Vantage Talent Management Process
Turning Skilled Employees into Leaders
Dr. Katie Waller– President
Who Get’s Promoted
Defining Leadership • Who are some of the greatest leaders? • What made them great?
• What are the characteristics of great leaders?
4
Putting it Together Great Leader
Leadership Skills
High Performing High Potential
Where Do We Start? Know yourself Know your people Transition purposefully Invest in leadership development Monitor your investment Build your leadership bench 6
Know yourself - Company Understand vision, strategy, culture and goals • Why do we exist (purpose)? • What do we do (mission)? • Where do we want to go (vision)? • How will we get there (strategy/goals)? • How do we act (culture/values)?
7
Leadership Brand Statement Activity Brainstorm the following: • What results do you want to achieve in the next 12 months?
• What do you wish to be known for? • What do you NOT want to be known for? • What are some of your leadership characteristics? • Create and write down your leadership brand statement – “ I want to be known for being _____ so that I can deliver ______.” 8
Know your people Determine Talent/Leadership Requirements • What are our key positions? • Do we have the right people in them? • Are there any new/emerging roles/skills needed? • Who are our next generation of leaders? • What is their capability, capacity, and readiness? • Do they have behaviors that may inhibit growth? 9
Transition Leaders Purposefully Why do some new managers struggle? • They stay in their “comfort” zone…not leading • They manage everyone’s projects…not people • They develop themselves…not their team • They micromanage…they are still the expert
You only get one chance to make a 1st impression! 10
Transition Leaders Purposefully The First 30 Days… Leader of New Leader:
NEW LEADER:
• Meet with New Leader • Comprehensive “Interviews” and Team with Team and New Peers – Communicate Rationale/Expectations
– Background/Experience
– Acknowledge Team Successes
– Roles/Responsibilities
– Support New Leader
– What’s Working/What’s Not – Needs/Expectations
• Create “Planned Encounters” • Communicate Expectations (“10 Commandments”) 11
Transition Leaders Purposefully Ensuring a “Fast Start” for the Team • PLAN PLAN PLAN • Clarify Team Purpose • Map Work Processes • Define Roles & Responsibilities
• Determine Team Operating Principles • Set Goals & Metrics • OWNER 12
Transition Leaders Purposefully Keys to transitioning to leadership • Build Trust • Leverage Credibility and Experience • Empower and Motivate the Team • Clarify Expectations
• Delegate Effectively • Engage Others • Provide and Seek Feedback 13
Building Trust Activity Steps 1. Fold your page into 3 sections. 2. In each section answer the following questions: 1. Identify specific ways that you demonstrate that you “do what you say”? 2. List some of the ways you can show respect for knowledge, skills, and abilities of your employees and clients? 3. What actions can you take to ensure that your interactions with employees and clients are and will remain unguarded? 14
Invest in Leadership Development Assess skills and style • Should be done before promotion • Leverage proven assessments – – – –
360° Assessments Personality/Behavioral Leadership Style Cognitive/Thinking
• What are their short & long-term development areas? • What knowledge, skills, and experiences will accelerate their development? 15
Invest in Leadership Development • Power of the Story • Column 1: What was the challenge? • Column 2: What did you learn? • Column 3: What helped you overcome challenge?
16
Invest in Leadership Development Create a Targeted Development Plan • Leverage assessment data • Create a mix of experiential and traditional learning • Leadership = Relationships (balance competence and connection)
• What is Leader of the New Leader’s role in their development? • Assign an internal mentor or an external coach 17
Monitor Your Investment Set Leadership Goals • Ensure expectations are clear • Meet regularly with new leaders (focus more on the relationships than the work) • Seek feedback from the team and peers
• Follow-up with mentor/coach
18
Build Your Leadership Bench Determine leaders needed to fulfill our vision • Identify employees who demonstrate leadership potential
• Create a leadership pipeline training for potential leaders (book reviews work great) • Leverage them as mentors for new employees
• Create a contingency & long-term succession plan for key roles • Pipeline may need to include both internal and external candidates
19
Key Points to Remember Know yourself Know your people Transition purposefully Invest in leadership development Monitor your investment Build your leadership bench 20
Swimming with the Sharks
1. Survive with no physical injuries (mental maybe) 2. Survive wounded 3. Die
21
Dr. Katie Waller– President [email protected]
Dr. Katie Waller– President
Who Get’s Promoted
Defining Leadership • Who are some of the greatest leaders? • What made them great?
• What are the characteristics of great leaders?
4
Putting it Together Great Leader
Leadership Skills
High Performing High Potential
Where Do We Start? Know yourself Know your people Transition purposefully Invest in leadership development Monitor your investment Build your leadership bench 6
Know yourself - Company Understand vision, strategy, culture and goals • Why do we exist (purpose)? • What do we do (mission)? • Where do we want to go (vision)? • How will we get there (strategy/goals)? • How do we act (culture/values)?
7
Leadership Brand Statement Activity Brainstorm the following: • What results do you want to achieve in the next 12 months?
• What do you wish to be known for? • What do you NOT want to be known for? • What are some of your leadership characteristics? • Create and write down your leadership brand statement – “ I want to be known for being _____ so that I can deliver ______.” 8
Know your people Determine Talent/Leadership Requirements • What are our key positions? • Do we have the right people in them? • Are there any new/emerging roles/skills needed? • Who are our next generation of leaders? • What is their capability, capacity, and readiness? • Do they have behaviors that may inhibit growth? 9
Transition Leaders Purposefully Why do some new managers struggle? • They stay in their “comfort” zone…not leading • They manage everyone’s projects…not people • They develop themselves…not their team • They micromanage…they are still the expert
You only get one chance to make a 1st impression! 10
Transition Leaders Purposefully The First 30 Days… Leader of New Leader:
NEW LEADER:
• Meet with New Leader • Comprehensive “Interviews” and Team with Team and New Peers – Communicate Rationale/Expectations
– Background/Experience
– Acknowledge Team Successes
– Roles/Responsibilities
– Support New Leader
– What’s Working/What’s Not – Needs/Expectations
• Create “Planned Encounters” • Communicate Expectations (“10 Commandments”) 11
Transition Leaders Purposefully Ensuring a “Fast Start” for the Team • PLAN PLAN PLAN • Clarify Team Purpose • Map Work Processes • Define Roles & Responsibilities
• Determine Team Operating Principles • Set Goals & Metrics • OWNER 12
Transition Leaders Purposefully Keys to transitioning to leadership • Build Trust • Leverage Credibility and Experience • Empower and Motivate the Team • Clarify Expectations
• Delegate Effectively • Engage Others • Provide and Seek Feedback 13
Building Trust Activity Steps 1. Fold your page into 3 sections. 2. In each section answer the following questions: 1. Identify specific ways that you demonstrate that you “do what you say”? 2. List some of the ways you can show respect for knowledge, skills, and abilities of your employees and clients? 3. What actions can you take to ensure that your interactions with employees and clients are and will remain unguarded? 14
Invest in Leadership Development Assess skills and style • Should be done before promotion • Leverage proven assessments – – – –
360° Assessments Personality/Behavioral Leadership Style Cognitive/Thinking
• What are their short & long-term development areas? • What knowledge, skills, and experiences will accelerate their development? 15
Invest in Leadership Development • Power of the Story • Column 1: What was the challenge? • Column 2: What did you learn? • Column 3: What helped you overcome challenge?
16
Invest in Leadership Development Create a Targeted Development Plan • Leverage assessment data • Create a mix of experiential and traditional learning • Leadership = Relationships (balance competence and connection)
• What is Leader of the New Leader’s role in their development? • Assign an internal mentor or an external coach 17
Monitor Your Investment Set Leadership Goals • Ensure expectations are clear • Meet regularly with new leaders (focus more on the relationships than the work) • Seek feedback from the team and peers
• Follow-up with mentor/coach
18
Build Your Leadership Bench Determine leaders needed to fulfill our vision • Identify employees who demonstrate leadership potential
• Create a leadership pipeline training for potential leaders (book reviews work great) • Leverage them as mentors for new employees
• Create a contingency & long-term succession plan for key roles • Pipeline may need to include both internal and external candidates
19
Key Points to Remember Know yourself Know your people Transition purposefully Invest in leadership development Monitor your investment Build your leadership bench 20
Swimming with the Sharks
1. Survive with no physical injuries (mental maybe) 2. Survive wounded 3. Die
21
Dr. Katie Waller– President [email protected]
