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Welcome!

Welcome!. FEEDBACK: The Breakfast of Champions!. Cobie Langerak, Pres. ACCELAcore , LLC. MAY 11, 2018. “The leader of the past knew how to tell; the leader of the future will know how to ask and listen”. Peter Drucker

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  1. Welcome!

  2. FEEDBACK: The Breakfast of Champions! Cobie Langerak, Pres. ACCELAcore, LLC. MAY 11, 2018

  3. “The leader of the past knew how to tell; the leader of the future will know how to ask and listen”. Peter Drucker Leadership Is A Conversation!!

  4. WHY, HOW AND WHAT NEXT?

  5. FEEDBACK is How We Learn From Life: • our bodies • our relationships • our systems • our clients • Can be formal/informal, direct/indirect, blunt/opaque, encouraging/hurtful

  6. Deepen understanding of its pivotal value • 2/3 of leaders claim that absent or ineffective feedback gets in the way of optimal results: time, energy, work-arounds, compromises • 55% of employees feel their boss’ perception of them and their performance is inaccurate • There is on the average a 38% downward slip between a leader’s perception of him/herself and that of his/her direct reports (intention vs. impact) • Over-used strengths and low self-awareness/self-mastery are the top two leadership derailment factors • The singular hallmark of a high potential leader is the ability to learn well from past experience at a faster and more pro-active way than others • EQ exceeds IQ

  7. The Benefits According to Research? Lower Stress/Less Drama Stronger Relationships Heightened Job Satisfaction Better Reality Testing Clarity vs. Dissonance Maximized Trust Increased Collaboration Dynamic Creativity

  8. 2. Get through perceived barriers and roadblocks: What makes this so hard????

  9. What to do with all that data?

  10. High Risk /Low Trust Uneven Relationship Bad History Low Skill Confidence Typical Barriers to Giving and Receiving Feedback Impact ? Time/Task Tyranny Echo Chamber Effort?

  11. Note to Self:In which of these do I most often get stuck?

  12. The Dilemnas: When giving it, we think the receiver is not good at receiving it; when receiving it, we think the giver is not good at giving it! (all defense mechanisms get triggered)) It messes with our sense of truth and our sense of self (though the only thing we know about ourselves is that we don’t really know ourselves, outside of relationships) We conveniently tell ourselves other priorities are more urgent (kick the can downhill) **VERY REAL TENSION BETWEEN WANTING TO LEARN AND WANTING TO BE ACCEPTED AND OK!**

  13. So what can you do differently to have healthier outcomes? “We are always becoming who we will be”.

  14. Distilled? Decide who your audience is; Be clear about what matters! “How Will You Measure Your Life?”, C. Christensen 7/17 Most of our modern problems with leadership are born of distraction”

  15. 3. Move forward with competency and urgency FIRST:Commit/Reinvent your work THEN:Objectively heighten self-awareness: “Know Thyself” NEXT:Ask for help from trusted sources THEN:Intentionallyengage the group NEXT:Declare learning priorities LASTLY:Seek Feedback and Edit

  16. Leaders who don’t listen will eventually be surrounded by people who have nothing to say.” The process of becoming a great leader is grounded in self-discovery……

  17. Tips/Tools? Values, Ways of Working (i.e.,welcomed dissent), Team Insights, HARD Skills, Intentional Conversations, + Deltas, Check-Ins, Development Targets, Modeling, Shared Experiences, Affirmations

  18. Create an environment around you that ignites a culture of candor! Achieve Mastery Get Experienced Targets Worked On Become Familiar Time Spent

  19. Jump the S Curves : “Pathbending Leadership”* (*U C Berkeley Bus. School Dean) Results Time

  20. Continuously…Good things come to those who chase them! Results Time

  21. “When change on the inside is slower than the changes on the outside, the end of your usefulness is in sight”. Jack Welch

  22. Capability Maturity Model • Stage 5- Collaborative-integration and seamlessness between internal and external quality (optimizing/agile/innovative) • Stage 4-Portfolio Excellence- aligned functions and processes, and excellent execution across successful portfolios (integrated/analyzed) • Stage 3- Project Excellence-functions are aligned for effective execution (standardized) • Stage 2- Functional Excellence- excellence within but not across functions (unit performance) • Stage 1-Informal Management- informal practices driven by individual interpretations (individual performance)

  23. Embrace the honesty of the MissioNexusslogan: The success of my business is “too big to do alone, and too important not to do it together”.

  24. Your Thoughts?

  25. Table Discussion Questions: What is the most common roadblock for you that gets in your way of soliciting more feedback about your style or performance? Is it largely internal (i.e.. Fear, ego, skill), or external (i.e., time, context, relationship)? How could you change that? What is one action step you could incorporate as a leader that could accelerate the amount and/or quality of feedback you receive?

  26. See you next time! June8, 2018 - 7am

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