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Strengths-Based Leadership Development System

Jim Clemmer (519) 748-5968 www.clemmergroup.com 1

StrengthsStrengths‐‐Based Based Leadership Development SystemLeadership Development System

Developing Exceptional LeadersDeveloping Exceptional Leaders“In a recent survey of CEOs and senior executives, 76 percent cited leadership development as important,

yet only 7 percent thought their organization was doing it effectively.”

“You cannot build performance on weaknesses. You can build only on strengths. To focus on weakness is not only foolish; it is irresponsible. It is a misuse of a human resource, h d i li i iwhat a person cannot do is a limitation

and nothing else.”

Peter Drucker (1909 – 2005), author of 39 books and hundreds of articles on leadership, management, and organization effectiveness. Widely considered to be the father of “modern management.”

StrengthsStrengths‐‐Based Leadership Development SystemBased Leadership Development System

Zenger Folkman Background/Relationship1. Evidence‐Based Leadership Development The Good, The Bad, and The Extraordinary

2. Leveraging Leadership Strengths3 Critical Components of a Best In Class3. Critical Components of a Best‐In‐Class

360 Assessment4. A Revolutionary Approach to

Developing Strengths5. Reinforcing Leadership Development

ZF Founders: Leading with StrengthZF Founders: Leading with StrengthJohn “Jack” Zenger, D.B.A. Co‐founder andChief Executive Officer

– Renowned expert in the field of leadership development

– CEO of Zenger‐Miller, President of Provant– Human Resources Development Hall of Fame– ASTD Lifetime Achievement Award, 2011

Joseph Folkman, Ph.D. Co‐founder and President– Renowned psychometrician and authority on

assessment and change– Founding partner of Novations Group, Inc.– Author/co‐Author of 7 books and dozens of

publications

Founded in 2003 to revolutionize leadership and organization development through empirical research.

Evidence‐based methods leveraging existing strengths. Comprehensive system including assessment instruments, development programs and executive coaching.

Leveraging research and methodologies found in The

About Zenger FolkmanAbout Zenger Folkman

Leveraging research and methodologies found in The Extraordinary Leader, The Inspiring Leader, The Extraordinary Coach, and How to Be Exceptional.

Consulting, customizing, and integrating strengths‐based leadership approaches aligned to organizational strategy and culture.



Some Zenger Folkman Clients Some Zenger Folkman Clients • Canadian Tire• Niagara Region• Fanshawe College• CIBC• EllisDon• Air Transat• Seneca College

• Deloitte• ConocoPhillips• Adidas• Marriott• Thomson Reuter• Lockheed Martin• Safeway

• Rogers• Elsevier• General Mills• Harris Corporation• Symantec• Fidelity Investments• Coca Cola

• Zain• Affymetrix• Allianz• AT&T• Wells Fargo Bank• US Navy

“an unusual blend of credible and uncompromising research married with years of successful applicationwith leaders and organizations. The result is innovative, at times challenging conventional wisdom… I have seen talent in my organization engage and

Client FeedbackClient Feedback

I have seen talent in my organization engage and improve based on this work."

Kevin D. Wilde, VP, Organization Effectiveness and Chief Learning Officer and author of Dancing with the Talent Stars: 25 Moves That Matter Now

Using the ‘cross training’ approach; our leaders achieved an across-the-board improvement of close to 15% in their year-over-year employee commitment scores. Not only did our best leaders get better, but our ‘average’ leaders and even our poorest leaders showed marked improvement in their leadership effectiveness and employee commitment scores.

This improvement was a critical factor in our qualifications for the Malcolm Baldrige award, which our division won.”

Dee Thomas, HR Director, Boeing Aerospace Support

“we have seen that people are much more successful when we focus on improving their natural leadership strengths while minimizing their


weaknesses."Stephen K. Wiggins, EVP, Chief Information Officer, Blue Cross Blue Shield of South Carolina; coauthor, Picasso on a Schedule

Articles/Columns on Strengths‐Based Leadership Development Core Research and

Strengths‐Based Leadership Systems

Core Research and Strengths‐Based

Leadership Systems



“It’s a clear, easy‐to‐read book…and a compelling

“Excellent? Counterintuitive tips on how to be exceptional.”

The Globe & Mail

and a compelling alternative approach to our tendency to obsess over weaknesses.”


Leadership Systems


Leadership Systems“We’ve been doing business in Canada but wanted to better serve the Canadian market.There’s a history of a very productive

Why Zenger Folkman is Partnering with Why Zenger Folkman is Partnering with The CLEMMER GroupThe CLEMMER Group

‘hand‐shake partnership’ between our firms’ principals going back to 1981.We’re excited to have a partner with whom we can thrive and create real synergy.”

Jack Zenger, CEO

1. Jack Zenger and the values‐based Zenger Folkman team.

2. Revolutionary Strengths‐Based Leadership Development System.

3. Research/Evidence‐Based Leadership

Why The CLEMMER Group is Why The CLEMMER Group is Partnering with Zenger FolkmanPartnering with Zenger Folkman

Development.4. Coaching and Inspiring Skills/Philosophies.5. A Powerful Fit with our Culture/Leadership

Development.

Front Line Staff Leadership Behaviors Front Line Staff Leadership Behaviors

Continuous Improvement Activities Continuous Improvement Activities and Organization Developmentand Organization Development

Steps to Desired CultureSteps to Desired Culture

Vision, Core Values, and Purpose/MissionVision, Core Values, and Purpose/Mission

Management Processes/Systems Management Processes/Systems

Supervisors/Managers/Executives Supervisors/Managers/Executives Leadership BehaviorsLeadership Behaviors

Weaknesses Strengths

Power‐based command and control

Inspiring shared leadership

Catch people doing things wrong Catch people doing things right

Culture Anchor PointsCulture Anchor Points


Indifference and apathy Energized and engaged

Focus on fixing what’s wrong

See the worst in people

Leverage/build on what’s right

Bring out the best in people

Push and punish Pull and coach



1. Jack Zenger and the values-based Zenger Folkman team.

2. Revolutionary Strengths-Based Leadership Development System.

3. Research/Evidence-Based Leadership

Why The CLEMMER Group is Why The CLEMMER Group is Partnering with Zenger FolkmanPartnering with Zenger Folkman

Development.4. Coaching and Inspiring Skills/Philosophies.5. A Powerful Fit with our Culture/Leadership

Development6. Ongoing R & D with new programs and

services.

What Makes Our StrengthsWhat Makes Our Strengths‐‐Based Based Development System Uniquely PowerfulDevelopment System Uniquely Powerful

1. Using Strengths‐Based Leadership Development…

2. On a Foundation of Evidenced‐Based ApproachesApproaches...

3. Producing a Highly Personalized Development Plan…

4. Built Around a Best of Class 360 Multi‐Rater Tool

EvidenceEvidence‐‐Based Based Leadership Leadership


ppDevelopmentDevelopment

a strategic partner of

“I then realized that medical decision making was not built on a bedrock of evidence or formal analysis, but was standing on Jell‐O.Medical decision making has gone through a fundamental change in the last 40 years

EvidenceEvidence‐‐Based MedicineBased Medicine

fundamental change in the last 40 years.…the foundation for decision making has shifted away from subjective judgments and reliance on authorities toward a formal analysis of evidence.”

David M. Eddy, MD, PhD, “The Origins of Evidence ‐ Based Medicine ‐ A Personal Perspective,” AMA Journal of Ethics


EvidenceEvidence‐‐Based MedicineBased Medicine“The use of scientific data to confirm that proposed diagnostic or therapeutic procedures are appropriateprocedures are appropriate in light of their high probability of producing the best and most favorable outcome.”



The Need for EvidenceThe Need for Evidence‐‐Based Based Leadership DevelopmentLeadership Development

• Over 93,000 books with “leadership” in the title at Amazon – how many others don’t have that word in their title?

• 1 2 million Google hits on• 1.2 million Google hits on “leadership books.”

• A flood of theories, opinions, thesis papers, inspiration, training programs, frameworks, styles, models, tools…

The Original Research BaseThe Original Research Base• Two years researching the impact of leadership performance and the key behaviors great leaders demonstrate.

• Data set of 200,000 evaluations on 20,000 people.• Contrasted the highest‐performing 10% to the lowest‐performing 10%.

• The data conclusively demonstrates: leadership effectiveness can be measured and is strongly correlated to performance outcomes

16 competencies most differentiate the extraordinary leaders from everyone else

building on existing strengths is the most effective approach to development

• Leadership is a means to an end: organizational outcomes

• Competency analysis—mutually exclusive and

In Search of the Leadership DifferenceIn Search of the Leadership Difference

90

80

70

60E t

Percentile Group B

mutually exclusive and collectively exhaustive

• 16 had the greatest impact on measurable organizational outcomes

50

40

30

20

10

90th

-10

0th

80th

-89t

h

70th

-79

th

60th

-69

th

50th

-59

th

40th

-49

th

30th

-39

th

20th

-29

th

10th

-19

th

1st -

9th

Leadership Effectiveness Percentile

Engagement

Retention

Profitability

Others ….

Group A

The Leadership TentThe Leadership Tent Differentiating CompetenciesDifferentiating Competencies

•Communicates Powerfully and Prolifically

•Inspires and

•Develops Strategic Perspective

•Champions

•Drives for Results

•Establishes Stretch Goals

Leading Change

Focus on Results

Interpersonal Skills

•Technical/Professional Expertise

•Solves

Personal Capability

•Displays High Integrity and Honesty

Character

Motivates Others to High Performance

•Builds Relationships

•Develops Others

•Collaboration and Teamwork

pChange

•Connects the Group to the Outside World

•Takes Initiative

Solves Problems and Analyzes Issues

•Innovates

•Practices Self‐Development

• 10 ‐ 20 times higher levels of employee engagement

• 3 ‐ 4 times reduction in employees thinking about quitting

• 50% fewer employees that do leave

ExtraordinaryExtraordinary Leaders Make a Leaders Make a HUGEHUGE DifferenceDifference

• Double the satisfaction with pay and job security • 4 ‐ 5 times more employees "willing to go the extra mile."

• 1.5 times higher customer satisfaction ratings• Over 3 times safer work environment




The Good, The Good, the Bad, the Bad,


and the and the Extraordinary Extraordinary

• Elevated pay• Richer benefits • Training and development• Enhanced working

Searching for the Keys to Employee Searching for the Keys to Employee Engagement, Satisfaction, and CommitmentEngagement, Satisfaction, and Commitment

conditions • State‐of‐the‐art equipment • Flexible schedules • Childcare • Focusing on work‐life balance

Who is yourWho is your

One variable emerged as the best predictor of employee engagement, satisfaction, and commitment

Searching for the Keys to Employee Searching for the Keys to Employee Engagement, Satisfaction, and CommitmentEngagement, Satisfaction, and Commitment

Who is your Who is your immediate immediate supervisor?supervisor?

90

80

70

60

50tion/En

gagemen

t/nt Percentile

Leadership Effectiveness and Employee Leadership Effectiveness and Employee Engagement/Satisfaction/CommitmentEngagement/Satisfaction/Commitment

Great LeadersMake a GreatDifference

Good Leaders Have a50

40

30

20

10

0Employee

Satisfact

Commitm

en

Overall Leadership Effectiveness

1st‐9th

11th‐19th

20th‐29th

30th‐39th

40th‐49th

50th‐59th

60th‐69th

70th‐79th

80th‐89th

90th‐100th

34

Based on 23,800 Leaders

Poor LeadersCreate

Dissatisfaction

Have a Mediocre Impact

Extraordinary leaders have much higher retention rates.

19

14101214161820

The Impact of Leadership Effectiveness The Impact of Leadership Effectiveness on Turnoveron Turnover

rcen

t Turno

ver

9

02468

Bottom 30% Middle 60% Top 10%

Average Pe

Poor Leaders Good Leaders Great Leaders

Percent of Employees that “Think about Quitting” Percent of Employees that “Think about Quitting”

30

35

40

45

50

55

60

n Work Group

s

out Q

uitting”

0

5

10

15

20

25

1st -9th

10th -19th

20th -29th

30th -39th

40th -49th

50th -59th

60th -69th

70th -79th

80th -89th

90th -100th

% of E

mployee

s in

That “Th

ink ab

o




The most effective leaders create the most

satisfied customers.

49

68

40

50

60

70

80

Leadership Effectiveness versus Leadership Effectiveness versus Customer SatisfactionCustomer Satisfaction

Custom

er Satisfaction

rcen

tile)

39

0

10

20

30

Bottom 20% Middle 60% Top 20%

Percep

tions of C (Pe

Poor Leaders Good Leaders Great Leaders

Impact of Leadership Effectiveness on Impact of Leadership Effectiveness on a Safe Work Environmenta Safe Work Environment

70

60

50

40

30ronm

ent (Pe

rcen

tile)

4250

5967

Bottom 10 Percentile

11th – 35thPercentile



Top 10Percentile

30

20

10

0Safe W

ork En

vi

19

Leadership Effectiveness

Impact of Leadership Effectiveness on SalesImpact of Leadership Effectiveness on Sales

$700.00

$600.00

$500.00

$400.00

n Millions

Impact of Leadership Effectiveness on Team Sales

Overall Leadership Effectiveness

Bottom 10% Next 25% Middle 30% Next 25% Top 10%

$300.00

$200.00

$100.00

$0.00

Sales in

Leadership Effectiveness vs. Leadership Effectiveness vs. Satisfaction with Pay and Job Security Satisfaction with Pay and Job Security

50

55

60

65

70

pany

Pay &

Job Security

30

35

40

45

1st - 9th 10th -19th

20th -29th

30th -39th

40th -49th

50th -59th

60th -69th

70th -79th

80th -89th

90th -100th

Satisfaction with

Com


Great leaders generate much greater income.

2000000

3000000

4000000

5000000

Leadership Effectiveness versusLeadership Effectiveness versusNet IncomeNet Income

Net Income

$2.4MM

$4.5MM

-2000000

-1000000

0

1000000

($1.2MM)

Bottom 10% Middle 80% Top 10%Poor Leaders Good Leaders Great Leaders

Mortgage Bank Branches

For Full Research Report. . .For Full Research Report. . .



Point to PonderPoint to PonderHow would an evidenceHow would an evidence‐‐based approach to leadership based approach to leadership

development revolutionize your approach? development revolutionize your approach? Leadership Effectiveness by Level

(Average across five studies including 5285 leaders)

65707580

ectiv

enes

s ile

Leadership Effectiveness by LevelLeadership Effectiveness by Level

404550556065

Lower Middle Top

Leadership Level

Lead

ersh

ip E

ffePe

rcen

ti

Closing the Leadership GapClosing the Leadership Gap

These organizations:• Set the leadership bar high

Some organizations had just 3 – 5 percentile points between levels with a dramatic upward shift in

leadership effectiveness of all leaders.

• Set the leadership bar high.• Selected the right leaders.• Built talent management processes around leadership competencies.

• Made it line management’s responsibility to develop people.

The The ExtraordinaryExtraordinary


Extraordinary Extraordinary TeamTeam


• Study of 122,000 employees in 10,000 work groups from 11 different companies.

• Items that differentiated the best from the worst work groups were identified.

• Items were put into factors.

Characteristics of Successful TeamsCharacteristics of Successful Teams

• Literature review of capabilities that impacted the performance of teams.

• Key factors identified.• Results of the two studies were compared.• 16 key factors emerged.

The Extraordinary TeamThe Extraordinary Team


There is a strong correlation between a team’s effectiveness on 16 capabilities

and their performance results.



Characteristics of Successful TeamsCharacteristics of Successful TeamsResultsResults

• Getting Results

• Individual Accountability

• Clear Strategy and Direction

• Ability to h

Ethics and Ethics and IntegrityIntegrity

• Ethics and Integrity

• Communication

• Recognition and Rewards

• Team

Direction Direction and Changeand Change

• Trust and Respect

Trust and Respect

PeoplePeople

• Efficiency/ Productivity

• Performance Management

• Decision Making

Change • Innovation

Member Involvement

• Collaboration/Cooperation

• Growth and Development

• Team Member Commitment

Culture ripples out from the Management Team

An Organization’s Culture An Organization’s Culture Ripples Out from the Ripples Out from the M TM TManagement Team Management Team

Leading ItLeading It

Team Effectiveness and Employee Team Effectiveness and Employee Engagement/CommitmentEngagement/Commitment

60708090

51

70

86

gagemen

t/

t Percentile

01020304050

Bottom 10% Next 25% Middle 30% Next 25% Top 10%

13

29

Employee

Eng

Commitm

ent

Team Effectiveness Percentile

15

20

25 21

16

13

Team Effectiveness and TurnoverTeam Effectiveness and Turnover

over in

Team

Voluntary Turnover by Survey Results

0

5

10

Low Survey Results

Moderate Survey Results

High Survey Results

Team Effectiveness Score

Percen

t Turno 2 5

33.5

44.5

5 4.38

2.85

Recordable Incidents Number versus Recordable Incidents Number versus Team Survey Results Team Survey Results

e Incide

nts

e Num

ber

00.5

11.5

22.5

1.0 - 3.5 3.51 to 4.0 4.01 - 5.0

0.88

Overall Team Effectiveness

Average Mean Score

Recordab

lAv

erage 30

40

50

60

70

28

43

59

Profitability and Team EffectivenessProfitability and Team Effectiveness

et Profit In

dex

for G

roup

s

0

10

20

30

Low Survey Results

Moderate Survey Results

High Survey Results

Team Effectiveness Score

Average Ne

Score f



5060708090

100

Average Percentile

Overall Team Effectiveness with Overall Team Effectiveness with NoNo StrengthStrength

01020304050

0 1 2 3 4 5

39

0 0 0 0

Score

Number of Strengths

Overall Team Effectiveness withOverall Team Effectiveness withOneOne StrengthStrength

5060708090

100

39

72

Average Percentile

01020304050

0 1 2 3 4 5

39

0 0 0 0

Score

Number of Strengths

Impact of Five Strengths on Impact of Five Strengths on Team EffectivenessTeam Effectiveness

5060708090

100

7282

87 89 92

Average Percentile

01020304050

0 1 2 3 4 5

39Percentile

Score

Number of Strengths

Feedback is Critical to Team EffectivenessFeedback is Critical to Team Effectiveness

Great teamwork never just Great teamwork never just happenshappens——it takes deliberateit takes deliberatehappenshappens it takes deliberate it takes deliberate

effort and regular effort and regular maintenance.maintenance.


Leveraging Leveraging L d hiL d hi


Leadership Leadership StrengthsStrengths


"...the path to greatness is really about building profound strengths, rather than through relentlessly focusing on one's weaknesses.”


Michael A. Peel, Vice President, Human Resources and Administration



“Now we have results for a range of industries that link leadership to climate and to business performance, making it possible to quantify

Primal Leadership on “feel” of a company

the hard difference for performance made by something as soft as the ‘feel’ of a company.”

“We were shocked at the results of the largest, most comprehensive survey ever conducted on approaches to managing change. The study concluded that most schools, companies, families andschools, companies, families and organizations function on an unwritten rule. That rule is to fix what’s wrong and let the strengths take care of themselves.”

“Appreciative Inquiry is the cooperative, co‐evolutionary search for the best in people, their organizations, and the world around them.It involves systematic discovery of what gives life to anof what gives life to an organization or a community when it is most effective and most capable in economic, ecological, and human terms.”

• Positive emotion

E

It is all too commonplace not to be mentally ill but to be stuck and languishing in life….Being in a state of mental health is not merely being disorder free; rather it is the presence of flourishing.”

• Engagement

• Relationships • Meaning

• Accomplishment

The Power of Focusing on StrengthsThe Power of Focusing on Strengths


The Power of Focusing on StrengthsThe Power of Focusing on Strengths

What if the teacher had asked them to write down


gaps and improvement suggestions?



Why do most leaders focus on fixing weaknesses?


• Why do most performance reviews focus on fixing weaknesses rather than leveraging strengths?strengths?

• What’s the lingering effect?


In Search of Gaps, Needs, and WeaknessesIn Search of Gaps, Needs, and Weaknesses

• Defensiveness and searching for what’s wrong.• Data denial (“it’s just their perception”). • Participants feel beat up by feedback/survey

reports.• Negative response/avoidance of 360 feedback.• Diminishes recognition/appreciation culture.• Erodes confidence and drops positivity ratio. • Working on weaknesses only gets to average. • Feeds defeatist belief that extraordinary

leadership is achieved by naturally gifted or "born leaders."

Weaknesses Strengths

Power‐based command and control

Inspiring shared leadership


What’s Your Culture Anchored In?What’s Your Culture Anchored In?


Indifference and apathy Energized and engaged

Focus on fixing what’s wrong

See the worst in people

Leverage/build on what’s right

Bring out the best in people

Push and punish Pull and coach

“The effective executive makes strengths productive….one cannot build on weaknesses.Strengths are the true opportunities. to make strength productive is the unique purpose of the organization.It cannot overcome the weaknesses with which each of us in endowed, but it can make them irrelevant.Organization must feed the opportunities and starve the


Organization must feed the opportunities and starve the problems.”

Peter Drucker (1909 – 2005), author of 39 books and hundreds of articles on leadership, management, and organization effectiveness. Widely considered to be the father of “modern management”

Building Strengths Is Building Strengths Is the Only Waythe Only Way to to Become an Exceptional LeaderBecome an Exceptional Leader

1. Think of the best leader you’ve ever worked with…………

2. Did he or she possess any weaknesses?

3. Was he or she above average on all leadership competencies?

4. Did he or she possess some profound strengths?



“...the next evolution of focusing on strengths…compelling research to understand what it takes to become an exceptional leader. The insightful tools and developmental approaches help address fatal flaws and push


approaches help address fatal flaws and push your existing strengths over the edge to exceptional."

Linda Simon, Senior Vice President, Leadership and Organizational Development, DIRECTV

Focusing Development on Weaknesses Focusing Development on Weaknesses Works Well When. . .Works Well When. . .

mpe

tencies

. . . People Have Fatal Flaws

60

70

80

90

100

ecti

ven

ess

G

F

E

D

C

B

A

Strong negative data on an issue can cripple a person’s

Lead

ership Com

0

10

20

30

40

50

Fatal Flaws & No Profound Strengths

18

Ove

rall

Lea

der

ship

Eff

e(P

erce

nti

le)

1 2 3 4 5

P

O

N

M

L

K

J

I

Hcripple a person s

leadership effectiveness

What’s the Message What’s the Message From This Feedback Report?From This Feedback Report?

1.5

2

2.5

3

3.5

4

4.5

5 Global Norm Richard

0

0.5

1

How’s Richard Doing Now?How’s Richard Doing Now?

1.5

2

2.5

3

3.5

4

4.5

5

Best Leaders Richard

0

0.5

1

Sample Exercise on Making a DifferenceSample Exercise on Making a Difference1. In your experience, which goal do most leaders

work toward: to be “good enough” to get the job done, or to be extraordinary? Which of the two has been your goal?

2. If you could increase your leadership effectiveness from good to great what difference would it makefrom good to great, what difference would it make to your organization?

3. If you could increase your leadership effectiveness from good to great, what difference would it make to you personally, in terms of your career opportunities and job satisfaction?

“Our greatest tragedy is not that our aim is too high

Aiming for ExtraordinaryAiming for Extraordinary

and we miss it, but that it is too low and we reach it.”

Michelangelo



• At best it gets you to average.• Does not produce exceptional leaders.

Limitations of Working on WeaknessesLimitations of Working on Weaknesses

Our research shows that Our research shows that i ’i ’ h f hh f hit’s it’s the presence of strengths, the presence of strengths, not the lack of weaknesses, not the lack of weaknesses, that differentiates the that differentiates the

best leaders.best leaders.

• Over twice the levels of employee engagement.• 50% reduction in employees thinking about quitting.

• Half as many employees that do leave.• 25 – 30% increase in satisfaction with pay and job security

From From GoodGood to to GreatGreat LeadershipLeadership

security.• Over twice as many employees "willing to go the extra mile."

• 40% higher customer satisfaction ratings.• 35 – 40% safer work environment.

You don’t have to be a superhero to be an extraordinary leader.

100

90

80

7060

50

Just Three Strengths Raises Leadership Just Three Strengths Raises Leadership Effectiveness to the Effectiveness to the 8080thth Percentile Percentile

Study based on 24,657 leaders having 7 or more respondents

ntile

Score on

sults 49

6474

80 8387 89 90

50

40

30

2010

0

Number of Profound Strengths(Competencies at the 90th percentile)

* Leaders with no strengths and no fatal flaws

Fatal Flaws

*0 1 2 3 4 5 6 7

Average Pe

rcen

360 Re

s

17

Pre‐test Post Test

+26+12

90

80

70

6050

40centile

54

66

56

82

A Strengths Focus A Strengths Focus DoublesDoubles Improvement RatesImprovement Rates

* Fixing weaknesses excludes those fixing fatal flaws

30

20

100

*Fixed Weaknesses Built Strengths

Perc

“I do not believe that you should devote overly much effort to correcting your weaknesses.

Rather; I believe that the highest success in living and the deepest emotional satisfaction comes from building and using your strengths.”



The Powerful Impact of Building StrengthsThe Powerful Impact of Building Strengths

• Create an excellent development plan.

• Improve their overall leadership effectiveness.

• Improve specific issues in their

Leaders who worked on strengths were more likely to:

Improve specific issues in their development plan.

• Allocate appropriate time to development.

• Put forth a concerted effort to work on their development plan.

The Powerful Impact of Building StrengthsThe Powerful Impact of Building Strengths

Executives Responded to These Statements:

My leadership improvement efforts had a positive impact on the business results of my team/organization.

Build Strength

Fix Weakness

72% 38%

My leadership development efforts had a positive impact on the commitment level of my direct reports.

47% 25%

“…their research caused us to rethink our performance management philosophy. We revamped our process to orient it more toward building employees' strengths. The results have been remarkable…The biggest change has been in the energy people have for the performance


people have for the performance management process. It is now something that most employees look forward to. How many companies can say that?"

Mary Settle, Vice President of Human Resources, BARD Access Systems

Building on Leadership StrengthsBuilding on Leadership Strengths

• The only way to become an extraordinary leader.• Up to three times higher change and improvement. • Profits, sales, engagement, morale, energy levels, turnover, health and safety, and customer satisfaction skyrockets.

• Broadens the spectrum of development methods with cross‐training and competency companions.

• Participant motivation to improve is much higher.• Organizational culture is much more positive and energized.

• It's a lot more fun to work on strengths!a strategic partner of

Advancing StrengthsAdvancing Strengths‐‐Based Leadership DevelopmentBased Leadership Development

• More rigorous analysis of the impact of strengths on performance outcomes.

• Studies confirming strengths aren’t fixed or static and can be developed.

• Evidence that developing strengths is 2 – 3 times more successful than fixing weaknesses.

• Research showing the only way to build strengths from good to great is a nonlinear approach using companion competencies.

How would leveraging leadership strengths How would leveraging leadership strengths revolutionize your development work?revolutionize your development work?

Point to PonderPoint to Ponder



Critical Critical Components Components of a Bestof a Best InIn


of a Bestof a Best‐‐InIn‐‐Class Class 360 360

Assessment Assessment

"The Extraordinary Leader class was one of the most powerful and insightful programs I have ever attended. The 360‐degree profile gave me deep insights into how others perceive me as a leader,


leader,and the course and follow‐on coaching has paved an exciting path for me to follow in developing my leadership skills."

Ricardo Fuchs, Vice President, ServCorp, Inc

Accuracy in Predicting Leadership EffectivenessAccuracy in Predicting Leadership Effectiveness

0.35

0.30

0.25

0.20

ance Predicted

Ability of Individuals in Each Rater Group to Predict Overall Leadership Effectiveness

Manager DirectReports

Peers Other Self

0.15

0.10

0.05

0.00

RSqua

red‐Varia

• 85% of Fortune 500 organizations use multi‐rater feedback (360’s) as a central part of their leadership development program.

• They have found that it can have a

360s and Leadership Development Programs360s and Leadership Development Programs

ymajor impact on awareness and development.

• Leaders gain information and perceptions they would otherwise never get.

• Graduate School – Worked with some of his professors who had created one of the first 360 assessments

• Wrote his dissertation on data that he had collected from a 360

Joe Folkman’s History with Joe Folkman’s History with 360360ss

that he had collected from a 360 that he developed

• Founding partner in an organization that developed hundreds of 360 assessments

• In 2002 he started over….

• Lots of 360s approaches.

• Not all equal.

Wide Variety of Wide Variety of 360360s Availables Available

• Lots of similarities but there are some major differences.



In Search of Gaps, Needs, and WeaknessesIn Search of Gaps, Needs, and Weaknesses

Many organizations are using a weakness‐based approach to development:

• People don’t like the process.People don t like the process.• Not much change occurs.• Losing 70 ‐ 80% of the training value.

• Negative and punishing.

1. Simplified competencies and survey items based on predictive evidence.

2. Ratings compared to extraordinary global norms, not averages.3. Rating scales that avoid false positives.

Components of a BestComponents of a Best‐‐ofof‐‐Class Class 360 360 AssessmentAssessment


Typical Agree to Disagree ScaleTypical Agree to Disagree Scale

• Respondent – “This person is an OK listener.” 4 ‐ Agree

5 – Strongly Agree

3 N l

“Listens carefully and attentively”

• Participant – “I am doing pretty good on listening – I got a 4 out of 5.”

3‐ Neutral

2 ‐ Disagree

1 – Strongly Disagree

Strengths to Improvement ScaleStrengths to Improvement Scale

• Respondent – “This person is an OK listener.”

• Participant – “I am ”

4 ‐ Strength

5 – Outstanding Strength

3‐ Competent

“Listens carefully and attentively”

OK.” 3 Competent

2 ‐ Needs Some Improvement

1 – Need Significant Improvement

Using this scale the Using this scale the average response to average response to

survey items survey items decreased by .75decreased by .75

1. Simplified competencies and survey items based on predictive evidence.

2. Ratings compared to extraordinary global norms, not averages.3. Rating scales that avoid false positives.4. Measure leadership effectiveness against key performance outcomes.5. Emphasis on building strengths not gaps/needs/weaknesses.6 Id tif th k t i t i t t t th l d ’ l

Components of a BestComponents of a Best‐‐ofof‐‐Class Class 360 360 AssessmentAssessment

6. Identify the key competencies most important to the leader’s role.7. Written comments only focused on flagging any fatal flaws rather

than listing weaknesses.8. An efficient survey process that takes about 15 minutes to complete.9. Provide insights to leaders on how to build his or her strengths.10. Simple, intuitive, and visual feedback reports.


Hierarchy of InformationHierarchy of Information

Tent Poles (5)

Differentiating Competencies (16)

Survey Items (54)

3 to 4 per competency



A leader’s direct reports are asked 5 questions that assesses their level of satisfaction, commitment and confidence in the

Employee Satisfaction/Engagement/SatisfactionEmployee Satisfaction/Engagement/Satisfaction

Employee Commitment IndexI feel confident that this company will

achieve its strategic goal.

My work environment is a place where people want to go the extra mile.

I would recommend this company as aand confidence in the organization.

I would recommend this company as a good place to work.

I rarely think about quitting my job to go to a different company.

All in all, I'm satisfied with this company as a place to work.

• These 5 items correlate .80 or higher to the best validated engagement measures in the industry.

What have you found are the biggest problems What have you found are the biggest problems and opportunities with using 360 tools?and opportunities with using 360 tools?


Key Key Approaches Approaches

forfor


forforDeveloping Developing StrengthsStrengths

The Zenger Folkman organization has had a profound effect on leadership development. Their research reveals the impact of strengths-based development on individual and organization success across industries and geographies. Their competency model and 360 evaluation provide


Hillery Ballantyne, Senior Vice President, Talent Management and Leadership Development

Their competency model and 360 evaluation provide the framework around which to build a development plan."

The Leader’s Situation Determines Which Strengths are KeyThe Leader’s Situation Determines Which Strengths are Key

• Development efforts focus on building profound strengths

• Specific strengths to be built vary by leader

• Goal is 3‐5 strengths at 90th percentile

• Offers a positive approach to developmentfor individual leader and the organization

When When choosing choosing which which

strengths to strengths to develop, play develop, play

to your to your passions! passions!




When building When building on strengths, on strengths, often the best often the best approach is to approach is to ppppbuild around build around

them. them.


WeightliftingMentalImagery

TechniquesStretching

Long

Good to Great: NonGood to Great: Non‐‐Linear Cross Training Linear Cross Training


IntervalTraining

SleepingHabits

Equipment

Yoga Nutrition

LongDistanceRunning

• Strengths are what differentiate.

• You don’t develop strengthth fi

Developing StrengthsDeveloping Strengths

the same way you fix a weakness.

• Statistical correlations and interaction effect of behaviors.

"...lifting leadership effectiveness from the (somewhat pejorative) realm of 'soft skills' to a plane that equates these competencies with 'harder' disciplines…not only can these skills be learned, but they can have a similar impact on bottom‐line results and employee performance.


p fLeadership cross‐training is an approach that can have a powerful impact on helping good leaders become exceptional ones."

Jaime Gonzales, Head of Professional Development, Jet Propulsion Laboratory

A Powerful and Statistically Significant Correlation A Powerful and Statistically Significant Correlation Between Two Competencies EmergedBetween Two Competencies Emerged

(A)

Builds

Relationships

(B)

Drives for

ResultsRelationships Results

First Researchers Looked at First Researchers Looked at “A Without B”“A Without B”

(A)

Builds

Relationships

(B)

Drives for

Results

If this IS a strength . . . but this ISN’T . . .

the probability of being an extraordinary leader: 12%

Relationships Results



Then Researchers Looked at Then Researchers Looked at “B Without A”“B Without A”

(A)

Builds

Relationships

(B)

Drives for

Results

If this IS NOT a strength . . . but this IS . . .

Relationships Results

the probability of being an extraordinary leader: 14%

The Power of “A + B” Led to the Notion of The Power of “A + B” Led to the Notion of “Powerful Combinations”“Powerful Combinations”

(A)

Builds

Relationships

(B)

Drives for

Results

If these are BOTH strengths . . .the probability of being an extraordinary leader: 14%

+ 12% 26%

How Organizational Capabilities How Organizational Capabilities Impact Each OtherImpact Each Other

(A)

Ability to

Execute

(B)Positive Work

Environment

I hi i i f d All i ll I i fi d i h hi• In this organization we stay focused on the critical tasks that need to be accomplished.

• When problems occur in our work group, people accept accountabilityrather than blame others.

• This organization executes key priorities well, versus executing many initiatives poorly.

• All in all, I am satisfied with this companyas a place to work.

• Respect for the individual is reflected in my management team’s decisions/actions.

• I am confident that I will be treated fairly.• This company retains talented, contributing people.

• I can report unethical practices at this company without fear of reprisal.

The Independent Impact of EachThe Independent Impact of Each

(A)

Ability to

Execute

(B)Positive Work

Environment

If this IS a strength . . . but this isn’t . . .

the probability of being an extraordinary organization: 9%

(A)

Ability to

Execute

(B)Positive Work

Environment

The Independent Impact of EachThe Independent Impact of Each

If this is NOT a strength . . . but this IS . . .

the probability of being an extraordinary organization: 4%

The Combined ImpactThe Combined Impact

(A)Ability toExecute

(B)Positive Work

Environment

If these are BOTH strengths . . .

the probability of being an extraordinary organization: 4% + 9% 13%



Traditional Linear Development Traditional Linear Development • Learn the skills.• Take classes, read books and journals.

• Study or mentor withStudy or mentor with experts.

• Practice the skills.• Get coaching and feedback.

Each Competency Has Many Companion CompetenciesEach Competency Has Many Companion Competencies

?? ?

? ?

?? ?

Displays HighIntegrity andHonesty

• Research identified statistically correlated companion behaviors for each competency.

• Each companion behavior represents a leadership cross

Assertiveness

Concern

Drivesfor

ResultsDecisiveness

Displa s Hi h

Competency Companions: Competency Companions: CrossCross‐‐Training Ideas for LeadersTraining Ideas for Leaders

leadership cross‐training idea for development.

• Each provides a potential path for building on an existing strength.

Concernfor

OthersTrust

Deals Well with

Ambiguity

Inspires and

MotivatesOthers

Positive Optimism

Displays HighIntegrity andHonesty

Competency Companion Development Guide: Competency Companion Development Guide: A Roadmap for Developing StrengthsA Roadmap for Developing Strengths

Why Competency Companions Why Competency Companions Make the DifferenceMake the Difference• The competency companion may be a “building

block” for the competency.– Focusing on self‐development helps leaders better

Develop Others.• A high level of skill in the companion increases

the skill in the competencythe skill in the competency.– The ability to integrate information is a companion

to Solves Problems and Analyzes Issues.

• The competency companion helps others “see” the main competency.– Communication helps others see a leader

sharing Technical/Professional Expertise.

Clear Communication

Positive Team Environment/

‐‐‐‐‐‐‐‐‐‐‐‐/‐‐‐‐‐

‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐

Integrity Safety

Competency Companions for Safety LeadershipCompetency Companions for Safety Leadership

Environment/Involvement and Candor

Ability to Anticipate

‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐

‐‐‐‐‐‐‐‐‐‐

‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐

Leadership



NonNon‐‐Linear Team Action PlanningLinear Team Action PlanningLeadershipEffectiveness

Feedbackt

DecisionMaking

PositiveWork

Environment

ClearSt t &Communicationsto

IndividualsStrategy &Priorities

Ability toChange

TeamworkCollaboration

Ethics &Integrity

Communications

Makes theEmotionalConnection Establishes

Stretch Goals

Clear Visionand Direction

ChampionsChange

Role Model

Inspiresand

Example: Strengthening a Leadership CompetenceExample: Strengthening a Leadership Competence

FosteringInnovation

TakesInitiative

DevelopsOthers

BeingCollaborativeand a Good

TeamPlayer

CommunicatesPowerfully &Prolifically

MotivatesOthers

An Example of Companion BehaviorsAn Example of Companion Behaviors

Drives f

Planning and Organization

Integrity and Trust

Anticipates Problems

Has a Clear Vision of

Creates a High‐

Supports with

Adequate Resources

Innovates

for Results

Vision of Desired Results

Effective Feedback

and Development

Establishes Stretch GoalsAssumes

Personal Accountability

Is Quick to Act

Provides Rewards and Recognition

High‐Performance

Team

How would leadership crossHow would leadership cross‐‐training strengths training strengths revolutionize your development approaches?revolutionize your development approaches?


Reinforcing Reinforcing LeadershipLeadership


Leadership Leadership DevelopmentDevelopment

"Zenger Folkman's research and tools have provided excellent guidance to leaders I've worked with over the years. The tools allowed them to create actionable goals and inspired them to actively pursue


excellence in leadership.”

Pam Mabry, Director, Human Resources



FollowFollow‐‐up is the Key to a Leader’s Behavioral Changeup is the Key to a Leader’s Behavioral Change

• Leadership assessments and workshops start the process, they don’t end it.

• One‐on‐one coaching, coaching workshops for leaders, follow‐up software, and other implementation reinforcers help make learning stick.

1 Dr. Brent Peterson, former VP Research, Franklin Covey

60

40

age of

surveyed

Consistent or Periodic Follow‐UpNo Follow‐Up

Goldsmith/Morgan study on the impact of follow‐up, 3 to 6 months after Leadership Development programs (11,480 managers)

Importance of Feedback and FollowImportance of Feedback and Follow‐‐upup

Percen

tarespon

dents

-3 -2 -1 0 +1 +2 +3

20

Decline None Improvement

Perceived Change in Leadership Effectiveness

• Web‐based application

• Leaders enter and manage their goals

ActionPlan MapperActionPlan Mapper™™ Helps Leaders Follow Through Helps Leaders Follow Through

manage their goals • Periodic email reminders

It’s quick and easy to enter action

ActionPlan Mapper™ActionPlan Mapper™

action plans and goals.

Leaders report goal progress by filli t

ActionPlan Mapper™ActionPlan Mapper™

filling outa brief

questionnaire

FollowFollow‐‐Up is Critical Up is Critical

87% 87% of what a person of what a person learns in a leadership learns in a leadership program is program is gone within gone within

30 days30 days if there if there is is no followno follow‐‐up.up.




How can you make leadership development stick How can you make leadership development stick as part of a larger culture development effort?as part of a larger culture development effort?

Point to PonderPoint to Ponder StrengthsStrengths‐‐Based Leadership Development SystemBased Leadership Development System

Zenger Folkman Background/Relationship1. Evidence‐Based Leadership Development The Good, The Bad, and The Extraordinary

2. Leveraging Leadership Strengths3 Critical Components of a Best In Class3. Critical Components of a Best‐In‐Class

360 Assessment4. A Revolutionary Approach to

Developing Strengths5. Reinforcing Leadership Development

1. Extraordinary Leaders make a significant, measurable difference.

2. You don’t have to be perfect to be an extraordinary leader.

3. Perceptions of you are others’ reality.4. To get where you want to go, you need

to know where you are.

Key Leadership Development InsightsKey Leadership Development Insights

y5. When choosing which strengths to

develop, play to your passions!6. When building on strengths, often the

best approach is to build around them.7. The more people you involve in your

development, the greater the likelihood of improvement.


1. Using Strengths‐Based Leadership Development…

2. On a Foundation of Evidenced‐Based ApproachesApproaches...

3. Producing a Highly Personalized Development Plan…

4. Built Around a Best of Class 360 Multi‐Rater Tool


1. Using Strengths‐Based Leadership Development:• Rigorous analysis connecting strengths to organizational results.

• Research proving building on strengths is up to 3 times more effective than improving weaknesses.

• Studies showing strengths development is the only way to move from good to great leadership.

• Evidence‐based companion competencies using anon‐linear approach to building strengths.


2. On a Foundation of Evidenced‐Based Approaches• Data‐driven research identified 16 competencies in 5 clusters most differentiating the extraordinary leaders from everyone elsethe extraordinary leaders from everyone else.

• Statistically correlated companion competencies guide personalized cross‐training for building on an existing strength.




3. Producing a Highly Personalized Development Plan• Feedback reports are simple and actionable.• Time tested feedback and leadership development workshop.• Aligning and multiplying each leader's strengths, passion for improvement, with organizational needs.

• Identifying the key competency for strength developmentIdentifying the key competency for strength developmentthat will drive each leader's broadest improvement for their personal situation.

• Reduced negativity and defensiveness found in many 360 feedback tools

• Coaching, implementation follow through, and strong support processes and tools to make learning stick.


4. Built Around a Best of Class 360 Multi‐Rater Tool• Empirically derived competencies and survey items.• Response scale avoiding a false positive and compared to a high standard.

• Insights to the leader on how to leverage a strength• Insights to the leader on how to leverage a strength.• Written comments focused on flagging any fatal flaws.• Brief and efficient to avoid survey fatigue.• Employee Commitment/Engagement Index for broader context, reading of organizational health, and direct links to leadership effectiveness.

Additional Development Systems Additional Development Systems Additional Development Systems Additional Development Systems

The Extraordinary Performer The Extraordinary Performer Differentiating CompetenciesDifferentiating Competencies

•Communicates Powerfully and Prolifically

•Inspires Others

•Broad Perspective

•Supports Change

•Drives for Results

•Establishes Stretch Goals

Leading Change

Focus on Results

Interpersonal Skills

•Technical/Professional Expertise

•Solves

Personal Capability

•Displays High Integrity and Honesty

Character

pto High Performance

•Builds Relationships

•Develops Others

•Collaboration and Teamwork

Change

•Connects the Group to the Outside World ‐ Networking

Stretch Goals

•Takes Initiative

•Solves Problems and Analyzes Issues

•Innovates

•Practices Self‐Development

The Extraordinary Leader – Nov. 13th

Calgary, AB

Our First Public WorkshopsOur First Public Workshops

The Extraordinary Leader – Nov. 29th

Toronto, ON (hosted by Canadian Tire)


Questions/CommentsQuestions/Comments



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