Massachusetts Bay Organizational Development Learning Group Remodeling Leadership Performance April

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Massachusetts Bay Organizational Development
Learning Group Remodeling Leadership
PerformanceApril 11, 2006Matthew
CarlenPrincipal Consultant, 7th Wave Consulting
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So, 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
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So, 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
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So, 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

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What 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
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Elements 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
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Elements 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
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Elements 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
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Elements 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
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Elements 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
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Elements 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
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Putting 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
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Leaders 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?
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Mother 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
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Leadership 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
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Leadership Maturity Model
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Leadership 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
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Learn 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
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Learn 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
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Picking 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
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Applications 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