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Overcoming “Air in the Chair” syndrome
Turning around a dysfunctional executive team and organization
© AIMM Consulting, LLC
© AIMM Consulting, LLC
Your Presenters
Bob Adams Becky Nickol
© AIMM Consulting, LLC
Born and raised in Miami – right down the road
Bob Adams
© AIMM Consulting, LLC
Graduated from South Miami High School and the University of Georgia
Bob Adams
© AIMM Consulting, LLC
Helped to build assessment centers for Assessment Designs, Intl. – the original and largest assessment firm in the world, 1976 – 1990
Bob Adams
© AIMM Consulting, LLC
Born and raised in Missouri
Becky Nickol
© AIMM Consulting, LLC
Graduated from Missouri’s Kahoka High School and the University of Hawaii
Becky Nickol
© AIMM Consulting, LLC
Moved to Florida and became a Certified Financial Planner with Merrill Lynch and Smith Barney. Hired by Assessment Designs, Intl. as a professional assessor.
Becky Nickol
© AIMM Consulting, LLC
Success at ADI and 30 years on with AIMM…
Today
© AIMM Consulting, LLC
What we hear“We have a little communication problem”
Change is hardTurning around that fully loaded semi-tractor trailer!
Turning Technologies allowed us to jump start this process
“Air in the Chair” Why so important?
© AIMM Consulting, LLC
Results of organizational survey showed the problems Lack of trust Poor leadership Silo-ed operations Support vs. operations Loyalty over performance
Created probing questions for executive team, e.g., What is this organization’s relationship with the truth? What are the elephants that are dancing in the middle of
the senior team?
How we used the technology
© AIMM Consulting, LLC
TruthHow often do employees feel free to speak the truth at work? 5 4 3 2 1Always Never
How often are employees rewarded for speaking the truth at work? 5 4 3 2 1Always Never
How we used the technology by formulating scaled questions
© AIMM Consulting, LLC
LeadershipHow often do leaders seek to understand the root cause of problems before formulating solutions? 5 4 3 2 1Always Never
How often do leaders anticipate potential problems and roadblocks? 5 4 3 2 1Always Never
How often do leaders maintain focus and direction during change and times of uncertainty? 5 4 3 2 1Always Never
How we used the technology by formulating scaled questions
© AIMM Consulting, LLC
Risk TakingHow often do your leaders take calculated risks to accomplish objectives? 5 4 3 2 1Always Never
How often is risk taking rewarded in your organization? 5 4 3 2 1Always Never
How we used the technology by formulating scaled questions
© AIMM Consulting, LLC
Goal SettingDo your leaders consider team members’ desires and goals as important? 5 4 3 2 1Always Never
Do your leaders effectively communicate the overarching goals of the organization?5 4 3 2 1Always Never
How we used the technology by formulating scaled questions
© AIMM Consulting, LLC
Results Truths revealed! Problems identified
Elephants Technical vs. adaptive
Leaders stepped up to the plate Next steps
Leadership Symposium
© AIMM Consulting, LLC
Effective Leader Quadrant
© AIMM Consulting, LLC
Leader surveys and roundtables
Multi-rater surveys Leader feedback
sessions with direct reports
Action planning
Moving along
Individual managers 360 degree evaluations Leader Roundtables
© AIMM Consulting, LLC
Individual leader coaching Identified developmental
opportunities Created leadership development
action plans Leaders stepped up to the plate Timeline for reassessment
Leadership Development
© AIMM Consulting, LLC
Agenda Business Goals, “Overarching” Goal People/Succession Planning Process Planning
Recognition and rewards Operations vs. support,
“Lighten the Load” Common language, e.g., core leadership
and personal skills, technical knowledge
C-level Strategy Session
© AIMM Consulting, LLC
Probing Questions What is our organization’s purpose? What is our
mission? What are our 3 - 5 year business goals? What mixed messages are we, as leaders, giving to
our employees? What are the problems that continue to be a
problematic despite our best efforts? What am I willing to risk in order to move this
organization into an adaptive mode?
C-level Strategy Session
© AIMM Consulting, LLC
Probing Questions What are our top 3 challenges? What are our top 3 goals? How do you define a high-performing “A”
leader? Who are out potential leaders?
C-level Strategy Session
© AIMM Consulting, LLC
Had group evaluate potential leaders Team member photos on screen
Potential? – turn (select 3), growth(select 2), or mastery (select 1)
How likely are you to take him/her with you if starting a new company?highly likely (3), likely (2) not likely (1)
How much are we at risk if we losethis person? high (3), moderate (2), low (1)
C-level Strategy SessionUsing Turning Technology
© AIMM Consulting, LLC
Step One Each executive came to the session with his/herdepartment goals
Step TwoWe combined them into a list
Step ThreeWe had them rate each goal from 3 (highly important), 2 (important), and 1 (not important)
C-level Strategy SessionUsing Turning Technology
© AIMM Consulting, LLC
Goals 10% increase in customer service survey results Increase net operating income by 6% New performance management system implemented
by year-end 100% of budgets completed by October 31st
10% reduction in annualized company-wide turnover Overall 95% occupancy by year-end New orientation program fully implemented by July 31st
5% increase in collections by year-end
C-level Strategy SessionUsing Turning Technology
© AIMM Consulting, LLC
Outcome and Takeaways• Anonymity!• Starting point for
discussion• Encouraged people to
defend and explain
• Identified outliers
Drag picture to placeholder or click icon to add
© AIMM Consulting, LLC
Outcome and Takeaways• Jump-started the truth• Better and more
timely decisions• Scientific!• Personal, not generic
or abstract
© AIMM Consulting, LLC
“Drill down” on issues Morale Up, turnover down Performance (meritocracy) vs. favoritism
(loyalty)
How the technology helped
© AIMM Consulting, LLC
Some highlights – better leadership behavior Assessments for hiring and development Leadership Profiles Circle of Excellence (COE) and related projects Mentoring program Individual executive coaching New Performance Management System New Succession Planning Strategy
How the technology helped
© AIMM Consulting, LLC
Trusted partner vs. consultant New hires
Problem employees
Vendor relationships
Reorganization
High potential leaders
Meaningful work
We know history and culture
How the technology helped
© AIMM Consulting, LLC
Please use your key pads to rate the following statements about your organization Scale of 1 (Never) – 5 (Always)
How can you use this in your organization?
© AIMM Consulting, LLC
TruthHow often do employees feel free to
speak the truth at work?
1. Never2. Not often3. Sometimes4. Often5. Always
Never
Not often
SometimesOften
Always
20% 20% 20%20%20%
© AIMM Consulting, LLC
TruthHow often are employees rewarded for
speaking the truth at work?
1. Never2. Not often3. Sometime
s4. Often5. Always
Never
Not often
SometimesOften
Always
20% 20% 20%20%20%
© AIMM Consulting, LLC
LeadershipHow often do leaders seek to understand the root cause of problems before formulating solutions?
1. Never2. Not often3. Sometime
s4. Often5. Always
Never
Not often
SometimesOften
Always
20% 20% 20%20%20%
© AIMM Consulting, LLC
LeadershipHow often do leaders anticipate potential
problems and roadblocks?
1. Never2. Not often3. Sometime
s4. Often5. Always
Never
Not often
SometimesOften
Always
20% 20% 20%20%20%
© AIMM Consulting, LLC
LeadershipHow often do leaders maintain focus and
direction during change and times of uncertainty?
1. Never2. Not often3. Sometime
s4. Often5. Always
Never
Not often
SometimesOften
Always
20% 20% 20%20%20%
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