LEADING THROUGH TEAM ASSESSMENT AND REBUILDING

Article Facilitation By:David LimaDavid KirsteinYu Cao

AGENDA Seven Ages of Leadership

Video - Ari Gold Discussion

Are Leaders Portable? 4 Types of Human Capital Knowledge

Leadership Effectiveness Diagnostic Discussion

Selection Bias Measurement

Video – Penny and Sheldon Rewards Activity

Measuring and Rewarding Leadership equitation

3/1

0/2

01

0

2

B7

18

_Article

Facilita

tion_v

1

THE SEVEN AGES OF THE LEADER

3

B7

18

_Article

Facilita

tion_v

13

/10

/20

10

THE SEVEN AGES OF THE LEADER

4

B7

18

_Article

Facilita

tion_v

13

/10

/20

10

THE SEVEN AGES OF THE LEADER

Ari Gold Video Discussion

3/1

0/2

01

0

5

B7

18

_Article

Facilita

tion_v

1

ARE LEADERS PORTABLE?3

/10

/20

10

6

B7

18

_Article

Facilita

tion_v

1

Strategic Human Capital General management skills are the most portable. The manager’s skills should match the strategic needs of

the company. Industry Human Capital

Technical, regulatory, customer, or supplier knowledge unique to an industry.

Relevant industry experience have a positive impact on performance in a new job.

Relationship Human Capital Established relationship with other team members or

colleagues is a valuable asset. Moving with other colleagues vs. solo movers.

Company-Specific Human Capital Knowledge about routines, procedures, corporate culture

and informal structures that are unique to a company. CEOs build a management system to their liking.

LEADERSHIP EFFECTIVENESS DIAGNOSTIC

7

B7

18

_Article

Facilita

tion_v

1

What did you learn? Why is this important?

3/1

0/2

01

0

LEADERSHIP EFFECTIVENESS DIAGNOSTIC

Successful leaders build on their strengths.

People who continually advance in their companies are those that leverage their strengths and never stop trying to overcome their deficiencies.

“You cannot run away from a weakness. You must sometimes fight it out or perish; and if that be so, why not now, and where you stand?”

Robert Louis Stevenson

3/1

0/2

01

0

8

B7

18

_Article

Facilita

tion_v

1

SELECTION BIAS

Definition: Relying on samples that are not representative of the whole population being studied.

To identify successful practices we must analyze successful and unsucessful companies and identify the qualities that separate the successes from the failures.

People working in established companies in mature industries are the most vulnerable to selection bias.

9

B7

18

_Article

Facilita

tion_v

13

/10

/20

10

SELECTION BIAS – 3 COMMON TRAPS

1. Overvalueing Risky Business Example: Diversification vs Homogenation of

Teams

2. Accomplishment Magnification Example: Cumulative Race vs Best of 3 Race

3. Reverse Causality Don’t confuse correlation with causality! Example: Successful Corporation => Strong

Culture Does not mean that Strong Culture => Successful Corporation

10

B7

18

_Article

Facilita

tion_v

13

/10

/20

10

MEASUREMENT SYSTEMS

An effective Measurement System must connect the numbers in a meaningful way & provide executives with guidance on how to make improvements.

Manage using forward looking metrics. Link business objectives to things front line

managers can control. “Be careful what you measure. You may get it

– and it may kill you!”

11

B7

18

_Article

Facilita

tion_v

13

/10

/20

10

REWARD FOR RESULTS

Sheldon and Penny Video

3/1

0/2

01

0

12

B7

18

_Article

Facilita

tion_v

1

REWARDSPERFORMANCE

Controlled by Leader Controlled by Employee

REWARD FOR RESULTS

13

B7

18

_Article

Facilita

tion_v

13

/10

/20

10

REWARD FOR RESULTS

1. Give Praise Publicly and Privately Praise in private first, then in public (gives what you say

integrity). The more important the “audience” hearing the praise to

the people receiving it, the more valuable it is.

2. Give More Than Just Praise People become discouraged when their pay doesn’t match

the results they achieve.

3. Don’t Reward Everyone the Same Praise effort, but reward only results. “Any business or industry that pays equal rewards to its

goof-offs and its eager beavers sooner or later will find itself with more goof-offs than eager beavers.”

Mick Delaney

3/1

0/2

01

0

14

B7

18

_Article

Facilita

tion_v

1

REWARD FOR RESULTS

4. Give Perks Beyond Pay Perhaps there are organizational limits on pay. Share something of your own with high performance

employee. Parking space, free tickets, corporate suite.

5. Promote When Possible Promote from within. Rewards an employee for a job well done, and

shows trust that the employee can do even more.

6. Remember That You Get What You Pay For If you want to attract and keep good people, you

need to pay them what they’re worth.

3/1

0/2

01

0

15

B7

18

_Article

Facilita

tion_v

1

CLASS ACTIVITY

Scenario You are the manager of a call center and you

want to improve the quality of customer service. Develop a measurement system that

captures the customer service qualtiy. How will you reward your team at the call

center?

3/1

0/2

01

0

16

B7

18

_Article

Facilita

tion_v

1

L F{L1, L2, GM, S}3

/10

/20

10

17

B7

18

_Article

Facilita

tion_v

1