Investing
in Leadership
Leadership Workshop – Facet5/ Leader Assimilation/ Change (1 Day)
March 2013
Appraisal & Development: Performance Alignment
Outputs =
Performance
Focus
(Role Clarity
Defining Success
Driving
Accountability)
Performance
Leadership
(Coaching for
Performance,
Championing
Change)
Leaders catalyse others towards exceptional
performance through ongoing conversations –
coaching for success…..
Performance
Mindset
(Culture of Achievement,
Shared “mindset”
Santos Values in action)
 Focussed collaboration
 Clarity around what success
looks like
 Shared understanding of
supportive vs. non
supportive behaviours
(Values in action)
 Ongoing, frequent
conversations with raise the
bar on performance
Leader Assimilation: Dave Nolan
Who is Involved?
 Leader
 Direct reports and others who will have a significant working relationship
 Facilitator
Process revolves around six questions:
1. What do we know about “Dave” already?
2. What do we want to know about “Dave”
3. What is Dave doing that helps us reach our
maximum potential as leaders?
4. What would you like to see Dave do less of
(i.e. what hinders)?
5. What challenges will Dave be facing?
6. What is missing in our team and if it was
present, would make a difference?
Leader Assimilation: Dave Nolan
Feedback Quote to add here
Dave opens
session
Dave Leaves
Team feedback with
facilitator
Team Reconvenes
Dave responds to
feedback and clarifies
Action Plan Agreed
Team Leaves
Facilitator
presents data to
Dave 1:1
Leader Assimilation
Q1. What do we know about Dave already?
Leader Assimilation
Q2. What do we want to know about Dave?
Leader Assimilation
Q3.What is Dave doing that helps us reach
our maximum potential as Leaders?
Leader Assimilation
Q4. What would you like to see Dave do
less of (What hinders) ?
Leader Assimilation
Q5. What challenges will Dave face?
Leader Assimilation
Q6. What is missing in our A & D
Leadership team that if present would
make a difference?
Leader Assimilation
Action Plan
Issue
Action
Responsible
Dave’s Nolan - Personal Vision
Appraisal & Development Leadership
Leadership Team: Facet 5
Facet 5
Personality is:
The relatively stable, enduring combination of
traits which makes an individual unique and at
the same time produces consistent thought
and behaviour.
Emotional Intelligence (EQ)
The ability to identify, assess, & influence the emotions of oneself, of others, and
of groups.
Four Aspects: Self-awareness, Self Regulation, Social Skills, Empathy,
Motivation (Daniel Goleman)
Facet 5 is:
Facet 5 is a tool to help you understand your personality and increase your
Emotional Intelligence thoroughly consciously choosing your behaviour.
Facet 5 Stuff
 Four Dimensions
 One “Amplifier”
 5.5 Mean (7000 Leaders)
 68% sit within 3.5 and 7.5
 No Good or Bad
Johari Window
Area
Blind
Spot
Facet 5
Will
Energy
Low
Control
Affection
Emotionality
High
Boot Scootin….
Will
Low
Benefits
Flexible
Adaptable
Accommodating
Agreeable
Energy
Risks
Unassertive
Submissive
Indecisive
Timid
High
High
Low
Affection
Benefits
Determined
Assertive
Decisive
Independent
Control
Risks
Domineering
Stubborn
Argumentative
Opinionated
Facet 5 – Team Comparison by Will
Low Will
Benefits
Flexible
Adaptable
Accommodating
Agreeable
Risks
Unassertive
Submissive
Indecisive
Timid
High Will
Benefits
Determined
Assertive
Decisive
Independent
Risks
Domineering
Stubborn
Argumentative
Opinionated
Energy
Low
High
Will
Benefits
Energetic
Enthusiastic
Sociable
Friendly
Benefits
Quiet
Confidential
Reserved
Undemonstrative High
Control
Energy
Risks
Aloof
Indifferent
Cool
Unsociable
Low
Affection
Risks
Distractible
Disruptive
Interfering
Exhibitionist
Facet5 Team Comparison by Factor: Energy
Low Energy
Benefits
Quiet
Confidential
Reserved
Undemonstrative
Risks
Aloof
Indifferent
Cool
Unsociable
High Energy
Benefits
Energetic
Enthusiastic
Sociable
Friendly
Risks
Distractible
Disruptive
Interfering
Exhibitionist
Affection
Low
High
Will
Benefits
Pragmatic
Astute
Hard-nosed
Shrewd
Low
Energy
Risks
Self Centred
Cynical
Hard-nosed
Aggressive
High
Affection
Benefits
Caring
Helpful
Kind
Trusting
Control
Risks
Naive
Innocent
Soft
Gullible
Facet5 Team Comparison by Factor: Affection
Low Affection
High Affection
Benefits
Benefits
Pragmatic
Astute
Hard-nosed
Shrewd
Caring
Helpful
Kind
Trusting
Risks
Self Centred
Cynical
Hard-nosed
Aggressive
Risks
Naive
Innocent
Soft
Gullible
Control
Low
High
Will
Benefits
Creative
Uninhibited
Free Thinking
Radical
Low
Benefits
Planned
Reliable
Conscientious
Responsible
Control
High
Energy
Risks
Irresponsible
Unreliable
Unfocussed
Unplanned
Risks
Authoritarian
Inhibited
Intolerant
Rigid
Affection
Facet5 Team Comparison by Factor: Control
Low Control
Benefits
Creative
Uninhibited
Free Thinking
Radical
Risks
Irresponsible
Unreliable
Unfocussed
Unplanned
High Control
Benefits
Planned
Reliable
Conscientious
Responsible
Risks
Authoritarian
Inhibited
Intolerant
Rigid
Facet5: Proportionality
Low
May be oblivious to
importance of issues
Can see blasé and
unconcerned
Under reacts to issues
High
Becomes intense,
Takes things seriously
Takes things to heart
Worries
Gets things out of proportion
The tendency to keep cool when things become disputed or to get
too deeply involved and concerned with the result
Proportionality
1. Individual Reflection
–
–
–
–
How is your level of emotionality experienced by others (positives
and negatives)
How would someone know if you are impacted or stressed? What
are your “signs” ?
Can you identify any common triggers for stress in your work/
broader life?
What strategies do you have for managing stress?
2. Buddy up
–
–
–
Share your F5 Emotionality Scores
Share examples of how your Emotionality impacts you and others
Identify 2-3 coping strategies for managing your Emotionality
preference
Resilience:
Is the learned ability to bounce back from adversity, thrive on challenge, reach our full potential and
have a positive impact on others .
Work Cycle
Will
( H) Decide < > (L) Defer
Energy
Control
(H) Try it < > (L) Understand it
(H) Revolution < > Evolution
(L)
Affection
(H) Possibilities < > (L) Practicalities
Work Cycle – Your Natural Predisposition
Larger Box = More likely you will gravitate to this element of problem solving first
Smaller the box = Less likely you will gravitate to this element of problem solving first
Work Cycle – Team Snapshot
Dave
Shalene
This Snapshot shows how individuals within the team compare to each other in personal style. The
closer you are to another person the more alike you will be in your personal style.
Huw
Mandy
Neil
Angela
Nicole
Mike
Brett
Brett
Rodolphe
Simone
Tim
32
Team Preference vs. Perspective
Preference: Decides quickly, promotes ideas confidently
Perspective of Others: Confident ,Dominant, overrides other
ideas
Dave
Action response, possibilities & results
before process , do what ever it takes
Perspective of Others:
Huw
Impulsive, not thinking ahead
Mandy
2.
Preference:
Shalene
3.
Neil
Angela
Nicole
Mike
Brett
Brett
Rodolphe
Simone
4..
Tim
1
. Collective orientation/broad blue sky ideas, tangential
Preference:
Perspective of Others: Creative but idealistic/ too people focussed
Preference:
Traditional, process over content
Review precedent, analyses detail
Perspective of Others:
Can be seen as consertive, slow to
adapt
Work Cycle: Team Comparison
Individual Challenge: Prisoner in the Tower
Individually solve the problem provided on piece of paper
Close proximity = Left Brain = Rationale
Thinking
Distant proximity = Right Brain = Abstract
Thinking
 Widen The View – create diverse
discussion groups
 Find a Problem Swapping partner
 Disassociate yourself – create
psychological space imagine your giving
advise to a client in your predicament
People are faster and more creative when tackling a problem on behalf of
others rather than for themselves.
Team Challenge
Eggie Business
Group Orientation Reaching Accord
Assertive people:
Focus on their
needs, desired
outcomes and
agenda
Win- Lose
Lose - Lose
Win- Win
Lose- Win
Cooperative people:
Focus on others needs and mutual
relationships
Group Orientation Reaching Accord
Orientation
Neil
Brett
Dave
Angela
Mandy
Shalene
Tim
Nicole
Mike
Huw
Simone
Tactics
Proportionality
(Leadership)
(Management)
Source: Kotter – Accelerating Change
Transformational Leadership
Score s 52.4 to 64.6 .
We are fairly similar in
how we act as
Transformational
Leaders.
Score in our Team
51.9 -71.9. Some
disparity
in how we cat as
Transactional
Leaders
TRANSFORMATIONAL
•
•
•
•
•
•
•
•
•
More work to
do on this
session
How quickly do I accept new challenges?
Can I be flexible and adaptive when I need to?
Am I TOO flexible/ easily convinced?!
Do I tend to go my own way – do I spend enough time
consulting with and adapting to others?
Am I a team player? Do I show interest in others ideas
and work?
Do I show enough enthusiastic acceptance?
Am I too task-oriented, do I make sure that I am thinking
of others (KFCD)?
What do I go out of my way to do to show I am a part of a
team?
Do I find myself working though things myself vs.
involving others in my thinking?
TRANSACTIONAL
• How good am I at thinking independently?
• Do I have a long term focus?
• I am too permissive – do I seek evidence of performance
and standards?
• Am I good at planning ahead?
• Do I hold back and consider information before acting?
Am I too hasty?
• Am I too self-critical?
• Do I interfere with or interrupt people’s work?
• Am I able to maintain focus and not get distracted?
• I’m imaginative – but does this detract me from using a
structured approach to problem-solving?
• Do I get bored easily?
Facet 5 – Individual / Team Takeaways
Create a reflection handout sheet
• What have you learnt about your primary
contribution to decision making within the A & D
team?
• Who in the A & D Leadership team could compliment/challenge
your decision making preferences?
• What areas of leadership development have you identified
which will be critical for you to focus on in delivering your
2013 agenda?
Activity: Partnering for Performance
Start in the centre/ horizontals
Use a Image or Picture for your central concepts
Use colours throughout
Connect your main concept – with branches
Curve your branches
One key word per line
Use images throughout
It gives your brain more visual space to spread out
Helps you focus as the images stimulates your brain
Colour adds vibrancy and energy = creativity
Our brain likes to make connections – you will see
patterns/ improve recall
Straight lines under stimulate the brain
Summaries/ Affirms
One image = 10,000 words or notes
CHANGE
is
70% of Change
Efforts Fail
HARD
Its time to get over our
change fatigue and
learn about proven
processes.
Step 1 …
Choose Yourself!
People need to believe it,”
The way we do things around here”
A & D Do we promote the right behaviour
Maintain focus, keep momentum,
eliminate work – create “to Stop list”
A & D What takes away from our focus?
Communicate compelling
evidence, celebrate success?
A & D How do we celebrate
success?
Identify & remove barriers
A & D What is the mindset shift,
what are supporting vs non supporting
Constant, authentic, not tell but show
A & D: What are the stories we tell? –
Naysayers – do we invite them in?
Bold, Futuristic Specific,
Connects to Heart ie WIIFM
A & D Can we explain in 60 sec?
Shared Objective, Trust, Right
People. “Want to” not “Have to”.
A & D :Is our coalition powerful?
Heats & Minds, not logic and facts
Eliminating Complacency
A & D What we Urgent About?
Team Activity
 3 Teams
 Each identify a window of Opportunity within our 2013
Objectives
 Create a Mind map on Flipchart
 Appoint a Group Spokesperson to share
Transformation Skills and Change required (10 mins)
Next Steps - Transformational Leadership
Leadership
Set Direction
Align People
Motivate
& Energising
(coping with change,
giving focus, energy &
direction)
= Engagement . . .
Management,
(coping with complexity, giving
order and predictability)
Performance
Conversations
Plans/ Budgets
Controlling &
Problem
Solving
Risk Mgt
Source: J. Kotter (2001) “What Leaders Really Do” Harvard Business Review: Dec 2001
My Leadership Plan
Activity: Create your 2013 Leadership Plan using the
template provided.