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

2. 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

3. 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)

4. 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%

5. 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
©2011 Hogan Assessment Systems

6. 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

7. 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

8. 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

9. 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.

10. 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

11. 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

12. 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

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

14. 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

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