ZF Leadership Accountability
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Transcript of ZF Leadership Accountability
8 Critical Behaviors that
Leverage Accountability
Joe Folkman
President, Zenger Folkman
© 2014 Zenger Folkman Company. All Rights Reserved.
About Zenger Folkman
• Zenger Folkman is the authority in “strengths-based” leadership development.
• Our extensive research proves that by focusing on strengths, organizations will boost employee productivity, strengthen employee commitment, and improve bottom-line profitability.
• We use hard science to develop good managers into extraordinary leaders.
multiple choice
Please vote now
poll a.Not an issue b.Some concern c. Big issue—lots of concern
How is the issue of personal accountability viewed in your organization?
3
Increase the level of accountability
• Conventional wisdom • Platitudes “Guilt and Inspiration”
• RESEARCH
Client Request
4
Two Choices
© Zenger Folkman 2014
In Addition to Our Standard 16 Competencies, We Have Researched Over 50 Additional Competencies Follows Through on Commitments
Ensure Alignment with Core Values
Personal Accountability
Humility
Business Acumen
Intellectual Power
Decision Making
Decisiveness
Sound Decisions
Dealing with Ambiguity
Self-Awareness
Ability to Change
Accepts Feedback
Control Emotions
Command Skills
Managing and Executing Projects
Clear – Effective Processes
Simplicity - Efficiency
Getting Others to Step Up
Be Courageous
Encourages Speaking Up
Asks Powerful Questions
Listening
Written Communication
Demonstrates the Ability to Influence
Project Optimism
Is Trusted
Values Diversity
Gives Recognition
Recruits and Retains
Conducts Reviews and Takes Action
Delegation
Personally Supports Others Development
Helps Set Goals/Performance Expectation
Provides Feedback
Managing Across Boundaries
5
Operational Excellence
High Standards
Consensus Building
Balance Long Term with Day to Day
Managing Vision & Purpose
Organizational Savvy
Planning & Organization
Goal Alignment
Addresses Conflicts and Disagreements
Consensus Building
Intelligent Risk Taking
Thinking Like a Customer
Business Development
Global Mindset
Market Insight
Safety Leadership
A Critical Behavior that Will Leverage Leadership
• Greater sense of responsibility for results
• Increase in a personal sense of ownership
• Much less finger pointing when things go wrong
IMPROVE ACCOUNTABILITY
© Zenger Folkman 2014
How Can We Increase ACCOUNTABILITY?
Correlation between accountability and control
The greater the control or influence the higher the accountability.
© Zenger Folkman 2014
Control and Influence
1
1.5
2
2.5
3
3.5
4
4.5
5
Top Management Middle Management Employees
Amou
nt o
f Con
trol
/Influ
ence
Autocratic Lassez Faire Democratic
Arnold Tannenbaum and colleagues developed “Control Graph” theory as a methodology for measuring control or influence.
Research Question
Can we predict
organization outcomes with
the angle of the curve?
© Zenger Folkman 2014
Control and Influence
1
1.5
2
2.5
3
3.5
4
4.5
5
Top Management Middle Management Employees
Amou
nt o
f Con
trol
/Influ
ence
Autocratic
Arnold Tannenbaum and his colleagues developed “Control Graph” theory as a methodology for measuring control or influence.
Results
The angle of the curve did not
predict.
What did predict?
The area under the curve!
Total Control
© Zenger Folkman 2014
Control and Influence
1
1.5
2
2.5
3
3.5
4
4.5
5
Top Management Middle Management Employees
Amou
nt o
f Con
trol
/Influ
ence
Lower Total Control Higher Total Control
Arnold Tannenbaum and his colleagues developed “Control Graph” theory as a methodology for measuring control or influence.
Higher Total Control
The most effective organizations are those
where everyone has influence.
Common Belief
Demand Accountability
Let others Make all Decisions
Accountability Pep Talks
Personal Accountability
What can a leader do to increase a greater sense of accountability in others?
Research Methodology
39,312 Leaders
Found specific behaviors that increased personal accountability
398,730 Assessments
Behaviors That Increase Personal Accountability
Drive for Results
Ability to Change
Collaboration and
Resolving Conflict
Honesty and
Integrity
Trust
Problem Solving / Technical Expertise
Communication Clear
Vision & Direction
Personal Accountability
Driving for Results
• The three most critical issues associated with delivering results are . . .
–Focus –Focus –Focus
1. Drive for Results
Too often expected results are not clearly defined or not in the control
of the individual.
What Employees Say They Want
• Less work • Fewer challenging assignments • More reasonable goals • A vacation
multiple choice
Please vote now
poll 2. Which best describes your situation when you were most satisfied with your job? A. I had very little to do, no
challenge B. I was busy but was able to
accomplish a difficult task
17
© Zenger Folkman 2014
Driving for Results
• Inspire them to high levels of effort • Energize them to achieve exceptional results • Create an atmosphere of continual
improvement • Skillful at getting them to stretch for goals
that go beyond what they originally thought possible
Employees who are
most satisfied
and committed
Results based on over 150,000 assessments of employees
Work for Leaders Who…
4 of the top 6 behaviors focus on achieving challenging goals
© Zenger Folkman 2014
What Do You Think Bob’s Sign Says?
What does Bob’s
sign say?
2. Honesty and
Integrity
The Challenge
How do you respond to the following?
• You are behind on project and boss asks “how’s it coming?”
• In performance review with DR and they aren’t doing well…
Impact of the Loss of Trust
• If I do not trust my leader… –I am not confident that my efforts will
be rewarded –I suspect that the leader may take
advantage of me –I constantly question the leaders
motives –I am sure that they will take
credit for my accomplishments
•And therefore I am NOT accountable
3. Trust
© Zenger Folkman 2014
The Three Pillars of Trust
Positive Relationships
Know
ledge/Expertise
Consistency
Bubbles
• Objective – pop all the bubbles • Where two or more bubbles
(same color) are connected they can be popped
• The more bubbles that are connected the higher the points (e.g., 2 = 5 points, 3 = 9 points, 4 = 15 points, etc.)
4. Clear Vision and Direction
Winning Strategy
• Select one color and work to connect as many bubbles as possible together
• On average this strategy will double a persons initial score
25
Clear Strategy Makes Every Employee More Successful
• Final score 4459 • Employees can work hard and
do their job without being clear about the strategy, but they will make decisions that are suboptimal.
• People need clarity, reminders and reinforcement often.
27
Will Selecting Two Colors Get You a Higher Score?
"The hunter who chases two rabbits,
catches neither one."
28
© Zenger Folkman 2014
Problem Solving / Technical Expertise
It is impossible to feel accountable when you are confused and don’t know exactly how things work.
5. Problem Solving / Technical Expertise
Keeping Others Well Informed
(A) Tells
(B)
Asks
(C) Listens
Employees were asked to rate their manager on the following: “I am kept well informed about issues that impact my job.”
Looking at leaders who were rated in the top 10% we examined their effectiveness on three different skills
6. Communication
If this is a moderate strength...
probability of being in the top 10 at keeping others informed:
Impact of Telling – Giving Others Feedback
(A) Tells
(B) Asks
(C) Listens
but this isn’t... and this isn’t...
15.6%
Impact of Asking Questions Alone
(A) Tells
(B)
Asks
(C) Listens
If this is a not a strength...
but this is... and this isn’t...
probability of being in the top 10 at keeping others informed: 11.9%
Impact of Listening Alone
(A) Tells
(B)
Asks
(C) Listens
If this is a not a strength...
and this is not... but this is...
probability of being in the top 10 at keeping others informed: 16.6%
(A) Tells
(B)
Asks
(C) Listens
Using All Three Makes a Big Difference
If all three are moderate strengths…
probability of being in the top 10 at keeping others informed: 64.2%
7. Ability to Change
Key Factors that Leverage Personal Change
1. Willing to take on challenges 2. Ability to accept feedback 3. Concern for others 4. Innovation 5. Optimism 6. Clear goals and priorities
Studying thousands of leaders who were most effective at making personal and organizational changes, we found
they were more effective at the following behaviors:
© Zenger Folkman 2014
Advice from a Senior Executive
“We put this organization together with the assumption that the sum of the parts would be greater than the individual pieces” “The only way that happens is when people collaborate”
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8. Collaboration
and Resolving Conflict
© Zenger Folkman 2014
Team A • Highly competitive • Focused on individual
productivity • Team members are ambitious
Competition versus Cooperation
*Peter Blau of Columbia University
Team B • Highly collaborative • Focused on team productivity • Members focused on team goal
More Productive
and Successful
Select 1-2 Behaviors to Increase Personal Accountability For You/Your Direct Reports
Drive for Results
Champion Change
Collaboration and
Resolving Conflict
Honesty and
Integrity
Trust
Problem Solving / Technical Expertise
Communication Clear
Vision & Direction
Personal Accountability
If Your Organization Has a Customized Competency Model
• We can do this kind of research for you.
• Using your existing 360-degree assessment, we can migrate the process from focusing on weaknesses to building on strengths.
• We can create for your organization a customized non-linear development guide to provide the insights on how a person can build their strengths.
THANK YOU!
The Authority in Strengths-based Leadership Development
Research proves that a focus on strengths boosts employee productivity, commitment, and profitability Organizations who work with us have experienced up to:
• 4.8 times higher profits • 70% higher employee engagement and productivity • 40% higher customer satisfaction • 50% less turnover
Contact us at [email protected]