Apostila de termos

8/11/2019 Apostila de termos

1/244

THE LEADERS WINDOWSM

Using the L4 SystemSM

To Build High Performing Teams

2008 John DW Beck. All Rights Reserved

1224 Mill Street, East Berlin, Connecticut 06023

Telephone (860) 828-2092 Fax (860) 828-2091


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Lead

ership&ProfessionalDevelopment

DevelopingpeopleISourbusiness

2008JohnDWB

eck.

AllR

ightsReserved

Accenture,

itslogo,andAccentureHighPerformanceDeliveredaretrad

emarksofAccenture.

TheLead

ersWindow

ASystemfor

MaximizingIndividualandTeamPerfo

rmance

Section1:Introduction


6/244

Develo

pingpeopleISourbusiness

2

2008,

JohnDWB

eck,

CharterO

akConsultingGroup,

Inc.

Introdu

ctions

Name

Whatyo

udoatAccenture

Someth

inguniquea

boutyou


7/244

Develo


3

2008,

JohnDWB

eck,

CharterO

akConsultingGroup,

Inc.

Purpos

e

Assess

yourleaders

hipstrengths

Develop

aplantobecomeamoreeffective

leader


8/244

Develo


4

2008,

JohnDWB

eck,

CharterO

akConsultingGroup,

Inc.

AtAcce

nture,wearecommitted

todevelopin

g

strongleadersatalll

evelsofourcompany.

The

AccentureL

eadershipS

tatement

The

AccentureL

eadershipC

ontributions

The

AccentureC

oreValues

https://publishing.accenture.com/leaders

hipdevelopme

nt/Start/

LeadershipDevelo

pmentatAccenture


9/244

Develo


5

2008,

JohnDWB

eck,

CharterO

akConsultingGroup,

Inc.

TheAc

centureLe

adershipS

tatement

JohnD.W.

Beck,

CharterOa

kConsultingGroup,

Inc.

Wedefinealeaderasa

nindividualwho

Deliv

ersresultsineachofthreeLeadershipContributionsValue

Creator,PeopleDeveloperandBusines

sOperator

Isar

olemodelwhoou

rpeoplechoosetofollowandworkwith

again

,respectingourCoreValuesandCodeofBusiness

Ethics

Sets

directionwithvisionandispassion

ateaboutourbusiness

Ispro

activeandmovesbeyondhis/hercomfortzoneinpursuitof

ourv

ision,

takingcalcu

latedrisks

Proje

ctsconfidence,optimismandener

gytoourpeopleinwhat

theycanachieve

Deve

lopsstrongande

ffectiveworkingr

elationshipsbase

don

mutu

alrespectandtru

st

Strivestomakeothers

succeed

Enga

gesourpeople,s

howinganactive

interestinothers

Isateamplayerwhoc

ollaborateseffectively

Show

scharacterunde

rpressure,menta

ltoughness,courageof

perso

nalconvictionan

dresilienceindealingwithadversity


10/244

Develo


6

2008,

JohnDWB

eck,

CharterO

akConsultingGroup,

Inc.

JohnD.W.

Beck,

CharterOa

kConsultingGroup,

Inc.

Wedefinealeaderasa

nindividualwho(cont.)

Takeschargeandmakestoughdecisions

Isan

effectivecommunicator

Demonstratesacand

oattitudewhenfacingcomplexity,

ambiguityandneedles

sbureaucracy

Isauthenticinhis/herleadershipstyle

Valuesandcreatesadiverseandinclus

iveworkenvironm

ent

Businessresultsareessentialbutnotsufficienttobeasuccessful

Accenture

leader.Therenee

dstobeabalanceacrossthethre

eareas

ofleadersh

ip(ValueCreator,PeopleDevelop

erandBusiness

Operator).

Ourdefinitionofleadershipisintendedtoenc

ourageindividualsto

developtheirownauthentic

style.

Weexpect

themtodeveloptheirown

leadership

beliefsintotheirownteachablepo

intofviewthatthey

articulatetoothers.

TheAcc

entureLead

ershipStatement(cont.)


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Develo


7

2008,

JohnDWB

eck,

CharterO

akConsultingGroup,

Inc.

JohnD.W.

Beck,

CharterOa

kConsultingGroup,

Inc.

ValueC

reator-gen

eratessusta

inable

shareholderandsta

keholdervalue

People

Developer-

createsastronglegacy

BusinessOperator-generatesprofits

TheAcc

entureLead

ershipContributions


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Develo


8

2008,

JohnDWB

eck,

CharterO

akConsultingGroup,

Inc.

TheAc

centureCo

reValues

JohnD.W.

Beck,

CharterOa

kConsultingGroup,

Inc.

ClientV

alueCreatio

n

BestPe

ople

Respec

tfortheIndividual

Integrity

OneGlobalNetwork

Steward

ship


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Develo


9

2008,

JohnDWB

eck,

CharterO

akConsultingGroup,

Inc.

Course

Objectives

Usethe

L4Systemasadiagnos

tictool

Identify

yourleaders

hipstrengthsandweakn

esses

Applysituationalanalysisandpe

rformance

contractingtools

Useskillsforcoachingteammembersandgiving

themfeedback

KnowhowtousetheLeadersW

indowtolea

d

individualsandteam

s


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Develo


10

2008,

JohnDWB

eck,

CharterO

akConsultingGroup,

Inc.

WhatsSoImportantAboutDeve

loping

OurPeo

ple?

W

henwasthelasttimeyou

Changedsom

eoneslife?

Talkedwithsomeoneabout

their

aspirations?

Helpedsomeoneseethatth

ey

couldbemorethanthey

imagined?

Reallylistenedtoyourteam?

Showedyour

passion?

Challengedsomeonetodothe

impossible?


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Develo


11

2008,

JohnDWB

eck,

CharterO

akConsultingGroup,

Inc.

PeopleDevelopmen

tShouldHap

pen

Everyda

y

Developingpeopleisnotsomethingwe

doinaroomonceinawhileawayfrom

thework.

Instead,weshoulduse

the

dailyworktodeveloppeople.

Bydoing

so,

Weleverage

ourpeoplesskillsto

createevenhighervaluefor

Accentureandourclients,aswellas

torunthebu

sinesseffectively

and

efficiently.

Ourpeopled

evelopandbecome

moreengaged,astheyseeth

eir

contributioncounting.

You,astheir

supervisor,arethenable

tospendmoretimeonthethin

gsthat

motivateyou

.


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12

2008,

JohnDWB

eck,

CharterO

akConsultingGroup,

Inc.

People

Developm

entResources

Topreco

mmendedleadershipandpe

rsonaldevelop

ment

courses

https://mylearning.accenture.com/accenture/m

ylearning/mylearning.asp?sitemapkey=LEAD_

HOME&uid

=LEAD_

H

OME_

20060918162104.xml

Leadersh

ipHomePage

inmyLearning

https://mylearning.accenture.com/accenture/m

ylearning/mylearning.asp?sitemapkey=LEAD_

HOME&uid

=LEAD_

H

OME_

20060919134944.xml

Continuo

usLearningfo

rPeopleDeve

lopersblog

https://experts.ac

centure.com/discussions1/Organizations/CapDevKM/Con

tinuousLearningforPeopleDevelopers/Lis

ts/Posts/AllPosts.aspx


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13

2008,

JohnDWB

eck,

CharterO

akConsultingGroup,

Inc.

WhyLeadership?

Leadership

Perf

ormanceDev

elopment

Persona

limpactonbottom-linesuc

cess


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Develo


14

2008,

JohnDWB

eck,

CharterO

akConsultingGroup,

Inc.

Develo

pmentRipple S

ELF

INDIVIDUAL

TEAM

ORGANIZATION


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Develo


15

2008,

JohnDWB

eck,

CharterO

akConsultingGroup,

Inc.

Agenda

Day1

Introduc

tion

HighPe

rformingTeams

L4Style

s

Leaders

hip4Individ

ual

Excellence

IncreasingLeader

Effectiveness

SituationalAnalysis

Day

2

L4SelfFeedback

Per

formance

Contracting

Per

formance

Development

L4Group

Development

The

LeadersW

indow

Conclusion


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16

2008,

JohnDWB

eck,

CharterO

akConsultingGroup,

Inc.

Course

Guideline

s

Participateactively

Sharee

xperiencesandideas

Honortimeframes

Enjoyth

eprocess!


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Develo


18

2008,

JohnDWB

eck,

CharterO

akConsultingGroup,

Inc.

L4Self

Assessmen

t

Comple

tetheL4Se

lfLeadershipStyle

Assessment

Handin

foruselaterinthecours

e


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Leadership&ProfessionalDevelopment


2008JohnDWBeck.AllR

ightsReserved

Accenture,itslogo,andAccentureHighPerformanceDeliveredaretrademarksofAccenture.

TheLea

dersWindo

w

Section2:HighPerformingTeams


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2

2008,JohnDWBeck,CharterO

akConsultingGroup,Inc.

Groups->Teams

Anassignmentthat

requirestea

mwork:

What

doyouneed

todototurn

yourgroup

into

ateam

?

Howt

obereadyforanythingw

emightask

you

todo?


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27/244


4



Whathinde

redyourabilitytowork

together?

Whathelpedyo

urgroupworkasateam?

Teamw

ork


28/244


5



Teamwork

Whate

nabledyour

teamstoimprove

perform

ance?

Teamw

ork(cont.)


29/244


6



HighP

erformingTeams

Mission

Goals

Roles

Leadership

Commun

ication

Decision

-making

Systems

/Processes

Rewards

/Recognition

Climate


30/244


7



YourT

eamsChallenges

Problem

sthatneed

tobefixed

Opportu

nitiesforimprovement


31/244


8



Teamw

ork@Acc

enture

Problem

syouexperienced

Solution

s


32/244


33/244



2008JohnDWBeck.AllR

ightsReserved


TheLea

dersWindo

w

Section3:Leadership4

Styles


34/244


2



Leaders

hip4HighP

erformingTeams

Introdu

ction

The

The

S

ystem

S

ystem


35/244


3



NotLea

dershipforitsOwnSake

Behavio

rsforHavingaPersonalImpacton

Organiz

ationalPerfo

rmance

Perform

anceisth

eBottomL

ine


36/244


4



Organiz

ationalEffec

tiveness

Practica

lWaystoEm

powerPeopletoPerform

totheBestofTheirPotential

Managementwith

Leadership


37/244


5



WhatdotheBestLe

adersdo?

WhatdotheWorstLeadersdo?

Leader

shipinYourOrganiza

tion


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8



Leader

shipandD

ecision-ma

king

High

Low

High

S1

S3

S2

S4

Participation

Leaders

Responsibility

Mem

bers

De

cide

WithS

upport

Leader

Decides

WithIn

put

Mem

bers

De

cide

Al

one

Leader

Decides

Alone


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42/244


10



Howist

heDecision

Made?

WhoisInvolvedinM

akingit?

HowDo

PeopleParticipate?

AreDec

isionsMade

Alone?

AreDec

isionsMade

WithOthers

Involved?

Participation


43/244


11



Leader

shipandD

ecision-ma

king

High

Low

High

S1

S3

S2

S4

Participation

Leaders

Responsibility

Mem

bers

De

cide

WithSupport

Leader

Decid

es

WithIn

put

Mem

bers

De

cide

Alone

Leader

Decid

es

Alon

e


44/244


12



Leader

shipandC

ommunication

Active

Limited

Active

Liste

ning

Active

onBoth

Lim

ited

onBoth

Active

Influenc

ing

Leaders

Responsibility

Participation

Leaders

Responsibility

Active

S1

S3

S2

S4

Influencing

GivingInformation

Listening

S

eeking

Inf

ormation


45/244


13



GivingInformation

Directions

What

When

How

Advice

Sug

gestions

Expla

nations

Why

Consequences

Pay

offs

Pitfalls

Feedback

Influen

cing


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14



Seeking

Information

Payin

gAttention

EncouragingOpen

ness

Verbal

Non-Verbal

Askin

gQuestions

Open

Clo

sed

ReflectingKeyPoints

ParaphrasingTho

ughts

Em

pathizingwith

Feelings

Summarizing

Listening


47/244


15



LeadershipandC

ommunication

Active

Limited

Active

Liste

ning

Active

onBoth

Lim

ited

onB

oth

Active

Influenc

ing

Leaders

Responsibility

Part

icipation

Leaders

Responsibility

Active

S1

S3

S2

S4

Influencing

GivingInformation

Listening

S

eeking

Information


48/244


16



Leader

shipandR

ecognition

Seeking/

Accep

ting

Suppo

rt&

Guida

nce

Providing

Input

toDecisio

n

Making

Assum

ing

Responsibility

Succes

sfully

Complyin

g

with

Direction

sS1

S3

S2

S4


49/244


17



Valuing

Behaviors

Formally

Informally

DifferentfromSuppo

rt

NotscaledfromLow

toHigh

KeyCom

ponentofA

ll4Styles

Recognition


50/244


18



Leader

shipandR

ecognition

Seeking/

Accep

ting

Support&

Guida

nce

Providin

g

Input

toDecision

Making

Assuming

Respon

sibility

Succes

sfully

Complying

with

Direction

sS1

S3

S2

S4


51/244


19



Leader

shipStyles

High

Low

H

igh

DirectiveBehav

ior

HighS

upport

TheLeader

SupportsT

eamMembers

DecisionM

aking

ListensActively

GivesRecognition

forSeeking

Advice

HighSupport

HighDirection

Dec

ideswithInput

ListensandInfluences

GivesRecognitionfor

Mak

ingRecommendations

TheL

eader

LowS

upport

LowD

irection

LetsTeam

Members

DecideAlo

ne

MaintainsLimited

Communic

ation

GivesRecognitionfor

AssumingResponsibility

TheLeader

TheLeader

S3

S2

S

4

S1

Dec

idesAlone

TellsWhat,When,Why,

and

How

GivesRecognitionfor

Com

plying

HighDirection

Supportive

Beha

vior


52/244


20



Whichb

ehaviorsdo

yourelyonwhenyouare

inaleadershiprole?

Whatstylesdoyouusewithyourpeople?

HowDoYouLead

?


53/244


21



UseAll4

Mainsty

le=strength

Overuse

=weakness

MostM

anagers


54/244


22



Ineffectiv

e

Over

A

ccommodating

Over

Involving

Abdicating

Dominating

1S

3S

2S

4

S

Effective

Developing

Problem

Solving

Delegating

Directing

1S

3S

2S

4S

StyleE

ffectivenes

s


55/244


56/244


24



StylesofW

ell-Known

Leaders

Identify

examplesof

worldleaderswhouse

eachstyle

Who?

What

dotheydo?

Ifyoucantthinkofp

ublicfigures

,identify

examplesfrommoviesortelevision

Styles

ofWell-kno

wnLeaders


57/244


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Lead

ership&ProfessionalDevelopment


2008JohnDWBeck.AllR

ightsReserved

Accenture,itslogo,andAccentureHighPerformanceDeliveredaretrad

emarksofAccenture.

TheLea

dersWindo

w

Section4:Leadership4

Individual

Excellence


59/244

Develo


2



Teamwo

rk=Individua

ls+GroupDy

namics


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4



WithC

onsistency

Dec

isionMaking

-->Communicationand

Rec

ognition

WithoutMixedMessages

Developing

Problem

Solvin

g

Deleg

ating

Directin

g

1S

3S

2S

4S

Key#1

:UseAll4

Styles


62/244

Develo


5



Leaders

hipbyAnticipation

Frustration

Empo

werment

Deve

lopment

Interv

ention

Individ

ualKey#2


63/244

Develo


6



1 4Directing

WorkingAlone

(Delegating/Abdicating)

S S

1S

3S

2S

4S

Reality

(Perceptio

ns)


64/244

Develo


7



4De

legating/Abdicating(WorkingAlone)

S1Directing

S1Do

minating

SFrustra

tion

1S

3S

2S

4S


65/244


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Develo


9



WhatDoYo

uDoNext?

ActiveListeningisaCriticalSkill

DevelopingPeople

DiagnosingProblems

All4Styles

areNeeded

Consiste

ntPatterns

1S

3S

2S

4S

Style3

=PivotPo

int


67/244

Develo


10



TreatAllPe

opletheSam

e?

Predictability

Flexibility

OnlyGoAs

FarAround

AsYouHaveTo

Predictability+Fl

exibility

1S

3S

2S

4S


68/244

Develo


11



Empowering?

Clear

Expectations

?

Deleg

atingRespon

sibility?

SupportAsNeeded?

Open

+DecisiveW

henNecessary?

Frustrating?

HowAreYouPerceived?


69/244

Develo


12



HowFar

AroundDoYouGo?

TwoPatternsHelpYouAnticipate

DevelopmentCycle

InterventionCycle

Anticip

ation


70/244


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Develo


14



1

1forOn-the-Job

Training

1-4-3-

2forProblem

Solving

1-4-3forDe

veloping

1-4fo

rDelegating

Develo

pmentSteps

4

1

2

3

4

1

2

3

4

1

2

3

4

1

2

3


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Develo


21



1

2

3

Goals

Job

1

2

3

4

5

Task

s

Potential

Ability+Motivation

JohnD.W.

Beck,

CharterOak

ConsultingGroup,

Inc.

Task-S

pecificPotential


79/244

Develo


22



Ability

Tech

nicalSkills

InterpersonalSkills

Ma

nagingPeople

JobKnowledge

Orga

nizationalKnowledge

Po

wertoDeliver

Motivation

Interest

Confidence

Willin

gnesstoAss

umeResponsibility

Align

mentWithOrganizationalGoals

Perform

ancePote

ntialChecklist


80/244


81/244

Develo


24



4P

Ability

plus

Motivation

H

igh

Moderate

Low

Ability

Motivation

Potential

2M2A2

JohnD.W.

Beck,

CharterOak

ConsultingGroup,

Inc.

WindowofPotential(1of6)

2 2

0 0

1 1


82/244


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Develo


26



4P

3P

2P

Ability

plus

Motivation

H

igh

Moderate

Low

Ability

Motivation

Potential

2 2

0 0

1 1

JohnD.W.

Beck,

CharterOak

ConsultingGroup,

Inc.

2M

0A

2M

1A

1M

2A

0M

2A

1M

1A

2M2A



84/244

Develo


27



4P

3P

2P

1P

Ability

plus

Motivation

H

igh

Moderate

Low

Ability

Motivation

Potential

2 2

0 0

1 1

JohnD.W.

Beck,

CharterOak

ConsultingGroup,

Inc.

2M

0A

2M

1A

1M

2A

0M

2A

1M

1A

2M2A

1M

0A

0M

1A



85/244

Develo


28



0P

4P

3P

2P

1P

Ability

plus

Motivation

H

igh

Moderate

Low

Ability

Motivation

Potential

2 2

0 0

1 1

JohnD.W.

Beck,

CharterOak

ConsultingGroup,

Inc.

0M

0A

2M

0A

2M

1A

1M

2A

0M

2A

1M

1A

2M2A

1M

0A

0M

1A



86/244


87/244

Develo


30



Aretherepartsofyo

urjobwhere

youwould

assessyourselfasP

4?

P3?

P2?

P1?

P0?

YourP

otential


88/244

Develo


31



DontPigeonhole

DontAs

sessthePerson

AssessthePersons

AbilityandM

otivation

ARang

eisNorma

l


89/244

Develo


32



MatchStylestoPotential

E

ffective

Perf

ormancePotential

Developin

g

Problem

Solving

Delegatin

g

Directing1S

3S

2S

4S

P4

0P

4P

3

P

2P

1P


90/244

Develo


33



0P

4P

3

P

2P

1P

1-4inP

4Situations

E

ffective

Developin

g

Problem

Solving

Delegatin

g

Directing1S

3S

2S

4S

Perf

ormancePotential


91/244

Develo


34



1-4-3in

P3Situati

ons

E

ffective P

roblem

Solving

1S

3S

2S

4S

P4

0P

4P

3

P

2P

1P

Perf

ormancePotential

Developin

g

Delegatin

g

Directing


92/244

Develo


35



1-4-3-2

inP2Situa

tions

E

ffective P

roblem

Solving

Directing1S

3S

2S

4S

0P

4P

3

P

2P

1P

P4

0P

4P

3

P

2P

1P

Perf

ormancePotential

Developin

g

Delegatin

g


93/244

Develo


36



1inP1

SituationsE

ffective

Developin

g

Problem

Solving

Delegatin

g

Directing1S

3S

2S

4S

P4

0P

4P

3

P

2P

1P

Perf

ormancePotential


94/244

Develo


37



MatchStyles+HRE

ffective

Developin

g

Problem

Solving

Delegatin

g

Directing1S

3S

2S

4S

P4

HRStrategies

Training

Reassignment

Task

Pers

on

Selectio

n

0P

4P

3

P

2P

1P

Perf

ormancePotential


95/244

Develo


38



EffectiveLeadership

#1:A

ll4Styles

#2:A

nticipation

Em

powerment:1

-4-3-2

De

velopment

Intervention

#3:A

nalysis:A+M=P=>S

Perform

ance


96/244


97/244



2008JohnDWBeck.AllR

ightsReserved


TheLea

dersWindo

w

Section5:IncreasingLe

aderEffectiveness


98/244


2



TheL4

Game

Develop

ingAccuracyandSpeed

Analyzin

gleadership

problems

Prescrib

ingleadersh

ipactions


99/244


3



Howto

PlaytheL4Game

Players

Guide

Manage

rsGuide

Rules

Questions


100/244


4



MatchingStylestoPotential

AssessPerformance

Potential

Ability

Motivation

SelectL

eadershipStyle

Howf

artogo?


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5



MatchingStylestoPotential

(cont.)

E

ffec

tive

Perf

ormance

Po

tent

ial

Deve

lopin

g

Pro

blem

So

lving

De

lega

tin

g

Direc

ting1S

3S

2S

4S

P4

0P

4P

3

P

2P

1P


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6



L4GameD

ebrief

Secrets

ofSuccess

Whatdo

youwantto

rememberaboutusing

therig

htstyles

atthe

righttimes

withtherightpeople?

L4Gam

eDebrief


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7



Wha

thindere

dyoura

bility

towor

ktoge

ther?

Wha

the

lpe

dyourgroupworkasa

tea

m?

Teamw

ork


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9



HighEnergyTeamsatA

ccenture

Whatcircumstances

producedth

esituation?

Whowa

sinvolved?

Whatroledidthelea

derplayinm

akingthisa

high-energyexperience?

HighEnergyTeam

satAccen

ture


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2



SituationalAnalysis

AToolForLeading

Downwardo

rSideways

NotFor

AnalyzingE

verySituatio

n

OnlyUs

eWithPerfo

rmancePro

blems

4Steps


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4



SituationalAnalysisProcess(1of6)

Specifyt

heProblem

Goals

Tasks

IdentifytheMainStyleThatsNeeded

DiagnosePerformance

Potential

Ability

+Motivation

Determin

etheActualS

tyle

TakeCorrectiveAction

MainStyle

De

velopment

Intervention

Action

Plan

Em

powerment:1

-4-3-2


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6




Specifyt

heProblem

Goals

Tasks


DiagnosePerformance

Potential

Ability

+Motivation

Determin

etheActualS

tyle


MainStyle

De

velopment

Intervention

Action

Plan

Em

powerment:1

-4-3-2


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7




Specifyt

heProblem

Goals

Tasks


DiagnosePerformance

Potential

Ability

+Motivation

Determin

etheActualS

tyle


MainStyle

De

velopment

Intervention

Action

Plan

Em

powerment:1

-4-3-2


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8




Specifyt

heProblem

Goals

Tasks


DiagnosePerformance

Potential

Ability

+Motivation

Determin

etheActualS

tyle


MainStyle

De

velopment

Intervention

Action

Plan

Em

powerment:1

-4-3-2


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9




Specifyt

heProblem

Goals

Tasks


DiagnosePerformance

Potential

Ability

+Motivation

Determin

etheActualS

tyle


MainStyle

De

velopment

Intervention

Action

Plan

Em

powerment:1

-4-3-2


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10



TheSta

nley-Burke

Case

Review

ChrisStanle

ysPerceptionofMacBurke

Walkth

roughtheSituationalAnalysisproces

s

asacla

ss


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12



Situatio

nalAnalysisDebrief

Anyquestionsabou

ttheSituatio

nalAnalysis

process

?

Anycasesthatarestillunresolved?

Finalpo

intDonot

stopataglo

balassessm

ent

ofapersongettingdowntothegoalANDt

ask

levelarenecessary

tofindactionableissues.


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Telephone (860) 828-2092 Fax (860) 828-2091 www.cocg.com

SITUATIONALANALYSIS Copyright 2005, John D.W. Beck

T H E L4 S Y S T E M


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4. ACTION PLAN To change from your actual style to the ideal style, use the 1-4-3-2 cycle

to identify all of the actions you need to do more of or less of to help this person perform to

the best of his/her potential.

S1= Giving Information, Clarifying Expectations

S4=Delegating Authority, Recognizing the Taking of Responsibility

S3=Listening, Providing Support in any area of Ability or Motivation

S2=Making Decisions based on Recommendations

OVER

ACCOMMODATING

OVER

INVOLVING

ABDICATING DOMINATING

DEVELOPINGPROBLEM

SOLVING

DELEGATING DIRECTING

S4

S3

S1 S4

S3

S1

S2S2

3. ACTUAL STYLE What style

are you using for each task?

T1 S __ ________________

T2 S __ ________________

T3 S __ ________________

T4 S __ ________________

MORE OF LESS OF

T1 _______________________________________________

_______________________________________________

T2 _______________________________________________

_______________________________________________

T3 _______________________________________________

_______________________________________________

T4 _______________________________________________

_______________________________________________

T1 _______________________________________________

_______________________________________________

T2 _______________________________________________

_______________________________________________

T3 _______________________________________________

_______________________________________________

T4 _______________________________________________

_______________________________________________


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For more information about Charter Oak services and products,

please write, call, or email:




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2008JohnDWBeck.

AllR

ightsReserved

Accenture,

itslogo,andAccentureHighPerformanceDeliveredaretrademarksofAccenture.

TheLea

dersWindo

w

Section7:Day2IntroandL4SelfFeedback


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2

2008,

JohnDWBeck,

CharterO

akConsultingGroup,

Inc.

Day1Review

SELF

INDIVIDUAL

TEAM

ORGANIZATION


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3

2008,

JohnDWBeck,

CharterO

akConsultingGroup,

Inc.

Day2Agenda

L4Self

Feedback

Perform

anceContra

cting

Perform

anceDevelopment

L4GroupDevelopm

ent

TheLeadersWindo

w

Conclusion


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4

2008,

JohnDWBeck,

CharterO

akConsultingGroup,

Inc.

L4SelfFeedback

DataSheets

SelfPro

file

Styles@

Potential

RelativeProfiles

ComparedtoAccen

ture

Comparedtoacros

s-section

Worsta

ndBestLea

derProfiles


130/244


5

2008,

JohnDWBeck,

CharterO

akConsultingGroup,

Inc.

DataSheets

5cases

@e

achlevelofpotentia

linrows

4styles

incolumns

Transfe

ranswers

Addsubtotals=25points

Calcula

tetotals=100points


131/244


6

2008,

JohnDWBeck,

CharterO

akConsultingGroup,

Inc.

YourS

elfProfile

Page1:totalstocornersofeachwind

ow

Leade

rshipbehaviors

ineach

Main:

highest

Backu

p:15%

Limite

d:below15%

Page2:highlight->rea

daboutyourself

Discussquestionsatto

pofpage2:

Isthis

whatyoureally

doorwhatyou

thinkyoushoulddo?

Isthis

therightmixof

stylesforthepeoplewhowork

for

you?


132/244


7

2008,

JohnDWBeck,

CharterO

akConsultingGroup,

Inc.

Style@

Potential

Pages3-6:

Trans

fersubtotals

Perce

ntages:multiply

by4

Effect

iveness:

matches=4

2nd

best=3

Readexplanations

Takefee

dbackwithag

rainofsalt

Discusshighest/lowest:why?


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8

2008,

JohnDWBeck,

CharterO

akConsultingGroup,

Inc.

Compa

risontoAccentureProfile

Page1:Compareyourpercenta

gestoother

managersatAccenture

Nearthemean:blen

din

Atthe

highend:ove

r-using

Atthe

lowend:unde

r-using


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9

2008,

JohnDWBeck,

CharterO

akConsultingGroup,

Inc.

AccentureOrganizationalSe

lf

20

%

S3

S2

S4

S1

48%

17

%

15%

0-55

4-95

0-48

0-81

Developing

Prob

lem

Solv

ing

Direc

ting

Delegati

ng


135/244


10

2008,

JohnDWBeck,

CharterO

akConsultingGroup,

Inc.

Compa

rativeProfiles

Page7:Compareyour

percentagestomanagersfro

m

hundredsoforganizatio

ns

Circleyo

urpercentagesineachcolum

n-estimateif

yoursisn

tthere

Connect

the4circles->linegraph

75thp

ercentile:main

Betwe

en25thand75

th:back-up

Below

25th:limited

Page8:highlightyourparagraphs

Discussquestionsonthetopofpage

8:

Comp

arisontoprofile

onpage2?

Abetterreflectionofyourstyles?


136/244


11

2008,

JohnDWBeck,

CharterO

akConsultingGroup,

Inc.

WorstandBestL

eaders

Pages9

-10:Yourworstandbes

tleaders

Distribu

te100%poin

ts

What

didyourworstleaderdo?

Yourbestleader?

Datato

Worksheets

->add->su

bmit

Worsta

ndBeststories


137/244


12

2008,

JohnDWBeck,

CharterO

akConsultingGroup,

Inc.

AccenturesWors

tLeaders 1

4%

S3

S2

S4

S1

08%

41%

37%

Ove

r-

Accomm

odating

Over-Involving

Dom

inating

Abdica

ting


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13

2008,

JohnDWBeck,

CharterO

akConsultingGroup,

Inc.

AccenturesBest

Leaders 2

1%

S3

S2

S4

S1

36%

15%

28%

+7

+28

-26

-9D

eveloping

Pro

blem

So

lving

Dire

cting

Delega

ting


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2004, John DW Beck, Charter Oak Consulting Group, Inc.

L4 SELFworksheet

Group _______________

Directions: Record each person's name and L4 Self scores in the spaces below. Then add

each column. Please be sure that your totals are multiples of 100 (400 for a 4 person group,

500 for a five person group, etc.)

Name S1 S2 S3 S4

_________________________ _____ _____ _____ _____

_________________________ _____ _____ _____ _____

_________________________ _____ _____ _____ _____

_________________________ _____ _____ _____ _____

_________________________ _____ _____ _____ _____

_________________________ _____ _____ _____ _____

_________________________ _____ _____ _____ _____

_________________________ _____ _____ _____ _____

_________________________ _____ _____ _____ _____

_________________________ _____ _____ _____ _____

_________________________ _____ _____ _____ _____

_________________________ _____ _____ _____ _____

_________________________ _____ _____ _____ _____

_________________________ _____ _____ _____ _____

_________________________ _____ _____ _____ _____

_________________________ _____ _____ _____ _____

_________________________ _____ _____ _____ _____

TOTALS _____ _____ _____ _____

AVERAGES _____ _____ _____ _____


141/244

2004, John DW Beck, Charter Oak Consulting Group, Inc.

WORST/BESTworksheet

Group _______________

Directions: Identify each person in your group with a letter. Record Person A's WORST percentages at the top of

the page and BEST percentages at the bottom. Repeat this for each person in your group. Then add each column.

Be sure that your totals are multiples of 100 (400 for a 4 person group, 500 for a 5 person group, etc.).

WORST S1 S2 S3 S4

A. _____ _____ _____ _____

B. _____ _____ _____ _____

C. _____ _____ _____ _____

D. _____ _____ _____ _____

E. _____ _____ _____ _____

F. _____ _____ _____ _____

Totals: _____ _____ _____ _____

BEST S1 S2 S3 S4

A. _____ _____ _____ _____

B. _____ _____ _____ _____

C. _____ _____ _____ _____

D. _____ _____ _____ _____

E. _____ _____ _____ _____

F. _____ _____ _____ _____

Totals: _____ _____ _____ _____


142/244

L E A D E R S H I P 4

HIGH PERFORMINGTEAMS

Developed by John D.W. Beck, Tony C. Daloisio, and Jonathan Spiegel

LEADERSHIP 4, L4 and are trademarks of COCG, Inc.

Copyright 1987, John D.W. Beck

L4 SELFSCORING KEY


Telephone (860)828-2092 l Fax (860) 828-2091 l www.cocg.com


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144/244

L4SELF DATA SHEET

Record your responses

to cases 3, 14, 8, 17 and11. Then subtotaleach column.

3 B _______ C _______ D _______ A _______14 D _______ C _______ A _______ B _______

8 A _______ C _______ B _______ D _______

17 A _______ C _______ B _______ D _______

11 B _______ C _______ D _______ A _______

S1

S2

S3

S4

Record your responsesto cases 4, 13, 2, 7 and

12. Then subtotaleach column.

Record your responsesto cases 5, 16, 1, 10and 20. Then subtotaleach column.

Add the foursubtotals together.Be sure your TOTALSadd up to 100.

6 A _______ D _______ B _______ C _______15 C _______ A _______ B _______ D _______

9 A _______ C _______ D _______ B _______

18 B _______ A _______ C _______ D _______

19 C _______ D _______ A _______ B _______

4 C _______ D _______ A _______ B _______13 B _______ C _______ D _______ A _______

2 D _______ C _______ B _______ A _______

7 D _______ C _______ A _______ B _______

12 D _______ B _______ A _______ C _______

5 C _______ B _______ A _______ D _______16 D _______ B _______ C _______ A _______

1 B _______ D _______ C _______ A _______

10 A _______ B _______ C _______ D _______

20 D _______ A _______ B _______ C _______

S1

S2

S3

S4

%% % %

_______ _______ _______ _______

_______ _______ _______ _______

_______ _______ _______ _______

TOTALS

P2SUBTOTALS

P3SUBTOTALS

P1SUBTOTALS

P4SUBTOTALS _______ _______ _______ _______

Record your responsesto cases 6, 15, 9, 18and 19. Then subtotaleach column.


145/244

Your MAIN style is the one with the highest %. It is the one you used most often in the L4Self cases.

A BACK-UP style is any other style with 15% or more. You used these styles frequently in thesecases.

A LIMITED style is any one with less than 15%. You used these styles occasionally or not at all.

involving people in yourresponsibilities and makingdecisions based on their input

seeking information for analyzing andsolving your problems

giving people recognition for for contributing to your

problem-solving

supporting people with their responsibilities by helping them think through decisions

asking questions to help others analyzeand solve their problems

giving people recognition for seeking or accepting

your support

giving people responsibility and letting them makedecisions on their own

maintaining limited communication through briefings and updates

giving people recognition for accepting responsibility and authority

YOUR L4SELF PROFILE

Write your totals inside the shaded corners of the L4Window below. These totals show the

percentage of points you assigned to each of the LEADERSHIP 4styles.

Then read the descriptions in each window to interpret the mix of styles you selected.

making decisions on your own without input

from others

giving information about what to do,how to do it and why it should bedone

giving people recognition for

following your directions

_____ % S

1

_____ % S4

_____ % S

2

_____ % S

3

1


146/244

MAIN STYLE(highest %)

Your strength is DIRECTINGpeople with clear assignmentsand complete informationabout how to proceed. Yourweakness is that you can beDOMINATING when peoplealready know what they needto do.

Your strength is gettingpeople involved in the rightsteps of the PROBLEM-SOLVING process. Yourweakness is that you can beOVER-INVOLVING bygetting yourself or others intothe process unnecessarily.

Your strength comes fromDEVELOPING people byhelping them think throughtheir responsibilities. Yourweakness is that you can beOVER-ACCOMMODATING

by supporting relationships atthe expense of results orhelping when it's not needed.

Your strength comes fromDELEGATING authority andresponsibility to people whocan handle it. Your weaknessis that you can come across asABDICATING when peopleare not ready for independentdecision-making.

S1

S2

S3

S4

Find your MAIN, BACK-UP, and LIMITED styles below. As you read the descriptions, fill in the borders

to make your L4SELF PROFILE stand out. Then think about these questions:

Is this profile what you really do or what you think you should do?

Is this the right mix of styles for the people who work with you?

2

BACK-UP STYLES(15% or more)

You are willing to do someDIRECTING when youneed to but may not do it asoften as you should. You mayalso be DOMINATING onoccasion, especially whenfollowers have high abilityand/or motivation.

You involve people in yourPROBLEM-SOLVING attimes but may miss someopportunities when youshould. You also may beguilty of OVER-INVOLVINGyourself in others' decisions orthem in yours.

You are frequently availablefor DEVELOPING people bysupporting them with theirproblem-solving efforts. Attimes you may be too soft orOVER-ACCOMMODATING.At other times you may not beas supportive as you should

be.

You are capable of someDELEGATING in certainsituations but you may not doit as often as you could. Youalso might be perceived asABDICATING on someoccasions, especially whenpeople need directions.

You do not provide muchDIRECTING and may notmake decisions when youshould. You also may notgive clear directions whenyou do make decisions.

You do not provide peoplewith much DEVELOPINGand may not spend enoughtime giving them supportwith their decision-making.

You do not do very muchDELEGATING and may notlet others have as muchresponsibility or authorityas they could handle.

LIMITED STYLES(less than 15%)

You do not engage in muchPROBLEM-SOLVING andmay miss opportunitieswhen you should involveothers in your decision-making.


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148/244

Transfer the P2subtotals

from the data sheet.

Multiply the subtotalsby 4.

Multiply the S2subtotal

by 4 and the S1subtotal

by 3, then add.

Why are the otherstyles less effective inP

2situations?

S1

S2

S3

S4

x3 x4

S2is PROBLEM-SOLVING. Since these followers only have a moderate

performance potential, it is appropriate to seek their input to your decision-making. This gives you the benefit of their ability and/or motivation whilehelping them learn the steps for identifying and solving problems.

S1is DOMINATING. This is the second best choice because you are

taking charge in situations that require direction. However, if you listenedfirst, others would appreciate your taking control. Without having achance to provide input, they may see you as too autocratic.

S3is OVER-ACCOMMODATING. You are trying to help followers make

decisions that are yours to make. This is too much responsibility for theirability and motivation. By helping them think through decisions, you maybe frustrating them more than encouraging them to grow.

S4

is ABDICATING. By giving these people too much responsibility andauthorizing them to make decisions on their own, you overwhelm them.They resent your abdication and are likely to do the job incorrectly. Theywould prefer to give input while you make the decisions.

YOUR EFFECTIVENESS WITH P2

CASES

% % % %

The second section of the DATA SHEET focuses on five cases (4, 13, 2, 7, 12) involving people who are:A

1M

1 moderate on ability and motivation; or

A2M

0 high on ability, low on motivation; or

A0M2 low on ability, high on motivation.S

2PROBLEM-SOLVING is the most effective MAIN style in these P

2situations. Follow the directions

below to see how well the mix of styles you selected matches the performance potential in these cases.

How can you increaseyour effectiveness inyour own P

2cases?

Why is S2the most

effective style in P2

situations?

+ =

P2PERCENTAGES

P2EFFECTIVENESS

P2SUBTOTALS

4

What P2situations do you face at work?

What mix of styles do you actually use in these situations?What steps can you take to be more effective inP

2situations?


149/244






by 3, then add.


2situations?

S1

S2

S3

S4

S3is DEVELOPING. In these cases, the people need support to help them

make good decisions. By asking questions, you are good at understandingfollowers' situations. By listening, you help them develop their capacity toidentify, analyze, and solve current problems as well as anticipate futureones.

S1is DOMINATING. With this style, you are giving directions when you

should be asking questions and listening. By telling people what to do andhow to proceed, they feel smothered. You are undermining their potentialand discouraging them from taking initiative.

S2is OVER-INVOLVING. You are giving followers more direction than

these situations require. You are more involved than you need to be andare more controlling than the followers need. At least you are listening totheir ideas before you make decisions.

S4is ABDICATING. It is too soon to delegate this much authority. Evenso, this is the second best choice because giving too much responsibility willoften inspire people to rise to the challenge. The danger is that they may gotoo far in the wrong direction.


CASES

% % % %

Why is S3the most


situations?

=

P3SUBTOTALS

P3PERCENTAGES

P3EFFECTIVENESS

The third section of the DATA SHEET focuses on five cases (6, 15, 9, 18, 19) involving people who are:A

2M

1 high on ability, moderate on motivation; or

A1M

2 moderate on ability, high on motivation.

S3DEVELOPING is the most effective MAIN style in these P

3situations. Follow the directions below

to see how well the mix of styles you selected matches the performance potential in these cases.



3situations?

5

+ x3


3cases?

x4


150/244






by 3, then add.


2situations?

S1

S2

S3

S4

S4is DELEGATING. In these situations, the people are high on ability and

motivation. When you give them the authority to make their owndecisions, they welcome the opportunity to take charge. Just remember togive them recognition for their accomplishments so they stay motivated to

perform.S1is DOMINATING. This style is very inappropriate inthese situations.

You are giving explicit instructions and close supervision to people whoare more motivated by making their own decisions. You are smotheringthese people at a time when all you need to do is praise their indepen-dence.S

2is OVER-INVOLVING. In these situations you are making decisions

that followers could make on their own. At least you are getting theirinput but you are much more involved than you need to be. You are alsoover-involving them in meetings that are blocking them from productivework.S

3is OVER-ACCOMMODATING. You come across as helpful, friendly,

and supportive, but it is not really needed in these situations. In fact, youmay be slowing these people down. At least you are still leaving them incharge, so it is not too damaging. This is the second-best choice in thesesituations.


CASES

% % % %


4cases?

Why is S4the most


situations?

=

P4SUBTOTALS

P4PERCENTAGES

P4EFFECTIVENESS



4situations?

The fourth section of the DATA SHEET focuses on five cases (5, 16, 1, 10, 20) involving people whoare:

A2

M2

high on ability, high on motivation.

S4DELEGATING is the most effective MAIN style in theseP

4situations. Follow the directions below

to see how well the mix of styles you selected matches the performance potential in these cases.

6

+ x4x3


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COMPARATIVE SELF PROFILE

Circle your percentage for each style. If yours isnt on the sheet, put a circle between thetwo that are closest to yours. Then connect the four circles to create a line graph.

Any style that is at or above the 75thpercentile is a main style. Any style that is at or above the 25thpercentile is a back-up style. Any style below the 25thpercentile is a limited style.

00000

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103312820

113613925

1338151030

1440161135

1542171340

1644181445

1846201550

1948211655

2050221760

2152231965

2254242070

2456252175

2659272380

2862292585

3166322890

3572363295

841006056100

percentagespercentiles

Style 4Style 3Style 2Style 1

7


152/244

MAIN STYLES(75th percentile or above)

Your strength is DIRECTINGpeople with clear assignmentsand complete informationabout how to proceed. Yourweakness is that you can beDOMINATING when peoplealready know what they needto do.

Your strength is getting peopleinvolved in the right steps ofthe PROBLEM-SOLVINGprocess. Your weakness is thatyou can be OVER-INVOLV-ING by getting yourself orothers into the process unnec-essarily.

Your strength comes fromDEVELOPING people byhelping them think throughtheir responsibilities. Yourweakness is that you can beOVER-ACCOMMODATING

by supporting relationships atthe expense of results orhelping when it's not needed.

Your strength comes fromDELEGATING authority andresponsibility to people whocan handle it. Your weaknessis that you can come across asABDICATING when peopleare not ready for independent

S1

S2

S3

S4

Find your MAIN, BACK-UP, and LIMITED styles below. As you read the descriptions, fill in the borders

to make your COMPARATIVE L4SELF PROFILE stand out. Then think about these questions:

How does this profile compare to your profile on page two?

Is this profile a better reflection of the styles you use, overuse, and under use?

8

BACK-UP STYLES(25th to 74th percentile)

You are willing to do someDIRECTING when youneed to but may not do it asoften as you should. You mayalso be DOMINATING onoccasion, especially whenfollowers have high abilityand/or motivation.

You involve people in yourPROBLEM-SOLVING attimes but may miss someopportunities when youshould. You also may beguilty of OVER-INVOLVINGyourself in others' decisions orthem in yours.

You are frequently availablefor DEVELOPING people bysupporting them with theirproblem-solving efforts. Attimes you may be too soft orOVER-ACCOMMODATING.At other times you may not beas supportive as you should

be.

You are capable of someDELEGATING in certainsituations but you may not doit as often as you could. Youalso might be perceived asABDICATING on someoccasions, especially whenpeople need directions.

You do not provide muchDIRECTING and may notmake decisions when youshould. You also may notgive clear directions whenyou do make decisions.

You do not provide peoplewith much DEVELOPINGand may not spend enoughtime giving them supportwith their decision-making.

You do not do very muchDELEGATING and may notlet others have as muchresponsibility or authorityas they could handle.

LIMITED STYLES(below 25th percentile)

You do not engage in muchPROBLEM-SOLVING andmay miss opportunitieswhen you should involveothers in your decision-making.


153/244

________ % _______ %

S4

S1

________ % _______ %

________ % _______ %

S4

S1

________ % _______ %

WORST LEADERS

This page will help you think about WORST leaders, the styles they use, and the way they interact with people.

Think about the WORST leaderyou have ever seen in yourorganization, then identify theleadership styles this person uses.To make your thoughts concrete,distribute 100 percentage pointsamong the LEADERSHIP 4 styles.

On average, what leadershipstyles do the WORST leaders inyour organization use?

What do the WORST say and do?

YOUR WORST

ORGANIZATIONAL WORST

9

What can you do to make sure peopledont perceive you as one of theirWORST leaders?

S3

S2

S3

S2

What can you learn from the WORST?


154/244

________ % _______ %

S4 S1

________ % _______ %

________ % _______ %

S4

S1

________ % _______ %

BEST LEADERS

This page will help you think about BEST leaders, the styles they use, and the way they interact with people.

Think about the BEST leader youhave seen in your organization.What mix of styles does thisperson use? Again, distribute 100percentage points among theLEADERSHIP 4styles.

On average, what leadershipstyles do the BEST leaders in yourorganization use?

What do the BEST say and do?

YOUR BEST

ORGANIZATIONAL BEST

10

What can you do to make sure peoplethink of you as one of their BESTleaders?

S3

S2

S3

S2

What can you learn from the BEST?


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ightsReserved

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Contracting


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Individ

ualKey#4

Perform

anceContra

cts

AToolforLeadingU

pward

Clarifyin

gExpectations

IdentifyingtheSupp

ortPeopleN

eed

4Steps


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PerformanceCon

tracting

IdentifyG

oalstobeAchie

ved

What?

When?

ListTaskstobeAccomplished

How?

IdentifyLeadershipStylesNeeded

IsSupportNeeded?

no=

Style4

yes

=Whattype?

WhoH

asResponsibility?

team

member=Style

3

team

leader=Style2

SetCriticalCheckpoints

(Leader)

(TeamMember

)

(TeamMember,

thenLeader)

(Together)


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PerformanceCon

tractingan

dYou

1.

Thegoalyourer

esponsibleforwhereyou

need

support

2.

Task

sforachievingthatgoal

3.

Lead

ershipNeed

s

Th

esupportyou

need-inyour

words

W

heneversupportisneeded->whoshould

de

cide?


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T H E L4 S Y S T E M

PERFORMANCECONTRACT

Copyright 2005, John D.W. Beck


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1. GOAL What goal needs to be achieved? By when?

___________________________________________________ _________________

___________________________________________________ _________________

___________________________________________________ _________________

___________________________________________________ _________________

LEADERSHIP STYLES

TIMEFRAMESDELIVERABLES

2. TASKS What tasks need to be accomplished to achieve this goal?

T1 ____________________________________________________________________

T2 ____________________________________________________________________

T3 ____________________________________________________________________

T4 ____________________________________________________________________

T5 ____________________________________________________________________

T6 ____________________________________________________________________

DirectingDelegating

Problem

Solving

Developing

S4

S3 S2

S1


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4. CRITICAL CHECKPOINTS What are the key dates for communicating support, making

timely decisions, and/or providing recognition for performance?

__________________ __________________________________________________

__________________ __________________________________________________

TYPES OF SUPPORT

MOTIVATION

Prioritizing Interests

Encouraging Confidence

Stimulating Willingness

Listening / Sign-offs

3. LEADERSHIP STYLES If the answer to the support question is NO, just check Style 4.

If the answer to the support question is YES, write in the type of support that is needed, thenanswer the responsibility question and check Style 3 or Style 2.

ABILITY

Technical Advice

Interpersonal Coaching

Clarifying Expectations

Organizational Contacts

Team Leader

= STYLE 2

Team Member

= STYLE 3

NO

= STYLE 4

Is Support Needed? Who is Responsible for Decisions?

YES

= WHAT TYPE?

T1 ____ ____________________________ ____ ____

T2 ____ ____________________________ ____ ____

T3 ____ ____________________________ ____ ____

T4 ____ ____________________________ ____ ____

T5 ____ ____________________________ ____ ____

T6 ____ ____________________________ ____ ____

ACTIONSKEY DATES


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For more information about Charter Oak services and products,

please write, call, or email:




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PCDis

cussions

Owners

Tasks

andLeadership

Needs

Respo

ndtoQuestions

Supporte

rs

AskQ

uestionsandListen

Guide

thePCProcess

Goa

l?

Tas

ks?

On

yourown?

Sup

portyouneed?

Whoshoulddecide?

Che

ckpoints


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Owner

Reactions

Whofo

undthisstru

cturehelpful?

Wouldithelptohav

ethesekind

sof

conversationswithyourmanage

r?

Howwouldithelpif

yourpeople

hadPC

conversationswithyou?


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Suppo

rterReactions

Wasithardtolisten

?

Why?


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PerformanceCon

tracting

What?

Goals

:deliverables+

timeframes

How?

Tasks:gameplan

Who?

Roles

:alone,withsupport>whode

cides

When?

Checkpoints


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eck.

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ightsReserved

Accenture,


TheLea

dersWindo

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Section9:Performance

Development


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Individ

ualKey#4

1.

Use

all4styles

2.

Antic

ipateusingtheminthe1

-4-3-2sequence

Developingassoonasyoucan

Interveningonly

asmuchasyo

uhaveto

3.

Analyzeperformancepotential

4.

Deve

lopperformancecontrac

ts


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3

2008,

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PerformanceDev

elopmentB

enefits

Givesteammemberssupport

Helpsthemassess+sand-s

Provide

sfeedback

Improve

sperforman

ce


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LeadershipandC

ommunica

tion

Active

Limited

Active

Liste

ning

Active

onBoth

Lim

ited

onBoth

Active

Influenc

ing

Leaders

Responsibility

Participation

Leaders

Responsibility

Active

S1

S3

S2

S4

Influencing

GivingInformation

Listening

S

eeking

Inf

ormation


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Influen

cingSkills

Givinginformation

Directions

Advic

e

Expla

nations

Consequences

Feedback


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ListeningSkills

Seeking

information

:

Payingattention

Encou

ragingopen

ness

Askingquestions

Reflec

tingkeypoints

Verbal

Non-ve

rbal

Open

Closed

Paraph

rase

Empathize

Summarize


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5Leve

lsofListen

ing

IgnoringP

retendin

g

SelectiveA

ttentive

Empathic


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UsingCoachingQ

uestions

U

nderstandingothersthink

ing

D

evelopingno

tdictating

A

dvisingwher

enecessary

C

larifying

D

eveloping

S

uggesting

3Typ

es

Purpo

se


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Listening/CoachingPractice

Practicelistening

paraphrasing,em

pathizing,an

dsummarizin

g

Practiceaskingcoachingquestions

guid

ingtheperso

nsthinking

help

ingthemsolveproblems


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PerformanceDev

elopment1

/1s

1.

Purp

ose

2.

Agen

da

3.

Liste

ntotheirselfassessmen

t

4.

Sum

marizetheir

keypoints

5.

Give

yourfeedba

ck

6.

Dop

erformanceplanning(S3

->S2)

7.

Sum

marize->Identifynextst

eps

8.

Follo

wUp


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PerformanceDev

elopment1

/1s

Purpose

Agenda

Listentotheirselfassessment

Summa

rizetheirkeypoints

Giveyo

urfeedback

Doperformancepla

nning(S3->

S2)

Summa

rize->Identifynextsteps

FollowUp


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WhataretheDonts?

WhataretheDos?

EffectivePDMeetings


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2



Teamwo

rk=Individua

ls+GroupDynamics


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4



Forming

questioning

exploration

organizing

conflicts

powerstruggle

s

testingboundaries

Focusing

productivity

sharedrespon

sibility

purposefuln

ess

opencommun

ication

interdependence

mutualsup

port

commitment

pushingboun

daries

Performing

satisfaction

relaxation

complacency

burnout/lethargy

pro

tection

defen

siveness

preservatio

nofstatusquo

frustra

tion/anger

ignoring

boundaries

Le

veling

STAGEI

FORMING

STAGEII

FOCUSING

STAGEIII

PERFORMIN

G

STAG

EIV

LEVELING

Time

Out

IncreasedPerfor

mance

individuality

caution

guardedcommunication

scatteredgoals

dependency

lookingforboundaries

Visible

Indicators


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YourT

eamsIndicators

WhatVisibleIndicatorsAreYou

Observingin

YourTe

am?

Whats

YourTeams

StageofGroup

Development?


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orientation

mission

goals

membership

skills

ets

inclusion

acceptance

Forming

Focusing

achievement

respon

sibility

challengingwork

useknowledgeand

skills

frequentfeedback

flexibility

confiden

ce/trust

recognition

Performing

refocusing

n

ewgoals

new

procedures

newnorms

r

eforming

newpeople

new

structures

Leveling

STAGEI

FORMING

STAGEII

FOCUSING

STAGEIII

PERFORMIN

G

STAG

EIV

LEVELING

Time

Out

IncreasedPerfor

mance

buy-in

involvemen

t

control

operatingnorms

communicationstructures

decision-making

procedures

rolesandrespons

ibilities

UnderlyingNeeds


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7



Whataretheunderlyingneedso

fyourteam?

Whats

yourteams

stageofgroup

develop

ment?

YourT

eamsNeeds


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STAGEI

FORMING

STAGEII

FOCUSING

STAGEIII

PERFORMIN

G

STA

GEIV

LEV

ELING

Tim

eOut

IncreasedPerformance

Whoisleading

ateamateach

stage?

Stages

ofGroupDevelopme

nt


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Tuckma

n

1965re

viewoflitera

ture

nontask-orientedgroups

Form

ing

Storming

notalways

Norming

notoften

Performing

nottheend

OldMo

dels


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STAGEI

FORMING

STAGEII

FOCUSING

STAGEIII

PERFORMIN

G

STA

GEIV

LEV

ELING

Tim

eOut

IncreasedPerformance

Amodelforteamsthathavetodeliverresults

Stagesthata

pplyinthebusinessworld

Group

DevelopmentCurve


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provideinformation

reduceambiguity

clarifymission/goals

introduceteammembers

makepeoplefeelneed

ed

Directing

(S1)

encouragequestions

respondopenlyto

ideas

involveteammem

bers

defineresponsibilities

developstructures/systems

establishproced

ures

Problem-Solving

(S

Apostila de termos

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