March 19, 2013 - 8:30 - Noon Holiday Inn Toronto Airport East Register Now! Spaces are limited. No charge
Leadership effectiveness is the major performance factor. Zenger Folkman's extensive research studies correlating 300,000 people's ratings of more than 35,000 managers with performance outcomes found these dramatic differences between the weakest and strongest leaders:
As outlined in Zenger Folkman's bestselling books, The Extraordinary Leader and How to Be Exceptional, ZF has built a uniquely powerful leadership development system using strengths-based leadership development, on a foundation of evidence-based approaches, producing a highly personalized development plan, that's built around a best of class 360 multi-rater tool.
Jim will give this "edutaining," interactive, and fast-paced overview:
Differentiating Competencies The 16 competencies within 5 clusters that define poor, ordinary, and extraordinary leadership performance. Highlighting the one key competency that has a direct and dramatic impact on employee engagement. This was the focus of ZF's book The Inspiring Leader: Unlocking the Secrets of How Extraordinary Leaders Motivate. The High Leverage of Building Strengths Why this is the only way to become an exceptional leader. How improving just three existing strengths can raise leadership performance to the 80th percentile. Critical Components of a Best-of-Class 360 Assessment Why 85% of Fortune 500 companies use multi-rater 360 feedback as part of their leadership development program. Ten keys to avoiding the common pitfalls that trap many 360 feedback tools and turn the experience into a negative one. Leadership Cross-Training When building on strengths often the best approach is to build around them. The research on using Companion Competencies as building blocks for developing a strength from good to great. Research Evidence on Follow Up Looking at the evidence for behavior change with no follow-up versus consistent follow-up after leadership development activities. Why The CLEMMER Group and Zenger Folkman Are Strategic Partners Five key reasons Jim and Jack have reconnected and their organizations are working together again. What Makes ZF's Leadership Development System Uniquely Powerful Four key differences that clearly sets Zenger Folkman system apart from the pack of consulting and training companies and their approaches. Draw for Signed Copies of How to Be Exceptional Find out how you can qualify for a draw for copies of ZF's ground breaking new book signed by the authors.
Differentiating Competencies The 16 competencies within 5 clusters that define poor, ordinary, and extraordinary leadership performance. Highlighting the one key competency that has a direct and dramatic impact on employee engagement. This was the focus of ZF's book The Inspiring Leader: Unlocking the Secrets of How Extraordinary Leaders Motivate.
The High Leverage of Building Strengths Why this is the only way to become an exceptional leader. How improving just three existing strengths can raise leadership performance to the 80th percentile.
Critical Components of a Best-of-Class 360 Assessment Why 85% of Fortune 500 companies use multi-rater 360 feedback as part of their leadership development program. Ten keys to avoiding the common pitfalls that trap many 360 feedback tools and turn the experience into a negative one.
Leadership Cross-Training When building on strengths often the best approach is to build around them. The research on using Companion Competencies as building blocks for developing a strength from good to great.
Research Evidence on Follow Up Looking at the evidence for behavior change with no follow-up versus consistent follow-up after leadership development activities.
Why The CLEMMER Group and Zenger Folkman Are Strategic Partners Five key reasons Jim and Jack have reconnected and their organizations are working together again.
What Makes ZF's Leadership Development System Uniquely Powerful Four key differences that clearly sets Zenger Folkman system apart from the pack of consulting and training companies and their approaches.
Draw for Signed Copies of How to Be Exceptional Find out how you can qualify for a draw for copies of ZF's ground breaking new book signed by the authors.
Development Distinctions: Training, Mentoring, and Coaching Six Steps to Building a Coaching Culture with Exceptional Leaders:
Development Distinctions: Training, Mentoring, and Coaching
Six Steps to Building a Coaching Culture with Exceptional Leaders:
1. Setting expectations that leaders will coach How to create coaching expectations Research showing the impact of coaching on employee engagement/commitment, "going the extra mile," feeling valued, and leadership effectiveness ratings What gets in the way of coaching 2. Creating structures and processes for coaches to follow Common coaching traps How improvement in many disciplines comes with structure The four-step FUEL process for a coaching conversation 3. Providing coaching skill development Unique challenges in coaching skill development Manager-Employee System: Creating Dependence versus Creating Empowerment and Growth What we've learned and seen 4. Bringing science and other best practices to coaching The 14 Differentiating Competencies of extraordinary coaches Learning from other research and disciplines Research on Motivational Interviewing and the practical lessons for coaching Keys to extraordinary coaching 5. Increasing “pull” opportunities and building organization capabilities Empower and encourage "coaches" to seek coaching The power of focusing on the "coachee's agenda and the coach asking for feedback Choosing a topic the "coachee" cares about 6. Monitor, measure, and strengthen coaching accountability Attributes of extraordinary coaches Building coaching culture and organization capabilities Monitoring coaching effectiveness
1. Setting expectations that leaders will coach
2. Creating structures and processes for coaches to follow
3. Providing coaching skill development
4. Bringing science and other best practices to coaching
5. Increasing “pull” opportunities and building organization capabilities
6. Monitor, measure, and strengthen coaching accountability
Draw for copies of The Extraordinary Coach: How the Best Leaders Help Others Grow
Register Now! Space is limited.
Briefing Agenda More on Leadership Development ~ More on Coaching Skills Development Client Feedback on Strengths-Based Leadership Development Client Feedback on The Extraordinary Coach
"You cannot build performance on weaknesses. You can build only on strengths. To focus on weakness is not only foolish; it is irresponsible. It is a misuse of a human resource." Peter Drucker, The Effective Executive
Traditional assessments and training needs analysis look for gaps and "improvement areas." And most 360 feedback tools also focus on finding and fixing weaknesses. These common approaches typically lead to:
Zenger Folkman's deep research shows very clearly that it's the presence of strengths - not the absence of weaknesses - that defines highly effective leaders. Building strengths is proving to be the only way to move from an average or ordinary leader to extraordinary or exceptional.
The CLEMMER Group is Zenger Folkman's new Canadian strategic partner (learn more at Strengths-Based Leadership Development Index). ZF is the world's premier provider of leadership research, assessment, development, and implementation systems. Jim Clemmer and Jack Zenger's training and consulting firms first partnered when they led The Achieve Group and Zenger Miller. In the past decade ZF has become renowned for its unique evidence-driven, strengths-based system developing extraordinary leaders and demonstrating the performance impact they have on organizations. It's a well developed and highly proven system that produces extraordinary results.
In a series of pre and post studies ZF looked at the impact of leaders choosing to fix weaknesses versus building on existing strengths. 12 to 18 months later the leaders who magnified their existing strengths showed two - three times more improvement in leadership effectiveness than leaders who worked on fixing their weaknesses.
What's especially remarkable is how obtainable extraordinary leadership is proving to be. A leader needs to develop just three existing strengths out of sixteen competencies to catapult his or her leadership effectiveness from the 34th to the 80th percentile!
Only 11% of employees listed their supervisors when asked "whom do you turn to for advice on problems at work?" Study on the need for improved coaching skills development
Organizational surveys show that most managers believe they are providing coaching to employees and score themselves high. However, most employees state they receive little coaching from their leaders and score their leaders low.
Leaders often fall into these common coaching traps:
When asked why they aren't providing more coaching managers will typically say I am overwhelmed and don't have enough time, my boss doesn't coach me, or my employees don't need coaching. Our research shows these are excuses coming from low performing leaders without coaching mindsets on wobbly foundations of weak coaching skills. Within the very same organization conditions and culture, working for the same senior leaders, with the same set of employees exceptional leaders provide extraordinary coaching - and deliver dramatically higher performance results than their lesser skilled peers.
Here are four of the main reasons many managers don't develop their coaching skills:
Register Now!
"Using ZF's 'cross training' approach; our leaders achieved an across-the-board improvement of close to 15% in their year-over-year employee commitment scores. Not only did our best leaders get better, but our 'average' leaders and even our poorest leaders showed marked improvement in their leadership effectiveness and employee commitment scores. This improvement was a critical factor in our qualifications for the Malcolm Baldrige award, which our division won." - Dee Thomas, HR Director, Boeing Aerospace Support
"The Extraordinary Leader research caused us to rethink our performance management philosophy. We revamped our process to orient it more toward building employees' strengths. The results have been remarkable. We now have a more balanced performance agreement, highlighting areas of strength, and significant problems that must be fixed. The biggest change has been in the energy people have for the performance management process. It is now something that most employees look forward to. How many companies can say that?" - Mary Settle, Vice President of Human Resources, BARD Access Systems
"...the path to greatness is really about building profound strengths, rather than through relentlessly focusing on one's weaknesses. " - Michael A. Peel, Yale University, Vice President, Human Resources and Administration "These past few years (ZF) have proven helpful in filling the gap from inspirational to practical 'how to' realities of leadership improvement. The difference is an unusual blend of credible and uncompromising research married with years of successful application with leaders and organizations. The result is innovative, at times challenging conventional wisdom, and ultimatelyuseful. I have seen talent in my organization engage and improve based on this work." - Kevin D. Wilde, VP, Organization Effectiveness and Chief Learning Officer, General Mills, author of Dancing with the Talent Stars: 25 Moves That Matter Now
"...the next evolution of focusing on strengths...compelling research to understand what it takes to become an exceptional leader. The insightful tools and developmental approaches help address fatal flaws and push your existing strengths over the edge to exceptional." - Linda Simon, Senior Vice President, Leadership and Organizational Development, DIRECTV
"My organization has benefited for years from Zenger Folkman's involvement in our Leadership Training Programs… we have seen that people are much more successful when we focus on improving their natural leadership strengths while minimizing their weaknesses." - Stephen K. Wiggins, EVP, Chief Information Officer, Blue Cross Blue Shield of South Carolina; coauthor, Picasso on a Schedule
"...lifting leadership effectiveness from the (somewhat pejorative) realm of ‘soft skills' to a plane that equates these competencies with ‘harder' disciplines in two ways: not only can these skills be learned, but they can have a similar impact on bottom-line results and employee performance. Leadership cross-training is an approach that can have a powerful impact on helping good leaders become exceptional ones." - Jaime Gonzales, Head of Professional Development, Jet Propulsion Laboratory
"A strong, empirically-based approach to cut right to the heart of the (coaching) issue to provide something both situationally-relevant and contextually profound…threads the needle between theory and anecdotal practice and provide perspective and tools that can benefit everyone from CEOs bent on changing culture to frontline managers plying their skills on the factory floor.” - Courtney Rogers, Executive Director, Human Resources and Talent, Amgen
"A powerful, yet digestible, framework to help leaders become the coaches they aspire to be: relationship-based, collaboration-oriented, change-focused, and FUEL-ed for success! Leaders in all types of organizations, and at all levels, will benefit from this insightful work.” - P. Artell Smith, Vice President, Human Resources, Hewitt Associates
"This critical leadership skill begins with a context of research, moves to the realities of the workplace, and then settles into a series of practical guidelines and examples.” - Ronald E. Galbraith, Chairman/Chief Consulting Officer, onFocus|Healthcare
"The concepts are profound and practical… provides the FUEL for our approach to creating a coaching culture at Associated Food Stores.” - Steve Jones, Manager, AFS University, Associated Food Stores
Briefing Agenda ~ Location More on Leadership Development ~ More on Coaching Skills Development Client Feedback on Strengths-Based Leadership Development Client Feedback on The Extraordinary Coach
Don't miss this very rare opportunity. No further briefings are planned.
