Title: Massachusetts Bay Organizational Development Learning Group Remodeling Leadership Performance April
1Massachusetts Bay Organizational Development
Learning Group Remodeling Leadership
PerformanceApril 11, 2006Matthew
CarlenPrincipal Consultant, 7th Wave Consulting
2So, what exactly is competency?
- Leaders are made not born
- Skills and knowledge, e.g.
- Knowledgeable about global markets
- Can provide meaningful feedback and coaching
- Developed through formal education, training,
coaching, and mentoring
Skills/ Knowledge
Skills/ Knowledge
Attributes
3So, what exactly is competency?
- Leaders are born not made
- Characteristics Personality Traits, aptitude,
e.g. - Charisma, empathy, goal orientation
- Self-concept, intrinsic motivations
- Not easily trained, although can be developed -
somewhat
Leader Attributes
Attributes
4So, what exactly is competency?
- There is no substitute for first-hand
experience - Job rotation
- Apprenticeship
- OJT
- The Knack (J. M. Juran)
- The unwritten rules that can only be garnered
through trial and error
E s s e n t i a l
E x p e r i e c e
5What else determines effectiveness?
- Ability determines potential not performance
- Capability - gating or enabling factor
- determines if the potential of ability can
realized
An Able Leader
Undocumented Process
Capability
6Elements of Capability
- Each of us is shaped by our environment
- Cultural influence
- Norms unwritten rules
- Organizational structure hierarchy, matrix,
autonomous - Adaptability openness to change, flexibility
- Everyone is a leader or Command control
Enabling Environment Culture
7Elements of Capability
- Each of us is shaped by our environment
- Environmental considerations
- Financial limitations
- Market fluctuations
- Demographics and geography
- Technological limitations
- Politics and regulations
- Type of industry
Enabling Environment Culture
8Elements of Capability
- Its déjà vu all over again
- Leadership processes and systems
- Strategy identification, deployment
communication - Leader selection, acquisition and succession
- Developmental initiatives - training, coaching
and mentoring - Process management
- Project management
Operational Organizational Systems and
Processes
Enabling Environment Culture
9Elements of Capability
- (Ya cant get they-ah from he-ah)
- Defined Organizational Strategy Objectives
- Clearly defined strategic direction
- Organizational alignment
- Established organizational goals and metrics
- Effective deployment of strategy
Defined Organizational Strategy Objectives
Operational Organizational Systems and
Processes
Enabling Environment Culture
10Elements of Capability
- Try squeezing water from a stone
- Resources Support
- Financial resources - budget
- Access to Information
- Tools/physical plant
- Human resources
Defined Organizational Strategy Objectives
Resources Support
Operational Organizational Systems and
Processes
Enabling Environment Culture
11Elements of Capability
- Just tell me what you want me to do
- Management Expectations
- Specified individual goals and metrics
- The law of inspection and expectation
- 1 predictor of performance (First, Break All
the Rules Gallup)
Management Expectations
Defined Organizational Strategy Objectives
Resources Support
Operational Organizational Systems and
Processes
Enabling Environment Culture
12Putting it all together
The interrelationship between ability and
capability results in Performance
E x p e r i e c e
E s s e n t i a l
Ability
Skills/ Knowledge
Leader Attributes
Management Expectations
Capability
Defined Organizational Strategy Objectives
Resources Support
Operational Organizational Systems and
Processes
Enabling Environment Culture
13Leaders and the Leadership System
What do we need our leaders to do?
- Premise
- A comprehensive leadership assessment should
provide a thorough examination of an
organizations entire leadership performance
system
What results can they achieve?
How does the Current leadership system affect
successful performance?
14Mother of all Maturity Models
- James Armitage, Ph.D. Principal Partner, 7th
Wave Solutions - - Co-developer CMM-SE
- - Co-developer of the LMM
Leadership Maturity Model 7th Wave Solutions
15Leadership Levels
Level 5 Strategic
- (Leading Organizational Direction)
- Developing organizational vision, goals,
decisions and maneuvers - (Leading Cross-Functionally)
- Breaking through stove-pipes to capture the
un-exploited potential of the organization - (Managing work)
- Leading individuals and teams through the
process and project framework of the organization - (Leading Others)
- Building capable teams and engaged employees
leading through relationship - (Managing oneself)
- Self-knowledge, control, discipline and
self-management
Level 4 Systemic
Level 3 Operational
Level 2 Synergistic
Leve1 1 Introspective
16Leadership Maturity Model
17Leadership Disciplines
- Strategic thinking, planning, deployment
- Customer/Strategy/Process focus
- Managing process/people/projects
- Team definition, facilitation
- Business knowledge, financial acumen
- Independent/Interdependent decisions
- Intrapersonal (self-knowledge), relationship
management
Strategy
Alignment
Operations
Teams/Collaboration
Business Sense
Decision Making
Emotional Intelligence
18Learn to Walk Before You Run
Performance gap Talent Acquisition Effectively
acquires employees with skills, knowledge and
experience to further the organization towards
its mission
Potential ability based root cause Decision
Making Utilizes decision making methods
appropriate to the situation
Dependency
Typical olution Send this leader to a Behavioral
Interviewing seminar
19Learn to Walk Before You Run
Performance gap Talent Acquisition Effectively
acquires employees with skills, knowledge and
experience to further the organization towards
its mission
Potential capability based root
cause Antiquated Hiring Requisition Process
So much red tape that competition is getting the
top players before you can make an offer
Typical olution Send this leader to a Behavioral
Interviewing seminar
20Picking up the TEMPO
Experience
Root Cause(s)
E s s e n t i a l
E x p e r i e c e
E s s e n t i a l
Training/education
Personal actions
Management expectations
Skills/ Knowledge
Leader Attributes
Management Expectations
Organizational limitations
Defined Organizational Strategy Objectives
Resources Support
Operational Organizational Systems and
Processes
Enabling Environment Culture
21Applications of the LMM
- For Leader Effectiveness
- Leader development
- Based on strategically aligned performance
requirements - Leadership program development
- Based on organizational performance gaps
- Management coaching/mentoring
- Targeted identifiable and measurable improvement
opportunities - Performance management
- Measurable improvement paths
- Aligned with organizational strategic direction
- Organization Strategic Growth and Performance
- Identifying performance gaps
- At both individual leader organizational levels
- Identifying root cause deficiencies affecting
leadership effectiveness - With the statistics to back it up
- Performance Management
- Measurable improvement paths
- Position profiling and recruitment
- Identify investment targets