering with
others.
Automatic agreement on
organization issues and options is
a sign of alignment and efficiency.
Conflict is negative.
People with different points of view
bring valuable new perspectives
that can be leveraged for higher
organizational performance.
Conflict, when worked through, is
positive.
Leaders are at the center of
decision making. Others in the
organization need to follow the
leaders.
Leaders are one source of
influence, power and wisdom in
the organization, but not the only
source—and in some areas, not
the best.
Behaviors for Leaders
•  Engage in co-creation and be the champions of engagement.
•  Fall in love with their people so that their people will want to join the leaders
in this world with so many Unknowns and Unknowables.
•  Deal effectively with conflict to unleash creativity, innovation and change.
•  Drop the walls around collaboration and teams—get them out of the box.
•  Listen, Listen, Listen and engage—all voices especially those outside the
"room."
•  Engage in Straight Talk—to eliminate waste and to hear the real message.
•  Create a safe environment for people to be human beings.

kjcginc

Transcription

Similar documents

I`m helping to end MS by participating in the 2016 Jayman BUILT MS

The Board of Directors of Qatar Fuel (WOQOD) is pleased to invite

5 `S` Training Program at ABV-IIITM, Gwalior on 21.07.2016

4 star ALOE HOTEL, PAPHOS

loyola institute for ministry on-campus open house thursday, may 12

HALF OFF - Bavarian Inn

The Magic Wizard

Herald Sun - Fostering Connections

KMEA Standards Handout

2016 MW Alliance Raffle - Manitowish Waters Alliance LTD

JAMISON WILLIAM KING