Fueling Performance & Potential

Slides:



Advertisements
Similar presentations
Notes by Ben Boerkoel, Kent ISD, based on a training by Beth Steenwyk –
Advertisements

We help accounting firms grow.
September 30, 2011 Mark Stevens Director, Human Resources.
Procurement Functions - Service Service Function - Provides client department with procurement services so clients can focus on their core responsibilities.
A Guide for Navigators 1National Disability Institute.
Parent Leadership Lisa Brown and Lisa Conlan Family Resource Specialists Technical Assistance Partnership.
1 CREATING A LEARNING ORGANIZATION AND AN ETHICAL ORGANIZATION STRATEGIC MANAGEMENT BUAD 4980.
Business DNA Resources Business Success Coaching Services.
PRESENTATION. © CALIPER Agenda 3 About CALIPER The CALIPER Philosophy What CALIPER does The CALIPER Profile Advisor Report What sets CALIPER apart.
February 20, 2013 Special thanks to our Sponsors: 1 Achieving Growth Through People.
Essential Leadership Skills for Driving Sustainable Growth.
State of California Executive Leadership Competency Model January 12, 2011 Presentation for the California Citizens Redistricting Commission.
Talent Management: Using a Competency Model to Attract, Develop, and Retain the SEM Workforce AACRAO SEM Conference November 12, 2013.
Or How to Gain and Sustain a Competitive Advantage for Your Sales Team Key’s to Consistently High Performing Sales Organizations © by David R. Barnes Jr.
The Business Case for Executive Assessment : Why Assessment in Challenging Times Can Enhance Productivity and Be a Talent “Game Changer” Linda Sharkey,
Program Managers: Revitalizing Existing ERG Membership Facilitator: Facilitator: Isaias Zamarripa / Three Degrees from Isaias Thought Leader: Thought Leader:
Everyone is a Leader th Annual Fall Leadership Conference Ron Siers, Jr.
The benefits of skills-based hiring
Collaborative & Interpersonal Leadership
Today’s managers & leaders are challenged unlike any of the past generations in their roles.
Human Resources: The Quest for Leaders
Nikki Hall, Chief HR Officer
How to use your data science team: Becoming a data-driven organization
Visit Mendocino County: Strategic Direction 2017/ /20
Minnesota AAM Chapter October 2016
Job Corps – Career Center Collaboration Case Study New York and New Jersey September 19, 2016.
Performance Management and Employee Development
Viewing Data-Driven Success Through a Capability Lens
Sharpening Your skills as a Collaborative Leader
Book Chapter Project SEC 203 Mai Alfozan
Human Resources and The Quest for Leaders
Feedback/Performance Review and Compensation Process
SAMPLE Glimpse Into the Future Using Predictive HR Analytics
Demonstrating the Value of the Legal Team:
CHAPTER 9 Cooperative Strategy
The Truth and Tips About The Future and The Practice of Law
Overview of Personal Selling
RECRUITING IN TODAY’S MARKET
Key Thoughts Trust is crucial to developing successful relationships with customers. Build trust by being competent, compatible, candid, customer-oriented,
Building Better IT Leaders from the Bottom Up
RECOGNIZING educator EXCELLENCE
Sales Coaching is not a Trend, but an Adventure
Coaching.
MRM//McCANN Technology Strategy
HR Management for Business Plans
Succession Planning Overview
Modernizing compliance: Moving from value protection to value creation
“CHOOSING THE RIGHT CANDIDATE FOR THE JOB”
Business Development Career Ladder | avitusgroup.com.
Turning Insights into Action
Vision Facilitation Template
© 2016, 2017 Change Healthcare Solutions, LLC. All Rights Reserved.
Development of the Team
Successful Plan Templates
BUSINESS PARTNER CONSULTANTS LIMITED - BACKGROUND
Leadership Development
Student Achievement Framework: Adoption
Managers and Organizations
Leader Learning Agenda
CPA Leadership Institute
ECT 589: E-Commerce Management
Expanding the Volunteer Role
People Lead: This is the visual representation of our model. This model supports and reinforces our definition of leadership - achieving results, with.
KNOWLEDGE MANAGEMENT (KM) Session # 29
Transforming the way companies build wealth
KEY INITIATIVE Shared Services Function Management
Unit 14 Emergency Planning IS 235
CCL Early Leadership Program Logic Model
I4.0 in Action The importance of people and culture in the Industry 4.0 transformation journey Industry 4.0 Industry 3.0 Industry 2.0 Industry 1.0 Cyber.
CHAPTER 10 Leadership.
Presentation transcript:

Fueling Performance & Potential Debra Baker, Managing Director March 26, 2019

Today’s Discussion Overview of talent analytics and our shared experiences How talent analytics are being used to innovate around business development Myths and truths of business development and what data tells us BONUS: Uncovering your own strengths to lead and sell change

Discussion How would you describe business development in your firm? 1 - Passive 2 - Reactive 3 - Active – Opportunistic 4 - Proactive – Measurable 5 - High Performing – Consistent and sustainable revenue What are the strategies, activities, development opportunities where you are seeing the most success? What is your experience, if any, with talent analytics or assessments? Type assessment? Purpose? Outcome?

What we mean by talent analytics Context One piece of the puzzle Can be combined with other data points for full picture : Measures Style v. Competency Capacity vs. Performance Predictive vs. Descriptive x Data to Inform Talent Selection Development Right people in right roles: Business Development Leadership Culture Talent analytics uses data to build stronger work forces for one or more of the following: Hiring Development Implementation of people-driven initiatives There are numerous talent assessments – DISC, Strengths Finder, Myers Brigg (MBTI), the GrowthPlay Chally Assessment. Different assessments provide different insights, e.g.: Style v. Competencies Descriptive v. Predictive Capacity v. Performance Law firms have been using primarily personality and social style assessments for a number of years. For the last 3 years, GrowthPlay has been using the Chally Assessment with law firms to focus on uncovering natural sales, management and leadership potential.

Law Firm Trends Business Development Coaching Broaden the lens of what successful business development looks like Teaming & Collaboration Team profiles to identify predictive strengths around specific competencies and behaviors affiliated with collaboration Lawyer (Client/ Practice/ Industry) Professional staff teams (marketing, KM, C-Suite) Hybrid (Innovation; BD) Growth Culture “23 and Me” type DNA test to understand an organization’s shared strengths around BD, management and motivational styles D&I Uncover strengths in people who have not had the same opportunity to perform: Shining a light on unique attributes as super powers. Innovation & Change Making Identify essential elements of innovation and business development role profiles to lead and “sell” change.

Analytics Talent Benefits Using data and analysis to inform decisions and shed light on questions about people Benefits Self Awareness – Everyone has sales strengths Strengths-based – Coaching to strengths accelerates results Informs growth culture – Creates a shared language Considerations Statistically validated (EEOC compliant for selection) 95% percent report accuracy Motivation trumps natural skills

Business Development Myth: Rainmakers (Sellers) are Born Truth: There are multiple paths to business development success. The best path is the one that allows you to leverage your strengths. Lead Generator Super Power: “Finder” or “Hunter” Mission: Expand relationships/ Grow Pipeline Account Manager Cultivates relationships with existing clients Optimize client experience to deepen relationships Architect Combines services to tailor a solution Expands work on behalf of one client to others Educator Deep expertise in a niche/ complex/ unique area Build credibility around established solution Inventor Monitors and anticipates change Provide insights and creative solutions

Myth: Business development is about personality and luck Truth: 98% of lawyers match at least one of the five role profiles Business Development is a combination of strengths, style, and skill motivation 140 skills/behaviors that have been statistically validated to contribute to successful business development Personality maters but motivations provide even greater insights into behaviors.

Inventor l Architect l Educator Myth: The “coalition of the willing” is the only way to make BD initiatives work Truth: Relying on the usual suspects can unintentionally create unconscious bias. A better approach is to focus on predictive strengths that may uncover potential in people who have not yet had the opportunity to perform. Get Grow Guard Lead Generator Inventor l Architect l Educator Account Manager New Service/New Market Increase size of pipeline Events/Activities Industry Team/Practice Group Client Team Thought Leadership Client Service Standards Client Teams Succession Planning

BONUS: Selling Change for Legal Professionals Create FOMO Dream Out Loud Expectation Management Anticipate Objections Future Cast Use headlines “High-performing firms are doing xx. “ Express Gratitude State your desire Ask for advice/input Yes and v. No, but Best Case, Likely Case, Worst Case Acknowledge Ask Advance Alternatives Use Design Thinking “How might we…” “What would need to be true?

Questions to take back to your firm As you look at your key initiatives for 2019, what are the skills/behaviors that will be needed to be successful? Do those roles fall into one of the pre-defined business development role profiles or are a different set of capacities? What is our confidence level around implementation? What’s holding us back? What would need to be true to provide our team with the skills and behaviors identified?

Thank you. For more information, visit www. growthplay Thank you! For more information, visit www.growthplay.com or contact me below. Debra Baker, Managing Director 619.726.2574 dbaker@growthplay.com