As a result of this process, you will be able to:
- Select new team members who have the proper skills, capabilities, values and commitment to fulfill the position
- Increase retention of people and talent
- Determine the time span, skills, and values of direct reports
- Implement effective processes and methods
- Implement methods to increase efficiencies and profit
- Decrease decision-making and implementation time
- Turn under-performing staff into high-performing staff
- Turn high-performing staff into exceptionally high-performing staff
- Increase trust in your leadership
- Greatly increase your discretionary time
- Love the work you do
- Find that people who work for you love the work they do, do great work, and point to you as the reason for their success
This is a process of action and execution, developing your leadership while you are leading. You will be involved in realistic exercises, discussions and field assignments, taking action and making small changes to your management while measuring success throughout. You will work in real time on day-to-day work, yielding sizeable results. And Mike will be your guide every step of the way, working with you to continually measure and grow your success, dedicated to seeing you flourish and be awesome.
Create-Learning’s Exponent Leadership Process contains twelve core development components. All components can be fine-tuned and customized to meet your organization’s specific needs, incorporating your existing forms, formats and language.
High Performance Teams
Teams that are high functioning and deliver consistently great results come from a purposeful process and method that includes both behaviors and tasks. These are aligned with goals, values and commitments that are discussed, coached, and evaluated throughout the life span of the team. Learning includes: the eight steps to develop high performance teams, and skills and techniques to ensure resolution and commitment to each step. Learning is enhanced by access to a community that shares resources and best practices within your organization.
Goal Setting and Time Span
Goals create definition, clarity and the opportunity for self-evaluation. They are the fundamental building blocks of how action is created in organizations. Learning to build effective goals includes: elements of a goal, importance of time span, proscribed and discretionary elements of a goal, action planning, and control systems and feedback loops.
Decision Making: Facts and Intuition
Decision making is necessary in every role; the value in one’s role comes from the decisions made. Learning to make effective decisions includes: time span for manager and employee, when to delegate decision making, and several decision methods.
Planning: Creating a Future
Why is planning important and where is it useful? Learning includes: understanding what prevents us from planning more frequently, a model for effective planning, and the experience of constructing a plan in a field work exercise.
The most powerful management technique, bar none, is delegation. Learning includes: benefits of delegation to the manager and the team, motivational aspects of delegation, understanding what stops managers from delegating, and working with a model that helps managers get over those “delegation-stoppers”.
Managing Time: Managing Yourself
We cannot manage time: we can only manage ourselves in relation to time. Learning includes: the basic strategies for time management, the importance of discipline, the understanding of which strategies work best for you, and creating your own processes to get things done.
All managerial work is achieved through communication with others. There are multiple communication skills, the most valuable of which is active listening. Learning includes: the relationship between effective communication and trust, and understanding and mastering a conversational model that builds the skill of active listening.
Team Problem Solving
This topic takes problem solving to the team level, expanding the manager’s capacity to solve problems exponentially. Learning includes: understanding our basic beliefs about problem solving, a comprehensive model for team problem solving which can be immediately implemented, and coaching the program participants through using this model.
Every employee is entitled to have a competent manager with the capability to bring value to his or her problem solving and decision making.
Coaching Peak Performance
Effective coaching helps an individual to work at their full potential. Learning includes: understanding the four requirements for success, measuring and testing capability, identifying interest and passion, understanding the two components of skill development, and developing repeated behaviors into habits.
Building the Capacity for Effectiveness
What is it that we want to see in every employee? How do we create the opportunity for each of them to be effective? Learning includes: understanding why most performance appraisal/performance management systems don’t work, creating a positive system to provide performance feedback, and understanding managerial decisions related to the effectiveness of team members.
Why is it that performance management is so difficult to address, let alone to actually resolve? Learning includes: understanding the employee contract, understanding the ground rules of the accountability conversation, and experience in conducting an accountability conversation designed to improve underperformance or change misbehavior.
Managerial Authority: Time Span and Accountability
Elliott Jacques, in Requisite Organization, defined managerial work as solving problems and making decisions. Learning includes: the four managerial authorities, the four managerial accountabilities, how time span creates clarity, and developing the ability to create a roadmap of accountability.
Hiring Talent and Time Span
Elliott Jacques’ four managerial authorities include task assignments, selection and deselection of team members and evaluating effectiveness. Learning includes: creating appropriate task assignments, understanding where managers can go wrong in the hiring process, how to create effective interview questions, and how to assess time span capability
Bringing Out the Best in People
Aubrey Daniels, in his book, Bringing Out the Best in People, explains how Dale Carnegie’s principles can be more effectively applied. Both sources are used in this subject area. Learning includes: understanding the role of positive reinforcement, and understanding how to apply positive reinforcement in three different situations: in achieving desired results, in learning, and in changing systems and methods.
Create-Learning’s Exponent Leadership Process is highly collaborative and customized to your needs. The process is available for leadership teams or individuals.
When you initially contact Mike to discuss your particular needs, he will develop a proposal outlining the process, the content, and the timeline, costs and mutual accountabilities.
When working with a leadership team, prior to fine tuning the program content, Mike first interviews all team members. The interview helps him understand the level of development needed, and sets expectations for the program. Questions from your team members are responded to up front, and with confidentiality. A 360 feedback process is initiated (or taken advantage of if you have one in place already). Each team leader co-creates plans with Mike for his or her continued development. The plans are based on first finding what’s working well and then leveraging that to improve in other areas.
When working with an individual, a similar process is followed. Mike interviews the individual and his or her boss, teammates, peers and subordinates. The plan for development is co-created and presented to the individual’s superior for approval. Developmental plans are based on first finding what’s working well and then leveraging that to improve in other areas.
Monthly, throughout the course of the program, Mike interviews program participants and those they select for ongoing feedback, gathering data, providing coaching and solutions-focused feedback to each leader, and developing real-time field assignments.
In addition to the personal conversations, program participants are invited into a private website. They receive regular skill-based leadership content, and discuss it as a group. They explore how best to transfer the learning. Once field assignments are posted, participants practice behaviors and report back on their results. This provides the opportunity to share information and best practices, and comment on each others’ progress.
Additional team projects can be developed as well, such as a quality program or succession planning. Each of these projects has an overarching reach into your organization, impacting both the culture and your bottom line.
Face-to-face training modules are conducted on a regular basis during the process. This provides time to reflect and focus on individual and team development.
The Exponent Leadership Process combines the best elements of leadership development, individual coaching and team building into one organic process. The length of the program is customized to your needs, and can vary from four months to one year.