The Academy for Advanced Leadership and Development

Comment (Rate 1 as low, 5 as high) 12345NA Leadership development and training is intentional and comprehensive in my organization. The right leaders are well positioned to facilitate organizational success. In general, return on investment more than justifies our current leader development program. Succession planning is alive and well in my organization. I am confident that we have the right people to meet the needs of the organization in the future. The culture of the organization supports risk taking and allows for mistakes at some level. Organizational standards, values, and expectations are connected to leader development.

 Rate your leadership climate  Remember what leadership IS and is NOT!  The importance of WHO!  Assessing talent needs  What to look for  What drives potential  Organizational leadership challenges  Leadership culture  Taking stock  Know what to look for  The WHO is YOU!  Develop the leaders around YOU!  Lead with honor

 Identify the adaptive challenge(s)  Who is in charge?  Clarify authority  What to do?  Codify type of issue/problem  Connect to purpose  Classify strengths  Claim imperfection(s)  Declare core values  Commit to adaptive change  Conserve energy

“... Executives who ignited the transformations from good to great did not first figure out where to drive the bus and then get people to take it there. No, they first got the right people on the bus (and the wrong people off)....” Jim Collins, Good to Great The right people ON the Bus The right people in the right SEATS The right people OFF the Bus

FOCUSMETRICSDEPARTMENT/TEAM Leadership Assessment Tenure in Key Positions  < 1 Year  1-3 Years  4-6 Years  > 6 Years EXECINSTRSVCSADMINOTH Diversity (%) Gender, Age, Race, Nationality Performance  Excels  Exceeds  Meets Expectations  Needs Help Succession Coverage In House (Develop)  Search Locally  Search Nationally Development Strategy Experience Mentor Train

Aspiration Engagement Ability High Potential Someone with the recognized ability, aspiration, and level of engagement.

Key Drivers  Job Experience  Organizational Culture  Training and Development  Manager  Support from Colleagues “Not surprisingly, a rising leader’s chance of success is higher when they are supported by the people around them and pushed to grow.” Chief HR Officer, Manufacturing Company

 Lack of a clear vision or future direction  Conflicting behaviors: ask for one thing, reward another  Inadequate pool or pipeline for future leaders  Obsolete leadership competencies — failure to grow competencies to meet challenges  Lack of organizational alignment  Lack of senior leadership unity  Inability to initiate and/or sustain change

Comment on YOUR Organization — does it apply?YESNO My organization’s leaders do a good job of articulating a vision and strategy for the future. In general, I/we understand the role we can play in achieving this vision. In general, all levels of leadership are in sync with what senior leaders emphasize and do. Leaders at all levels are viewed as credible and honest. My organization has made a formal commitment to underscore the importance of leadership development. Succession plans are in place and linked to recruitment, training, evaluation, and advancement. A leadership philosophy exists in my organization to help all employees understand what is expected of them. My organization uses core leadership attributes as the basis for appraisals, feedback, and recognition. Mission and strategy are aligned to support key priorities. Management practices support new/emerging needs.

 What does your assessment reveal to you?  What is/are your areas of greatest concern?  What might you do to move things forward?  Report back on your key observations.

 Intellect  Leadership Ability  Integrity  Likability  Competence  Courage  Inner Strength What employers look for:

 Position Myth  Destination Myth  Influence Myth  Inexperience Myth  Freedom Myth  Potential Myth  All-or-Nothing Myth John Maxwell, The 360 ̊Leader

“Ninety-nine percent of all leadership occurs not from the top but from the middle of an organization.” John C. Maxwell, The 360 ̊ Leader

“The primary role of an organization in today’s society should be to accelerate the capability building of its members so they can create more value. Institutions that can do the most effective job of building capability will create and capture value – the rest will inevitably fall by the wayside.” Hagel and Brown, The Only Sustainable Edge

“Grow a leader grow the organization.” John Maxwell, Developing the Leaders Around You  Assess Motivation  What do they want/need?  Do they have a way to get it?  What does success look like?  Be a Good Listener  Develop a Plan  Give them Experience  Care to Confront  Coach, Mentor

Servant Leaders  Seek to serve others  Can come from anywhere in the organization  Recognize when courage is called for  Speak truthfully  Encourage others to live up to their potential  Are colleagues we can depend on  Naturally perform small acts of kindness

Change is not a natural organizational phenomena — it requires an intentional process.

Personal Alignment Organizational Alignment

Leading Yourself  Know Yourself  Guard Your Character  Stay Positive  Confront Doubts/Fears  Be Resilient Leading Others  Clarify/Build Culture  Over Communicate  Develop People  Balance Mission/People  Build a Cohesive Team  Exploit Creativity  Treasure Your Trials  Free the Captives Lee Ellis (Former POW), Leading with Honor

 Leadership is not a solo endeavor, it is a social discipline that involves a complex skill set.  First WHO, then WHAT  Assess needs, explore talent pool, PLAN ahead  Know what to look for  Consider your leadership culture  Embrace the principles of servant leadership  Align your culture  Lead with honor

Record two or three ideas or issues that came out of the discussion that were most meaningful to you.