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Professional Courtesy…
PERFORMANCE CONCEPTS HAS INVESTED A SIGNIFICANT AMOUNT OF TIME AND EFFORT INTO
THE DEVELOPMENT OF THE INFORMATION INCLUDED HEREIN. IT IS OUR BELIEF THAT OUR
IDEAS ARE CREATIVE AND UNIQUE IN THEIR CONTENT, AND AS SUCH REPRESENT AN
INTELLECTUAL PRODUCT THAT IS ESSENTIAL TO OUR BUSINESS SUCCESS. WE THEREFORE
CONSIDER THESE MATERIALS TO CONSTITUTE CONFIDENTIAL TRADE INFORMATION, ON LOAN
TO YOU FOR YOUR EXCLUSIVE, INTERNAL USE, WITH THE UNDERSTANDING AND ACCEPTANCE
OF THEIR PROPRIETARY NATURE. WE TRUST THAT THIS MATERIAL WILL BE HANDLED IN
ACCORDANCE WITH COPYRIGHT AND TRADEMARK LAWS AND APPROPRIATE PROFESSIONAL
PRACTICES.
NO PORTION OF THE MATERIAL CONTAINED HEREIN MAY BE RE‐USED OR DISTRIBUTED, IN
WHOLE OR IN PART, OUTSIDE OF THE BUSINESS TO WHOM THIS FILE WAS SENT WITHOUT
THE EXPRESSED WRITTEN CONSENT OF PERFORMANCE CONCEPTS, INC..
THANK YOU!
©2017 PERFORMANCE CONCEPTS, INC.
A great product and a great selling proposition with mediocre people…
…will still produce mediocre results
There’s no such thing as
“great people”
Unless YOU can be great for them!
© 2017 Performance Concepts, Inc. All Rights Reserved 1
TACTIC vs. STRATEGY
• STRATEGY
– Solving an immediateproblem with a longterm plan
• TACTIC
– The means through whichyou meet an immediate need
BUT BEFORE YOU MAP A STRATEGY…Consider that we are at a point never before faced in our business –Or in our society!
© 2017 Performance Concepts, Inc. All Rights Reserved 2
https://youtu.be/uqZiIO0YI7Y
What Does It All Mean?
• Diversity of people entering the workforce
– Intense competition for top talent
• 10‐14 jobs by age 38
– Revisit your view of a resume
© 2017 Performance Concepts, Inc. All Rights Reserved 3
What Does It All Mean?
• 2 Billion smartphone users (including ‘Silver Surfers’)
– Is your website mobile friendly?
– Are you offering online‐accessible and mobile friendly learning/training programs?
• E‐Reputation is critical
– Consumers rely on it
– Potential employees use it to evaluate you
What Does It All Mean?
– 3 billion internet users
– 100 billion google searches daily
– 1.55 billion Facebook users
– 1 of 6 couples married last year met online
– 225 million Candy Crush Saga players
• How do you reach consumers AND potential employees?
© 2017 Performance Concepts, Inc. All Rights Reserved 4
What Does It All Mean?
• MOST Significant: Up to 5 generations at once
– Communication
–Motivation
– Attitudes
– Cooperation
• Both employees AND customers
• Understanding is important –Action is critical!
Generations• Traditionalists (72+)
• Gen X (36‐52)
• Boomers (53‐71)
• Millennials (20‐35)
• iGen /Gen2020 (19 & under)
© 2017 Performance Concepts, Inc. All Rights Reserved 5
Converging Trends…
• Many converging trends have created today’s up‐to‐five‐generation workforce
– People are living longer, more active lives so they’re able to work longer
– Traditionalists and Baby Boomers are not in a financial position to retire comfortably
– Traditionalists and Baby Boomers want to work until an older age, as work has helped define them for decades
– Baby Boomers are financially supporting their “adult” Millennial children into their late 20s and even 30s
– Millennials and iGen’s are coming into the workforce in overwhelming numbers
Workplace Shifts
© 2017 Performance Concepts, Inc. All Rights Reserved 6
Traditionalists • Job for
Life
• Car
• Letter
•Simple &convenient
•Somewhatdisengaged
•Valuefocused
Boomers
• Companycareer
• TV
• Phone call
•Function –no gimmick
•Earlyadopter
•Idealistic ‐optimist
Gen
X • Loyal toprofession
• PersonalComputer
• Email/text
•Research –compare
•Digitalimmigrants
•Cynical ‐skeptic
Millen
nials •Work with,
not for
•Tablet/smart phone
•Social media
•Self‐expression
•Digitalnatives
•Informed ‐demanding
iGen • Seamless
movement
• VR/3DPrinter
• PingWearable
•Shop inpacks
•Technoholic
•Instantgratification
• Outlook toward work• Defining Innovation• Preferred mode of communication• Primary purchase driver• Digital/Technology posture• Consumer Style
© 2017 Performance Concepts, Inc. All Rights Reserved 7
FINDING COMMON GROUND
Success in dealing with various generations in the same environment comes from both a genuine understanding of the factors that shape and define each group and a successful effort to find the common ground that unites people across generational boundaries.
Traditionalists (72+) Traditionalists are often considered among the most loyal workers. They are highly dedicated and the most risk averse. Their values were shaped by the Great Depression, World War II, and the postwar boom years. Traditionalists possess a strong commitment to teamwork and collaboration and have high regard for developing interpersonal communications skills. They make up the most affluent elderly population in U.S. history due to their willingness to conserve and save after recovering from the financial impact of the postwar era.
Baby Boomers (53‐71) Boomers are the first generation to actively declare a higher priority for work over personal life. They generally distrust authority and large systems. Their values were shaped primarily by a rise in civil rights activism, Viet Nam, and inflation. They are more optimistic and open to change than the prior generation, but they are also responsible for the “Me Generation,” with its pursuit of personal gratification.
A recent survey of people born in this era revealed that 63% plan to work at least part‐time in retirement, while 5% said that they never plan to retire, some because they like working, others because they need the money to replace lost retirement savings.
Generation X (36‐52) Generation X is often considered the “slacker” generation. Gen Xers question authority figures and are responsible for creating the work/life balance concept. Born in a time of declining population growth, this generation of workers possesses strong technical skills and is more independent than the prior generations.
Because Gen Xers place a lower priority on work, many company leaders from the Baby Boomer generation assume these workers are not as dedicated; however, Gen Xers are willing to develop their skill sets and take on challenges and are perceived as very
adaptive to job instability in the post‐downsizing environment.
Millennials (20‐35) This group is the first global‐centric generation, having come of age during the rapid growth of the Internet and an increase in global terrorism. They are among the most resilient in navigating change while deepening their appreciation for diversity and inclusion.
With significant gains in technology and an increase in educational programming during the 1990s, the Millennials are also the most educated generation of workers today. Additionally, they represent the most team‐centric generation since the Traditionalists, as they have grown up at a time where Boomer parents programmed much of their lives with sports, music, and recreational activities
to keep them occupied while their parents focused on work.
A major influence from Boomer parents is their willingness to work hard and set goals to achieve the lifestyle they want. They also share many of the common values of patriotism and family from the Traditionalist era. This combination of information and influences makes them far more demanding – both as consumers and employees ‐ than previous generations.
iGen/Gen Z/ Gen 2020 (19 and younger) Members if the ‘iGen’ group are predominantly the children of Gen X. Both the September 11 terrorist attacks and the Great Recession have greatly influenced the attitudes of this generation. The oldest members of this group were young children when the 9/11 attacks occurred. The Great Recession taught them to be independent, and has led to a higher level of entrepreneurial desire, after seeing their parents and older siblings struggle in the workforce. Although the Millennials experienced the recession during their coming of age, iGen lived through it as part of their childhood, affecting their realism and world‐view. It is likely that both events have resulted in a feeling of unsettlement and insecurity within this population.
iGen individuals typically self‐identify as being loyal, compassionate, thoughtful, open‐minded, responsible, and determined. Interestingly, they tend to see their peers quite differently ‐ as competitive, spontaneous, adventuresome, and curious ‐ all characteristics most do not identify readily in themselves.
As consumers, iGen people tend to stay loyal to the brands they shop, and will likely stick with them until they are disappointed by them in some way. In the long term, this is a jackpot for businesses who can uphold their brand promise.
© 2017 Performance Concepts, Inc. All Rights Reserved 8
The ability to understand, communicate with, recruit, hire, motivate, train, retain – and sell to up to five different generations at the same time
MISSION CRITICAL SKILL FOR OWNERS:
Consider…• Does your store brand appeal not only externally (to your
customers), but internally to each of the generations in youremployees?
• Are you sourcing the next generation of talent where they live? Doyou have a social networking strategy for recruiting using Facebook,LinkedIn, Twitter, etc.?
• Are you using innovative methods such as e learning, reversementoring, e‐coaching and peer‐to‐peer learning to acceleratetraining and enhance retention?
• Are you preparing your leaders (and yourself) for the nextgeneration of employees?
© 2017 Performance Concepts, Inc. All Rights Reserved 9
THE STRATEGY
1. Hire Right
2. Employee Development ‐ Train to Win
3. Build a Powerful Team
4. Be An Effective, Resonant Leader
1. HIRERight!
© 2017 Performance Concepts, Inc. All Rights Reserved 10
Hire Right...
• Know what you’re looking for
• Know how to find it
• Know where to find it
A “Hard Wired” Retailer?
• Criteria:
–Matched to a clearly definedset of skills and characteristics
– Situational behavior consistentwith identified top performers
– Demographics (age, gender,experience, race, etc.) is irrelevant
• But understanding how specific generationalissues manifest and knowing how towork with them is not
© 2017 Performance Concepts, Inc. All Rights Reserved 11
A “Hard Wired” Retailer?
• ‘Cut Out’ for the job
– Flexibility vs. ‘regiment’
– ‘Spherical’ thinking, ratherthan linear or even circular
– ‘Big Picture’ processing
– Creative Problem Solving
• Generational outlooks may alter the way itlooks, but the underlying patternsare the same
THE FORMULA
Recruiting
Selection
Orientation
Training for Retention
© 2017 Performance Concepts, Inc. All Rights Reserved 12
RECRUITING
RECRUITING
• Find the Right People!–Who do you know?
• Personal contacts–Who makes it easy for YOU to spend money?
• Current employees are consumers too!
– Everybody talks about purchases. Ask questions!
• Personal networking is essential if you wantto attract younger people
© 2017 Performance Concepts, Inc. All Rights Reserved 13
RECRUITING
• Find the Right People!
– The AD
• If you want ordinary people,run ordinary ads!
• Give your ad the personality of the person you want to hire
• Media should match your regular advertising media –starting with your website!
RECRUITING
Digital Outreach is Essential
• Online Placement Services– Monster.com
– Indeed.com
– ZipRecruiter.com
• Message Boards– Local colleges, universities,
trade schools
• Social Media & Networking Sites– Facebook
– Linked In
• Online Classifieds– Local media
– Trade media
© 2017 Performance Concepts, Inc. All Rights Reserved 14
RECRUITING
• Find the Right People!– The LIVE SEARCH STILL WORKS!
• Know exactly what you wantand where to find it
• Know exactly what to say and dowhen you find it! Be Prepared!
A Note About That e‐Reputation…
• Reviews are as important to potentialemployees today as they are to consumers
–Make no mistake – they WILL check you out!
• Reviews that recognize the efforts of specificassociates are especially helpful
– Use a positive e‐reputation as a recruiting tool
• A pattern of negative reviews will verylikely drive the best talent away
© 2017 Performance Concepts, Inc. All Rights Reserved 15
SELECTION
SELECTION
• The Application
– Keep it LEGAL!!
– Layout and questions to allow for evaluation of thought process
• Order of work history
• Narratives
– Best to fill it out in the store
• Online Considerations
© 2017 Performance Concepts, Inc. All Rights Reserved 16
Selection
• Reframe ‘old school’ criteria & measurements
– Appearance
– Employment history
– Attitudes toward previous jobs
– Conditions that framed previous successes
SELECTION
• Reference checking
– 360o Feedback
• Manager
• Subordinate
• Peer
• Mentor
• Customer
– Ask the right questions to get the right information!
© 2017 Performance Concepts, Inc. All Rights Reserved 17
SELECTION
• Integrity Measures
– Traditional Instruments
– Credit Checks
– Alternatives
• Background checking
• Graphology
SELECTION
• The Interview
– Ask the right questions in the right environment
– Look for significant thought and situational response patterns
– Non‐verbal/behavioral cues are as important as actual answers to the questions
© 2017 Performance Concepts, Inc. All Rights Reserved 18
SELECTION
• The Interview and the Superstar Salesperson
– Remember the context and the position
• Don’t be sold!
– Listen carefully and ask follow up questions
• Make sure the story makes sense!
SELECTION• Communication/Behavior Style Instruments
– Not a ‘magic pill’
• Effective when used in combination with a well executed plan
– Best uses:
• Differentiating between ‘finalists’
• Determining key characteristic fit for position
• Identifying best training and motivation options
– PDP/ProScan
• Best available for identifying ‘HardWired’ retailers
© 2017 Performance Concepts, Inc. All Rights Reserved 19
ORIENTATION
The First Day...
• Bring your new hire in after opening
• Be prepared! Have all paperwork and orientation materials ready
• Start the process with introductions ‐preferably before the first day!
• Begin orientation and training immediately
© 2017 Performance Concepts, Inc. All Rights Reserved 20
ORIENTATION
• Set standards and Expectations
– Clearly define company goals and values
• History
• Job requirements
• Service Philosophy
• Code of Ethics
– Probationary Period –Environmental Exposure
• ‘Fit Test’ for company, associate and customers
ORIENTATION
• Assume NOTHING!
– Use a well organized, easily accessible orientation & training program
• Ensure that nothing is missed
• Assign mentors – involve everyone
– Insist on standard protocols for ALL new hires
• Do not assume that experience equates to knowledge or skill appropriate for your environment
• Genuine, quality experience will show
• Even a superstar will benefit from review
© 2017 Performance Concepts, Inc. All Rights Reserved 21
2. EMPLOYEE DEVELOPMENTTrain To Win!
AND HE LEAVES?”
“What if I invest all this time, effort and money in him…
© 2017 Performance Concepts, Inc. All Rights Reserved 22
AND HE STAYS?
“What if you DON’T…
The Value of Employee Development
• Training helps your business run better.
– Trained employees are better equipped to handle customers, make a sale or use computer systems
• Effective training frees you up to work ON your business rather than IN it
– Allow clients and tasks to be handled by qualified associates with the knowledge, skill and authority to make quality decisions
© 2017 Performance Concepts, Inc. All Rights Reserved 23
The Value of Employee Development
• Training is a recruiting tool.
– Today's young workers want more than a pay check. They are geared toward seeking employment that allows them to learn new skills
– You are more likely to attract and keep good employees if you can offer growthopportunities
The Value of Employee Development
• Training promotes job satisfaction.
– Nurturing employees to develop more rounded skill sets helps them contribute to the company
– The more engaged and involved they are in working for your success, the better your rewards
• Training instills loyalty and commitment
– Staff looking for the next challenge will be more likely to stay if you offer ways for them to learn and grow.
© 2017 Performance Concepts, Inc. All Rights Reserved 24
The Value of Employee Development
• Training adds flexibility and efficiency
– Cross‐trained employees are capable in more thanone aspect of the business
– Variety keeps them interested and will beenormously helpful when setting schedules orfilling in for absences.
– Cross‐training fosters team spirit, asemployees appreciate the challengesfaced by co‐workers.
The Value of Employee Development
• Training is essential for knowledge transfer.
– If only one person has special skills, recoupingtheir knowledge if they suddenly leave thecompany is difficult
• Part time workers perform better
– Offer them a chance to learn new skills and yourbusiness will benefit from their experience
© 2017 Performance Concepts, Inc. All Rights Reserved 25
EMPLOYEE DEVELOPMENTTraining ‐ Coaching ‐Mentoring
Training…
Providing instruction with the intent of building skill for a specific task
© 2017 Performance Concepts, Inc. All Rights Reserved 26
TRAINING
• Structure to accommodate the thoughtpatterns of career retailers
– Adaptable to generational needs
–Modular and flexible
– Sensitive to various learning styles
– Associate driven ‐Management monitored
– Skills immediately transferrable to productivity
Wiring and Training
• Capitalize on HardWired traits in training:
– Provide ways to classify skills and behaviors
– Lists ‐particularly checklists ‐ areeffective and memorable.
– Use models that are non‐linearand define cause and effect
– Train to balance instinct(emotion) with reason
© 2017 Performance Concepts, Inc. All Rights Reserved 27
Knowledge vs. Skill
• Knowledge is the delivery and retention ofinformation and concepts– The “KNOW”
• Skill is practical application designedand intended to get results– The “USE” or “DO”
• But Remember…
All the knowledge in the World
Will Never Make Your
Register Ring!
© 2017 Performance Concepts, Inc. All Rights Reserved 28
For Training To Be Effective
• Associates must care about learning
• Program must be structured and run well
• New skills must be immediately applicable
• Context must be ‘real world’
To truly hone the skills of your employees, offer them opportunities to step out of their comfort zones and learn to perform under pressure.
© 2017 Performance Concepts, Inc. All Rights Reserved 29
Options
• In‐store, ‘instructor‐led’ training
• Self‐study
– Traditional
– On‐line
TRAINING
In‐Store/Instructor‐Led
© 2017 Performance Concepts, Inc. All Rights Reserved 30
Effective Training Sessions
• Company driven or vendor driven
• In person or via ‘live’ Web delivery
• Offers something for everyone
– Involvement increases potential for success
– Varied methods of delivery insure retention
• Minimizes salesperson boredom
– Sessions are active and interesting
– Ensure participation by sharing leadership
Effective Training Sessions
• Keep it Active
– Discussion over lecture
– Emphasize ‘see’ and ‘do’ along with ‘hear’
• Don’t confuse the issues
– Focus on key points
– Stay on track and avoid distractions
• Clear and meaningful exercises
– Designed to get the ‘A‐Ha!’
© 2017 Performance Concepts, Inc. All Rights Reserved 31
It’s the Way We Learn!The Experiential Learning Cycle
Experience
(Activity/Doing)
Publishing
(Sharing reactions & observations)
Processing
(Discussion of patterns and Dynamics)
Applying
(New, more effective behaviors)
Generalizing
(Making ‘real world’ connections)
CONSISTENCY
• Take away the surprise. Trainees should know what to expect.
• Frequency and schedule
– A mandatory weekly regiment works best
– Start and end on time
• Format
– Let them know what will happen and what part they will play
– Provide agendas in advance to allow for preparation
© 2017 Performance Concepts, Inc. All Rights Reserved 32
TRAINING
Self‐Study
Effectiveness
• Remember the difference between training and education
– Self‐study, if not carefully managed, becomes barely‐effective education
• Minimal information transfer
• Even less skill development
• Associate commitment to learning is even more critical
© 2017 Performance Concepts, Inc. All Rights Reserved 33
Traditional Self Study
• Company or Vendor driven
• Traditional means
– Study manuals (paper or on‐screen)
– Pre‐recorded video/DVD
• Must be accompanied by carefully plannedcoaching/mentoring
– Demonstration to measure information retention
– Practice to measure skills development
Traditional Self Study
• Traditional self‐study must be accompanied bycarefully planned coaching/mentoring
– Demonstration to measure information retention
– Practice to measure skills development
• Agreed upon learning goals are essential
– Timelines and measurable skills development
• Use planned assessment tomonitor progress
© 2017 Performance Concepts, Inc. All Rights Reserved 34
On‐Line Learning
• Company or Vendor driven
• Online delivery
– Interactive courses using speciallydesigned platforms
• Assessment exercises and retention quizzesbuilt in
–Monitoring easier, not eliminated
– Still need to measure ‘fit’ with yourculture and needs
On‐Line Learning
• Check delivery methods carefully
– Providers often represent traditional read andstudy as online learning
• Think Kindle or iBook vs. paperback
• Agreed upon learning goals are essential
– Timelines and measurable skills development
• Have a plan for follow up
– Set your objectives and expectations
– Set up your own assessment
© 2017 Performance Concepts, Inc. All Rights Reserved 35
COACHING
• The best people are the most demanding!
• Ongoing performance management
• Consistency
– Goal setting
– Praise
– Reprimand/Re‐direction
Goal Setting…
• Effective goals are SMART:
– Specific
–Measurable
– Achievable, yet challenging
– Relevant
– Time‐sensitive
© 2017 Performance Concepts, Inc. All Rights Reserved 36
Goal Setting…
• For best results
– Ensure that goals are spelled out in detail
– Put it in writing
– Review, update and adjust regularly
Praise…
• Effective Praise Is…– Immediate
• Praise progress‐ don’t waitfor perfection
– Specific• The details are important
– Public• To the comfort of the associate
– Designed to foster continued progress
© 2017 Performance Concepts, Inc. All Rights Reserved 37
Reprimand…
• Effective Reprimand Is…– Immediate
• Don’t collect a list before acting– Specific
• About both details and behaviors– Private– Appropriate for developmental level
• Don’t reprimand a learner. Rather, re‐direct.
– Accompanied by a plan for growth and change
Mentoring
Imparting knowledge and skill through modeling behavior in a trust‐based relationship
© 2017 Performance Concepts, Inc. All Rights Reserved 38
Mentoring
• The good version of ‘they see youand want to be you’
– Respect for you as a person, as a business ownerand and as a leader
–Willingness to learn from you in an effort to mimicyour success
• With clients
• With co‐workers
Successful Mentors...
• Know themselves
• Clearly recognize their strengthsand opportunities
• Observe and analyze theirsituation and environment
• Are flexible and adjust to the needs of thepeople who rely on them
© 2017 Performance Concepts, Inc. All Rights Reserved 39
Know Yourself
• Know your own style
– How do you deliver a message?
– How do you best hear and understand?
Know Yourself
• Recognize your strengths and Opportunities–With whom do you normally do well?
–Who is a source of frustration?
–Why?
© 2017 Performance Concepts, Inc. All Rights Reserved 40
The Importance of Flexibility
• Observe and analyze your situation andenvironment– Recognize the demands
– Define your role and responsibility
The Importance of Flexibility
• Develop the ability to adjust
– The importance of‘Listener‐specific communication’
– Build new strategies to meet the needs
© 2017 Performance Concepts, Inc. All Rights Reserved 41
EMPLOYEE DEVELOPMENTIn YOUR business today
Today’s Real World
• Challenging new topics
– Policy issues
• Electronic communication, dress code, harassment, etc.
• Economic realities
–Who pays?
• Employees, vendors, you?
• Investment protection
– Employment commitments/contracts?
© 2017 Performance Concepts, Inc. All Rights Reserved 42
3. BUILDA Winning Team
“A Small Team of A+ Players can run circles around a giant team
of B and C players”Steve Jobs
© 2017 Performance Concepts, Inc. All Rights Reserved 43
The Productive Approach:
• Choose wisely!
• Put the right pegs in the right spaces!
• Manage strengths and manage AROUND weaknesses!
The Productive Approach:
• Set standards and clarify roles
• Understand the workings of a TEAM
• Demonstrate effective, creative leadership communication and behaviors
© 2017 Performance Concepts, Inc. All Rights Reserved 44
Objective: SYNERGY...
The whole performs better than each of its individual parts…
NO wasted resources!
Consider Your Current Team
There’s something to be said for “potential”…
© 2017 Performance Concepts, Inc. All Rights Reserved 45
Consider Your Current Team
There’s something to be said for “potential”…
• But you can’t polish a brick!
Key Insights…
• Our focus becomes our reality
• Change is difficult – not impossible
• The best solutions come when a team functions ‘outside the box’
© 2017 Performance Concepts, Inc. All Rights Reserved 46
IN or OUT?
IN THE BOX
• Focusing on problems
• Resources are scarce
• “Yes,… but”
• Attitude is critical and negative
• Thoughts are formed by patterns
• Communication is careless
• Why it can’t be done
OUT OF THE BOX
• Focusing on opportunities
• Creating new resources
• “Yes – and…”
• Attitude is appreciative and optimistic
• Thoughts are flexible and free‐flowing
• Communication is clear and direct
• How it can be done
What it takes to get out of the box…
IS YOUR DECISION TO GET OUT OF THE BOX!
© 2017 Performance Concepts, Inc. All Rights Reserved 47
Stepping Outside the Box
• The most confident way to move to the future (Outside the Box) is to carry forward the best parts of the past (What’s Inside The Box.)
• You can do more of what works as you invent new ways to meet the changing environment.
The Seven Pillars of Teams
• Shared Goals
• Defined Roles and Methods
• Commitment & enthusiasm
• Supportive Relationships
• Learning Culture & Values
• Creative Problem Solving
• Emotionally & Socially Intelligent Communication
© 2017 Performance Concepts, Inc. All Rights Reserved 48
Emotional Intelligence
• Intrapersonal intelligence –understand and direct yourself
• Competencies
– Self‐Awareness – recognize moods & emotions
– Self‐Management – self‐control and redirection
– Social Awareness – behavior in situational context
– Relationship Management – relative to others
Social Intelligence
• Interpersonal intelligence – get along with others and earn cooperation
• Competencies
– Situational Awareness ‐ context
– Presence – ‘bearing’
– Authenticity –motives and congruence
– Clarity – communicate clearly and with impact
– Empathy – building connections
© 2017 Performance Concepts, Inc. All Rights Reserved 49
4. BE AN EFFECTIVE, RESONANT
Leader
LEADERSHIPBASICS
© 2017 Performance Concepts, Inc. All Rights Reserved 50
Practical Leadership …
• Keeping the good people you have
• Helping them achieve to their full potential
• Getting them to do what you need them to do ‐ consistently
Leadership vs. Management
• Managers influence by authority of position and title
– Appointed
– Responsibility based on position & task
• Leaders influence because people choose to follow them
– Earned vs. appointed
– Responsibility based on position and relationship
© 2017 Performance Concepts, Inc. All Rights Reserved 51
Leadership vs. Management
• Leadership is not a set of traits or skills… it is the relationship between those who choose to lead and those who choose to follow
• If you don't have voluntaryfollowers, you’re not a leader
AUTHORITY
Is a poor substitute for LEADERSHIP
© 2017 Performance Concepts, Inc. All Rights Reserved 52
Who Were/Are Your Leaders?
• Think about the important leaders in your life
–What leadership characteristics did they demonstrate?
–What made them a ‘leader’?
–Why did you follow them?
–What did they DO to inspire you to follow them?
Leadership Characteristics
• Is there such a thing as a ‘Born Leader?
– It is possible to LEARN the skills necessary to be an effective leader?
– Constantly learning and integrating what you learn is key to building your leadership skills
© 2017 Performance Concepts, Inc. All Rights Reserved 53
Your Beliefs and Values
• Your beliefs define the essence of your leadership perspective and style.
• Your beliefs evolve from:
– The people who influenced you
– Your purpose in life and work, in particular
– Your values in life and work.
Alignment is CRITICAL
© 2017 Performance Concepts, Inc. All Rights Reserved 54
Walking the Talk
• Your leadership behavior should be a reflection of the values and behaviors you are encouraging in others.
• People learn from your behavior, not your words.
• Leaders must walk their talk!
The ‘Today’ Dilemma
• The best and brightest today come from an entirely different place
– The ‘Trophy Kids’
– Expectations are defined by experience• Entitlement
• Self‐focus
• Need to contribute and be involved
• Add in the multi‐generational conundrum
– Attitudes and needs in the rest of the workforce are shaped by the largest group
© 2017 Performance Concepts, Inc. All Rights Reserved 55
IN TODAY’S ENVIRONMENTEffective leadership is more about INSPIRATION than DIRECTION
Be A Resonant Leader
• Use Emotional and Social Intelligence skills
– Renew themselves
– Create positive relationships
– Foster a healthy, vibrant environment
– Engage others toward a common goal
© 2017 Performance Concepts, Inc. All Rights Reserved 56
Resonant Leaders
• Consistently demonstrate and cultivate three key internal characteristics
–Mindfulness
– Hope
– Compassion
Mindfulness
CompassionHope
Mindfulness
• Awareness of what’s really happening with your body, mind and spirit while paying equal attention to what’s going on around you
• No one specific path to Mindfulness
– Personal and Individual ‐ yet essential
• Exercise
• Meditation
• Music Mindfulness
© 2017 Performance Concepts, Inc. All Rights Reserved 57
Hope
• Charting a course of action for yourself and those around you
– Clearly articulated goals
– A sincere belief that goals can be met
– Reaching goals with a sense of well being
• Hope is the ‘primer’ for other positive emotions and thoughts in ourselves and others
Hope
Compassion
• Empathy and caring, translated into action
• Help others to discover and realize their dreams
–Minimize prejudice and pre‐judgment
– Find out what makes people tick
• To be truly ‘resonant’ with others, you must genuinely care about them
Compassion
© 2017 Performance Concepts, Inc. All Rights Reserved 58
Top Organizations ‐ Best Practices
• Innovation: Set Your Strategy
• Environment: Support with a Strong Culture
• Organization: Connect Your Innovators
Top Organizations ‐ Best Practices
• Resources: Capitalize on Enabling Technology
• Process: Enable Easy Knowledge Management
• Integrate: Leverage the Value of your Assets
© 2017 Performance Concepts, Inc. All Rights Reserved 59
If They:
• Believe what you believe
• Want what you want
• Share your passion and vision
• Take great pride in what they do and in their own role within your organization
If Your Actions Inspire Others To
• DREAM more
• LEARN more
• DO more
• BECOME more
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THE STRATEGY
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