The Transition to Higher Contribution Managers Workshop Dr. S. Brett Savage

The Transition to Higher ContributionManagers Workshop

Dr. S. Brett Savage

Introductions:

Name

Role

How long in role

Favorite Movie/Book

INTERNAL USE ONLY © Copyright NextPhase Leadership2

Who We Are at NPL

3

Global Presence (UK, EU, India, China, Singapore, USA)

Global Research (major Contribution/Phases data 2006-2009)

Selection and Job Descriptions (hire the “right Phase” the first time)

Professional Employee Development (grow your employees-grow your business)

Flagship = The Transition to Manager (from peer to power)

Executive Coaching/Counseling (a gentle but strong “push” that grows leaders)

Employee/Organization Surveys (find out what’s really going on!)

HR/OD Consulting (build strategic systems that reflect best practices)

Objective


To provide you with a proven processfor

transitioning into manager/leader roles, by focusing on the critical

transition technology derived from 41 years of research.

Agenda,

What we’ll do today:

Understand the Phases of Performance and Contribution™

Learn How to Transition to a Phase 3 & Why Learn How to Identify Your Phase 3 Transition Strengths Learn How to Combine Your Strengths to Create Synergy Explore Your Career Interests and Natural Gifts Conceptualize a Transition Plan to Become Phase 3 Learn How to Have Transition Discussions Get “Phase-Coaching” to Help You Become Phase 3


What Will Help You Learn

Take a conceptual approach to understanding the Phases

See the strategic, big picture first

Then look for the subtle implications of the data

Be sensitive to the individual implications for you

Then, see the organizational implications


The Performance Pyramid™


StrengthsInterests

Organization

Activated

Contribution™

The 3 “keys’ to professional development.

Psychology of Behavioral Transitions

8

Prework, Customization

Targeted Assessment

Client Marketing/Sponsorship

Leader-lead Training, Data, Inspiration

Online TrainingCoach/Sponsor, Targeted Assessments, Projects, Results, 9-12 mo. min

OD Systems Alignment

Online Aftercare, Tools

Unknown

• There are no guarantees of human change only invitations and “occasions” for change/growth

• So, provide simple, inspiring “occasions” that people will use

• Growth of people equates to growth in contribution, ergo business growth

The Phases of Performance & Contribution™

Module One

“Great ambition and conquest without contribution is without significance.”

-The Emperor's Club

Optimizing the Performance Pyramid


StrengthsInterests

Organization

Activated

Contribution™

Focus and Research on

Organizations

Performance & Contribution

11

Performance is: What you DO…

(job descriptions)

Contribution is:The comparative IMPACT

your “performance” has on the Business

11 INTERNAL USE ONLY © Copyright NextPhase Leadership

Contribution Rankings Over Time


Individual Contribution Over Time Next Phase Leadership

Research 2004-09

Per

ceiv

ed C

on

trib

uti

on

Ran

kin

gs

Organization Wide Contribution90th

80th

70th

60th

50th

40th

30th

20th

10th

ExpectedActual Rankings

The Phases of Performance & Contribution™


Phase 1

Phase 2

Phase 3 Phase 4

Phases, An Organizational

Model of Contribution

With Significant

Implications for

Individuals

Contribution in Phase 1

New to the Role Potential Expertise Fresh Ideas Enthusiasm Basic Competencies Willingness to Learn Dependent on Others Steep Additive Learning Curve


Learning the Ropes

Phase 1


Focused Perspective Deep Technical Expertise Independent Team Player Collegial Relationships Delivers Technical Solutions Seasoned Professional Development is Additive


Phase 2

Contributing Independently


Broad Technical Understanding Broad Business Perspective Inter-Dependent Relationships Leverages Networks for Results Develops/Coaches Others Translates Strategy into TacticsIntra-Team Coordination/CommunicationDevelopment is:


Phase 3

Leading Through Others

Subtractive, then transformative, then additive


Strategic DirectionIndustry FocusRepresents the organization Grooms Future LeadersKey External NetworkResources of the CompanyExercises Organization-Wide Influence


Phase 4

Organizational Leadership

Phases Distribution by approx. %


Phase 1

Phase 2

Phase 3 Phase 41-3% .1%

80-90+%3-7%

Phase 4Phase 3Phase 2Phase 1

NO

NO

NO

What Phase am I Really In ?

INTERNAL USE ONLY © NextPhase Leadership 2006 19

Phase 2.5

Phases Laboratory


From Phase 2 3 Personal ∆’s?

From Phase 2 3 Skills +/-?

From Phase 2 3Helps/Timing ?

LabNotes

Transition from Phase 2 3


(The Skills)Abandon Phase 2…, Coach Others, Delegate Dev. Assign., “Facilitate vs. Expert”, Manage Ambiguity, Influence, Invite Distractions/Diversity, Broad Technical Understanding,

(The Helps/Timing)Get Phase-Coaching, Complex Projects,Team-Coordination, Cross-Functional Integration, Meetings, Politics, Sponsor, Min. 5 Years of Phase

(The Personal ∆’s) Willingness, Change of Heart, Initiative, Courage, Risk, Generativity, Promotion, Looking for a Change, “Job Jail”

Your Phase 3 Contribution

In the first section of your Phase 3 Transition Plan.

Record your most successful Phase 3 contributions. Record the value of those activities to your Organization.


“The effective leader focuses on contribution. He looks up from his work and outward toward goals. He asks: What can I contribute that will significantly affect the performance and the results of the institution I serve?”

- Peter Drucker

Strengths and Competency CombinationsNext Phase Leader Research

Module Two


StrengthsInterests

Organization

Activated

Contribution™

Focus/Research on Phase Transition

Strengths

Optimizing The Performance Pyramid

The Transition to Phase 3…


“Listening to managers, it becomes clear that the

transition to manager is not limited to acquiring

competencies and building relationships. Rather, it

constitutes a profound transformation, as managers

learn to think, feel, and value as managers.”

- Linda A. Hill PhD, Harvard Business School

The Value of Phase Transitions


How to Win

The Phases of Performance and

Contribution(in press)

By: Dr. S. Brett Savage

Next Phase Leadership LLC

Phase 3 Contributors Make a Difference!


“A Woman without her man is nothing.”

“A Woman, without her man, is nothing.”

“A Woman: without her, man is nothing.”

You don’t need many Phase 3’s but without their organizational “punctuation” you can’t make sense out of your business.

90

80

70

60

50

40

30

20

10

90th

- 1

00th

80th

-89

th

70th

- 7

9th

60th

- 6

9th

50th

- 5

9th

40th

- 4

9th

30th

- 3

9th

20th

- 2

9th

10th

- 1

9th

1st

- 9t

h

Management & Employee Commitment


Leadership Effectiveness Percentile, 360

Poor ManagersCreate InfectiousDissatisfaction

Good Managers Have an

Adequate Impact

Great ManagersMake a Great

Difference

Em

plo

yee

En

gag

emen

t/C

om

mit

men

t

Percentile

Zenger/Folkman & Next Phase Leadership Research

Guess What Phase These Managers Are In?

Management and Undesirable Turnover


Attraction and Retention of Top/Key Talent

Ave

rag

e P

erce

nt

Turn

ove

r

Phase 3 Effectiveness ScoresNext Phase Leadership Research

29+%

7-9%

3%

Phase 2 Mgr’s Phase 3 Mgr’s

What caliber of employees leave a Phase 2 Manager?

What caliber of employees leave a Phase 3 Manager?

Leadership & Net Income


Net Income

Poor Ordinary Great

$2.4M

- $1.2M

$4.5M

-2,000,000

-1,000,000

0

$ 1,000,000

$ 2,000,000

$ 3,000,000

$ 4,000,000

$ 5,000,000

Guess what Phase these managers operate in?


Number of Profound Strengths

Become a Phase 3 Leader by Combining Strengths/Competencies…


36







This is Attainable!

Combined Transition Behaviors That Create Synergy


Networking &Relationships

BehavioralStrength

Transition CombinationDrive for

Results

Combined Transition Behaviors That Create Synergy


History of HighIntegrity

Behavioral Strength

Transition Combination

Innovation &Change Agent


Your good at this. . . But not at this . . .

Managers with flexibility but not the planning: Rank @ the 52nd Percentile

(A)Adaptability

and Flexibility

(B)Project Planning

Transition Combination Pop Quiz


Not good here… But you are here…

Leaders that plan but are inflexible: Rank @ the 61st Percentile

(A)Adaptability

and Flexibility

(B)Project Planning

Transition Combination Pop Quiz

The Power of Combining Transition Skills


Leaders with BOTH Transition behaviors: rank @ the 79th Percentile, and reduce their transition time by 21%

(A)Adaptability

and Flexibility

(B)Project Planning

+

Your Company’s Competencies

How to assess and identify your transition strengths!

Competency Description: We exercise a passion for action, go beyond average, know the business, and execute with precision. We consistently meet individual/team/organizational performance objectives and take individual responsibility for achieving business goals and bottom line results.

Phase III Leading Through

Others(Leads/manages large/multiple teams)

Phase IVOrganization Leadership

(C-suite level, maps future, monitors the market)

Phase II Contributing Independently(Technical specialist & small project

team leader)

• Provides fact-based, relevant data and metrics to evaluate individual/team progress and achievement

• Proactively overcomes difficulties that may interfere with achieving results by planning, prioritizing and anticipating obstacles

• Seeks feedback and modifies behavior to improve individual performance and ensures timely outcome of their own work

• Coordinates with team members to ensure the overall quality and timeliness of the work

• Delegates work to the team by clearly articulating roles, accountabilities and success metrics

• Drives collaborative, cross-functional team planning and execution to capitalize on opportunities and avoid crises

• Holds all team members accountable for the right results

• Directs the team toward a timely completion of goals to deliver profitable results

• Establishes, communicates and tracks key performance indicators and metrics that ensure operational as well as strategic results

• Produces a positive organizational climate especially during times of competitive crisis, change or uncertainty

• Holds leaders accountable to achieve and report on all relevant results

• Sponsors corporate efforts that leverage functional areas that increase organization-wide productivity, efficient execution that maximize corporate profitability

Results Orientation


Competency Description: We communicate the truth and listen effectively to understand and resolve all issues. We clearly, honestly and openly convey thoughts, concepts, directions and feelings verbally and in writing. We listen attentively to alternate points-of-view and ask questions for clarification and understanding.

• Clearly and concisely articulates relevant ideas in written and verbal communications in a timely manner.

• Listens effectively to the input of others and paraphrases the messages to ensure clear understanding

• Provides feedback that is clear, direct, timely, actionable and resolves issues at the appropriate level and escalating when necessary

• Assures that non-verbal behaviors are consistent with verbal messages

• Helps others effectively package and present their verbal and written ideas

• Helps others understand and adjust their approach to “fit” the understanding of the person or audience

• Coaches others how to appreciate, understand and resolve issues and escalating when necessary

• Communicates and aligns corporate goals and key initiatives into BU, functional, and individual goals and objectives

• Makes a point to move throughout the organization encouraging open, honest, accurate, aligned communications

• Communicates strategic perspectives in clear understandable language that reaches a large and diverse audience

• Demonstrates candor and openness when discussing major organizational initiatives and changes and encourages others to resolve any issues before escalating

• Demonstrates the ability to leverage multiple communication channels inside and outside the organization

Phase III Leading Through

Others(Leads/manages large/multiple teams)

Phase IVOrganization Leadership

(C-suite level, maps future, monitors the market)

Phase II Contributing Independently(Technical specialist

& small project team leader)

Communicating


Your Phase Assessment…

Turn to your Phase Assessment Pages– Take a few minutes to carefully rate yourself– Read both “Phased” statements for each number– Fill in the box that best describes your dominate activities– Then fill in the priority rating for each number– Caution: Many people try to “inflate” their Phase.


Be A Customer Advocate: Customers are the Business

How I PRIMARILY do my work

Alm

ost

Alw

ays

A

bout

E

qual

ly

A

lmos

t A

lway

s

How I PRIMARILY do my work

9. Anticipates the impact of decisions on customers and partners to create win-win solutions

Identifies opportunities to partner with customers for mutual benefit

10. Seeks feedback from customers, shares it with the team, and integrates it into products or services

Seeks out and gathers information and resources across groups or teams to meet customer needs

Don’t!

Group Think…

From your own experience, of watching others struggle,

what makes the Transition form Phase 2—3so difficult?

Early on in the transition?

When you get promoted from Phase 2?

Experienced managers struggle with?


“Secret Sauce” Transition Assessments

48

32Psycho/Social Shift

32Expert Ego / Identity Transition

32Leveraged Business Relationships

32Phase 2 Activities Abandonment

32Recognition and Rewards Re-identification

32Grow Others and Business and Self…Coaching/Counsel

Phase 2 Magnets™ Pull You Back

1. Personal interest/investment in technology and technical problem solving (hoard the best assignments)

2. Fear of losing your “edge/reputation” as the “expert” (wont’ Coach others/share expertise/give all EXPERT answers )

3. Love the predictability/control over your expertise

4. Poor interpersonal skills, fear of ambiguity &people

5. Manager/DR’s expects Phase 2 contributions from you

6. Your Manager is NOT Phase 3

7. The Company/Function devalues the management role

8. Won’t learn/use Mgt. systems, tools, training, etc.


Choosing Your Transition Strengths

INTERNAL USE ONLY © NextPhase Leadership 2006 50

A. Results -with- NetworkingB. Integrity -with- Innovation/ChangeC. Coaching Others -with- Drive for ResultsD. Adaptability/Flexibility -with- Project PlanningE. Communicating - with - Influence

Step 1. Chose ONE of the behaviors/competencies from your assessment which seems the most relevant to you and the business.

Step 2. Pair your chosen transition behavior with one of the “transition combinations” below.

Your Phase Assessment…

Record your choices in the next section of your Phase 3 Development Plan.

Phase 3 Strengths:

Phase 3 Transition Combinations:

Select a Phase 2 Magnet™ That’s Holding You Back


Career InterestsFinding Work You Love To Do

Module Three

The Performance Pyramid


StrengthsInterests

Organization

Activated

Contribution™

Focus on Your Interests

Your Interests:


Don’t be like anybody else. Be Different.

Then you can make a contribution. Otherwise you

just echo something; you’re just a reflection.

The Late Hugh NibleyProfessor of Ancient History

Career Interests Lab

Think of a Time You Were Loving Your Work…

– Individually: Jot down several characteristics/descriptors…

– In your groups, share your experiences


Class Debrief:

Career Interests Inventory

Turn to the Career Interests Inventory in your manual

Try to briefly answer the items listed

Skip over the ones that you can’t/don’t want to answer

“Knee jerk” responses are often best

This is not about bragging, it’s about business!


Career Interests…

Record Interests in the next section of your Plan.

– What are your “natural” gifts or abilities?

– What kind of work interests you the most?

– What’s your “dream job”?

– What’s your 3-5 year career plan?


The Journey to Phase 3Developing Phase 3 Contribution and Future Capability

Module Four

Evolutionary Leaps to Phase 3

These are the major functions of Phase 3 Contributors. In the next section of your Plan, record some ideas for each that most apply to your development.

Experiencing a Change of Heart (Let go of One Phase 2 Magnet™) Broadening Technical Understanding: (New/Additional Technology) Broadening Relationships: (Who do you need to know and Visa-Versa) Broadening Communications: (Meetings/Teams/Fewer Emails) Coaching/Developing Others: (Coach One Person—3 months) Delegating Work: (Ask the Three Questions: Performance Pyramid) Achieving Leveraged Business Results: (Team Improvement Metrics) Understanding the Risks: (Who or What may be a Roadblock)


“How To” Transition to Phase 3

1. Get some time on your Managers’ calendar (lunch, coffee, anytime you can)2. Mgr. complete the Phased Strengths Assessment

3. Within 72 hours meet & discuss the results

4. Using your PLAN as an “agenda” to cover the following:

a) Your Phase 3 capabilities and value of each b) Your specific strengths in Phase 2 and 3c) Career interests/your best work experience d) Discuss “key functions” you are working on and whye) ask for his/her views on the points above f) Focus on job assignments/results as development opportunities

5. Make a “business case” for your transition to Phase 3

6. Schedule Phase Coaching/MicroSurveys with your Next Phase Coach

7. Deliver and report on results


Go Forth, Be Phase 3…Email Us !

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Thank you for your time and efforts. Please go safely.

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The Transition to Higher Contribution Managers Workshop Dr. S. Brett Savage