Ednet_Strategies - Interaction Management : ® Strategies...

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Unformatted text preview: Interaction Management : ® Strategies for Strategies Effective Leadership Effective ® STR00532.OHS 1 © Development Dimensions Int’l, Inc., MMII. All rights reserved. If your organization is saying… We are trying to create a focused We curriculum to help leaders: curriculum • • • • • • STR00532.OHS 2 Build a high-performance organization Make vision and values come alive Retain key talent Build trust in the organization Coach more effectively Lead teams to optimal performance © Development Dimensions Int’l, Inc., MMII. All rights reserved. If your organization is saying… • • We want to build a high-involvement We workforce that functions with commitment and passion commitment We want to contribute to the We organization’s growth through people organization’s …think “Strategies for Effective Leadership” STR00532.OHS 3 © Development Dimensions Int’l, Inc., MMII. All rights reserved. Leadership Leadership Traditionalist Catalyst Tell Ask Compete Collaborate Control Involve Promote stability Promote innovation Make decisions Share decision making Protect info Provide info Generate ideas Champion others’ ideas Foster independence Foster teamwork Distrust Trust Fight fires Light fires (inspire) © Development Dimensions Int’l, Inc., MMII. All rights reserved. Interaction Management : Strategies for Effective Leadership Strategies ® The Empowering Leader Leadership: Facilitating Change Keeping Talent Leading Your Team to Optimal Performance Trust: Strengthening the Foundation Guiding the Development of Others Partnerships: Creating Synergy Coaching: Developing High Performance STR00532.OHS 5 © Development Dimensions Int’l, Inc., MMII. All rights reserved. Business Need • • • • • STR00532.OHS 6 Are your leaders change agents Are or victims of change? or Does productivity or team effectiveness Does decrease when changes occur at work? decrease Are group “turf wars” a problem? Are the company’s vision and values Are empty words? empty Do leaders focus employees’ learning so Do they contribute to the company’s success? success? © Development Dimensions Int’l, Inc., MMII. All rights reserved. Solution: Solution: Leadership: Facilitating Change Leadership: The Empowering Leader Leadership: Facilitating Change Keeping Talent Leading Your Team to Optimal Performance Trust: Strengthening the Foundation Guiding the Development of Others Partnerships: Creating Synergy Coaching: Developing High Performance STR00532.OHS 7 © Development Dimensions Int’l, Inc., MMII. All rights reserved. Four Phases of Change Initiation Disorientation Reorientation Integration STR00532.OHS 8 © Development Dimensions Int’l, Inc., MMII. All rights reserved. Leadership Roles for Leadership Facilitating Change Facilitating Leading Through Vision and Values Championing Continuous Improvement Building Business Partnerships Facilitating Learning STR00532.OHS 9 © Development Dimensions Int’l, Inc., MMII. All rights reserved. Business Need • • • STR00532.OHS 10 Do employees in the organization Do trust leaders? trust Are leaders aware of the untrustworthy Are behaviors they are exhibiting? behaviors Do leaders understand why trust is a Do business imperative and what strategies they should use to build or regain trust? they © Development Dimensions Int’l, Inc., MMII. All rights reserved. Solution: Solution: Trust:Strengthening the Foundation Trust:Strengthening The Empowering Leader Leadership: Facilitating Change Keeping Talent Leading Your Team to Optimal Performance Trust: Strengthening the Foundation Guiding the Development of Others Partnerships: Creating Synergy Coaching: Developing High Performance STR00532.OHS 11 © Development Dimensions Int’l, Inc., MMII. All rights reserved. Trust Traps • • • • • • STR00532.OHS 12 Making assumptions Covering yourself Breaking promises Shooting the messenger Mixing messages Sugarcoating © Development Dimensions Int’l, Inc., MMII. All rights reserved. Strategies for a High-Trust Workplace • • • • • STR00532.OHS 13 See it! Believe it! Talk it! Walk it! Teach it! © Development Dimensions Int’l, Inc., MMII. All rights reserved. Business Need • • • STR00532.OHS 14 Are employees struggling to keep their Are knowledge and skills up to date? knowledge Are leaders responsible for developing Are employees but have no idea how to begin? begin? How well do leaders measure and How monitor the progress of development objectives, and do they have behavioral data to help? data © Development Dimensions Int’l, Inc., MMII. All rights reserved. Solution: Guiding the Solution: Development of Others Development The Empowering Leader Leadership: Facilitating Change Keeping Talent Trust: Strengthening the Foundation Leading Your Team to Optimal Performance Guiding the Development of Others Partnerships: Creating Synergy Coaching: Developing High Performance STR00532.OHS 15 © Development Dimensions Int’l, Inc., MMII. All rights reserved. Key Concepts • • • STR00532.OHS 16 Developing others is a critical Developing role for leaders role Development is a shared responsibility Development is a process, not Development an event an © Development Dimensions Int’l, Inc., MMII. All rights reserved. Key Outcomes • • • • • STR00532.OHS 17 Practical process Techniques for collecting solid data Plan and practice key discussions Strategies to measure and monitor Tools, tools, tools! © Development Dimensions Int’l, Inc., MMII. All rights reserved. Development Cycle STR00532.OHS 18 © Development Dimensions Int’l, Inc., MMII. All rights reserved. Business Need • • • STR00532.OHS 19 Do leaders have a specific approach Do for developing high performers? for Are star performers leaving the Are company because they are not sufficiently challenged by their leaders? sufficiently Are leaders aware of the situational Are factors that influence they way they coach? © Development Dimensions Int’l, Inc., MMII. All rights reserved. Solution: Coaching: Developing High Performance The Empowering Leader Leadership: Facilitating Change Keeping Talent Leading Your Team to Optimal Performance Trust: Strengthening the Foundation Guiding the Development of Others Partnerships: Creating Synergy Coaching: Developing High Performance STR00532.OHS 20 © Development Dimensions Int’l, Inc., MMII. All rights reserved. The Interaction Process The DEVELOP CLARIFY AGREE OPEN CLOSE Check for understanding 21 Make procedural suggestions © Development Dimensions Int’l, Inc., MMI. All rights reserved. CheckPoints • • • • • • STR00532.OHS 22 Outcomes Benefits Barriers Approach Support Measurement © Development Dimensions Int’l, Inc., MMII. All rights reserved. Business Need • • • STR00532.OHS 23 Are your competitors trying to take Are away your best customers by partnering with them? partnering Are partnerships strained across Are your organization or do organizational silos exist? silos Do leaders understand their role in Do building business partnerships and employ strategies to ensure that they encourage partnerships? © Development Dimensions Int’l, Inc., MMII. All rights reserved. Solutions: Solutions: Partnerships: Creating Synergy Partnerships: The Empowering Leader Leadership: Facilitating Change Keeping Talent Leading Your Team to Optimal Performance Trust: Strengthening the Foundation Guiding the Development of Others Partnerships: Creating Synergy Coaching: Developing High Performance STR00532.OHS 24 © Development Dimensions Int’l, Inc., MMII. All rights reserved. Personal Strategies for Partnerships • • • • • • STR00532.OHS 25 Think expansively Be flexible Challenge assumptions Abandon the niche Redefine boundaries Realize the vision © Development Dimensions Int’l, Inc., MMII. All rights reserved. Business Need • • • STR00532.OHS 26 Are leaders spending too much time battling internal and external barriers? Are there skill gaps in teams that leaders still need to close? Do leaders understand their roles and know which is the most appropriate to use when? © Development Dimensions Int’l, Inc., MMII. All rights reserved. Solution:Leading Your Team Solution:Leading to Optimal Performance to The Empowering Leader Leadership: Facilitating Change Keeping Talent Leading Your Team to Optimal Performance Trust: Strengthening the Foundation Guiding the Development of Others Partnerships: Creating Synergy Coaching: Developing High Performance STR00532.OHS 27 © Development Dimensions Int’l, Inc., MMII. All rights reserved. Team Leader Roles • • • STR00532.OHS 28 Coach Developer Influencer © Development Dimensions Int’l, Inc., MMII. All rights reserved. Team Skills x Team Practices x Team Environment Team = Team Performance STR00532.OHS 29 © Development Dimensions Int’l, Inc., MM. All rights reserved. Business Need • STR00532.OHS 30 Your leaders understand their Your importance in keeping key players… but do they know how to do it? but © Development Dimensions Int’l, Inc., MMII. All rights reserved. Solution: Keeping Talent The Empowering Leader Leadership: Facilitating Change Keeping Talent Leading Your Team to Optimal Performance Trust: Strengthening the Foundation Guiding the Development of Others Partnerships: Creating Synergy Coaching: Developing High Performance STR00532.OHS 31 © Development Dimensions Int’l, Inc., MMII. All rights reserved. Business Need • • • STR00532.OHS 32 Do leaders fear they will lose power or Do control if they empower employees? control Are employees frustrated and Are de-motivated because they don’t feel challenged or empowered? feel Do leaders understand all the variables that impact empowerment—leadership that behaviors, job design, and systems and environment? © Development Dimensions Int’l, Inc., MMII. All rights reserved. Solution: Solution: The Empowering Leader The The Empowering Leader Leadership: Facilitating Change Keeping Talent Leading Your Team to Optimal Performance Trust: Strengthening the Foundation Guiding the Development of Others Partnerships: Creating Synergy Coaching: Developing High Performance STR00532.OHS 33 © Development Dimensions Int’l, Inc., MMII. All rights reserved. The Empowerment Arenas Leadership Job Design STR00532.OHS 34 Systems and Environment © Development Dimensions Int’l, Inc., MMII. All rights reserved. Results • • • • • • • STR00532.OHS 35 Greater workforce commitment Greater workforce involvement Continuous improvement Reduced cycle time Reduced costs Higher quality products, processes, Higher and services and Better business results © Development Dimensions Int’l, Inc., MMII. All rights reserved. thanks for inviting us… TQ00530.OHS 36 © Development Dimensions Int’l, Inc., MMII. All rights reserved. ...
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This note was uploaded on 01/13/2012 for the course MGT435 435 taught by Professor None during the Spring '11 term at Ashford University.

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