Leading at Your Highest Potential Stepping Up Your Game: Leading at Your Highest Potential

Jay R. Lux, MA Vice President of Talent Management FCC Services Help organizations understand, develop and maximize talent Help organizations lead change, maximize team effectiveness, measure cultural and maximize engagement levels Improve results

P 3 Purpose – Discuss talent development & leading at your highest potential Process – Review a few concepts that that bring the right mix of theory & practical application; assure time for discussion Payoff – Take away a few ideas to enhance your perspectives and step up your game Good if you manage others and if you are manage yourself. Lots of succession issues & opportunities coming up. Therefore, need to be at the top of your game (make good decisions about career)

How Do We Develop Our Skills? Feedback, Coaching & Mentoring Knowledge built through interacting with others 20% Practice / On the Job Learning gained through work assignments and special projects 70% Theory / Formal Training Knowledge and skills developed through formal methods “The job of a manager may be to get things done through people, but…. The job of a leader, is to develop people through work.” Schlomo Maitel - Executive Economics 10%

Understanding the Data Culture – Context: What Opportunity? (Organization Survey) Individual Assessment How Able? How Driven? How Different? How Skilled? Effective-ness Capacity Cognitive ‘Size of Wire’ WGCTA Purpose Motivation ‘Juice thru Wire’ MVPI, Kenexa Tendency Personality ‘Wiring Harness’ PI, HPI, HDS, MBTI Action Behavior ‘Programming’ LSI, 360’s EQi © 2011 Performance Programs, Inc. Old Saybrook, CT 800-565-4223 ©2011 Hogan Assessment Systems

Development Transitions Executive Development Transitions Individual Contributor Executive Passage 3 Manager of Manager Passage 2 Manage Others/Supervisor Passage 1 Individual Contributor Five Challenges at Each Transition Differentiate between what to preserve and what to let go. (Easy to say; difficult to do.) Recognize the sense of LOSS of some basic elements or their sense of self (identity). Endure withdrawal from their attraction to previous behavior patterns and routines. Tolerate discomfort with uncertainty and ambiguity. Tolerate fear; doubt their capacity to master the unprecedented demands of their new role. Skill Requirements Capabilities required to execute new responsibilities. Time Applications New time frames that govern how one works. Where you Focus What people believe is important and becomes the focus of their effort. Technical Skills Leadership and Management Skills Strategic Business Acumen Adapted from: The Leadership Pipeline, Charan, Drotter, Noel

Changes to Skills, Time, Focus Skill Requirements Capabilities required to execute new responsibilities Time Applications New time frames that govern how one works Focus What people believe is important and becomes the focus of their effort

Passage 1 Managing Self to Managing Others Skills: Planning work Focus: Assigning jobs High-quality technical/professional work Motivating, coaching Shift from doing work to getting work done through others Measuring the jobs of others Let go of getting results through personal proficiency and shift focus to “others” Time: Daily discipline – arrival/departure, meet personal due dates for projects (manage own time) Accept company’s values and direction Reallocate time to get own work complete, but also to help other perform their work effectively

Passage 2 Managing Others to Managing Managers Skills: New communication skills and manage areas with less familiarity Needs teamwork with other functional manager to compete for resources Selecting and training front-line managers Holding first-line managers accountable for managerial work Deploying and redeploying resources among units Managing the boundaries that separate units Time: Participate in business meetings Work with other department heads Create functional strategy that allows business to be competitive Focus: From their own individual work to managerial/leadership work Broad, long-term perspective Managers must be pure management This passage in the leadership pipeline is often ignored due to the assumption that managing others and managing other managers are quite similar. Requires an increase in managerial maturity: Letting go of previous management work Focus on the functions of the business.

Passage 3 Managing Managers to Executive Role Skills: Responsible for bottom line—shift from managing feasibility of an activity to managing short/long-term profitability Increased focus on strategy (allocate/deploy capital), portfolio management, assessing if business has core capabilities Time: Allocate time to think. Need to stop doing and allow time to reflect & analyze Shift from just managing own business to managing entire business Long-range Focus: Shift from success of only own business to success of others’ businesses and organization The most fulfilling and the most satisfying among all the passages because it gives the manager more control and say about the company operations and strategies. In order to address these signs, there is a need to develop a monumental change in thinking. Identify the following warning signs of a misplaced leader: Communication is uninspired. Unable to assemble a strong team. Fails to grasp how the business can earn profits. Has difficulty with time management. Neglects soft issues such as people concerns. Value the success of other people’s and makes good decisions that differentiate businesses based on results Focus on Strategic perspective

The Transformation Trilogy Critical Transitions LET GO PRESERVE ADD ON At Each Transition… Skills, tasks, perspectives, priorities, beliefs, attitudes, practices, and routines transform. At Each Crossroad: Successfully Negotiating Leadership Transitions. Introduce the Transformation Trilogy. Review the Trilogy – that at each transition a leader must let go, preserve and add on skills and capabilities. State/Ask: Letting go can be tough – can anyone tell me why? Skills and identity we developed in earlier stages of our careers may not be relevant and may be counterproductive in the new career. Adding-on: Recall the pipeline as we move from role to role the requirements for success change. New skills and techniques are called for. If we are struggling with letting go, we can miss the requirements. Preserve: According to Freedman, this is the most important aspect of transformation to pay attention to, but the most often missed. As a person transitions from role to role, care must be taken to preserve a balance – between work and home, between increasingly competing values. Share examples: The example in the workbook relates to the challenges faced by an entrepreneur as the organization he/she created. Let go…with respect and appreciation. Direct control over the entire value creation process, the ability to redirect the organization with just a few conversations, the mind-set of an individual pioneer, simplicity and infinite flexibility. Preserve…and build on a sense of purpose. A passion to create the future, to control your destiny, the mind set of an architect — with a desire to build something that continues on beyond your time of stewardship, a focus on what really matters, and agility. Add on…The ability to build a complementary team of leaders, and to give them the responsibility to lead, the ability to make change happen in a complex system, the mind set of a leader of leaders, complexity and structure. The Transformation Trilogy Source: Freedman 1998, 2006

Critical Transitions LET GO PRESERVE ADD ON Consider a recent transition you have made, are making, or will make. What do you have to: Let Go… Preserve … Add On … to achieve a successful transition? ADD ON PRESERVE Peer Discussion Consider the most recent transition you have made (or are making). In order to be a more successful leader going forward, what do you have to: Let go of? Preserve? Add on? Five minutes to write and ten minutes for each person to share with a peer. LET GO The Transformation Trilogy

Cycles of Adult Development Doldrums Cocooning Getting Ready Go For It New beginning Letting go Adapted from Frederic Hudson (1999)

Personal Development Plan (PDP) Name:________________________________ Date: _______________ Goal (Results expected – what you will do better): _______________________________________________________________________________________ Competencies (Specific skills or knowledge needed– what you want to develop or improve) Actions/Experiences (Methods of development - what actions you will take to develop these competencies) Resources (Help with your development – what resources or people will support your learning) Target Dates (Dates and timelines for implementing the plan and follow up actions) Measures of Achievement (What will success look like? How will I measure my progress? How will performance improve as a result of my development?) 14

Questions, Thoughts, Ideas, Challenges……. How can we help you Be more? www.fccservices.com Jay R. Lux Vice President of Talent Management jay.lux@fccservices.com 7951 East Maplewood Avenue, Suite 225 Greenwood Village, Colorado 80111 651.982.4568