Chapter 8&

Chapter 9By:

Jessica RomeroArmine Karaguezian

Tony Chang

Chapter 8Chapter 8

Create and Develop LeadersCreate and Develop Leaders

Chapter 8

• How to train leaders in order to achieve

Results That Results That Last!Last!

Chapter 8

• Most CEO’s “SAY” that leadership development is a MUST.

• They do not

“BACK IT UP” with the hours of necessary training.

Chapter 8

4Problems

STOPPING

Leadership Development

Chapter 8

No Time“Chief Learning Thing”Waste of MoneyRandom, Vague, Soft

Chapter 8

With NO great Leaders...Comes NO great…

Companies…

Chapter 8

Leadership is at the

Chapter 8

6Principles

For

Developing Leaders

Chapter 8

1) CEO and other TOP executives must drive the training curriculum.

Be there from beginning to end.

Chapter 8

2) ALL Leaders must be trained.You cannot expect the 10% of leaders

who are sent to be trained to sway the 90% who did not go.

Frustrated 10% might even leave b/c they are unable to effect change.

Chapter 8

3) Leaders MUST help design their own training.Agenda of things they are: concerned about areas that they believe need changingothers will buy into the program more readily.

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4) Training must be linked to the company’s overall performance goals.

Company’s goals and performance measures.

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5) Leaders should understand the Five Phases

of theNature

of

Organizational

Change

Chapter 8

Organizational Change: Phase 1The Honeymoon

Everyone is FIRED UP and EXCITED.Hope reigns.

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Organizational Change: Phase 2

Reality Sets InInconsistencies show up We/they mentality begins to formBegin to see differences between low,

middle, and high performers.

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Organizational Change: Phase 3

The Uncomfortable GapGap widens and the wall appears.Leaders need to move high and middle

performers to a higher levelLeaders need to move low performers

either up or out.

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Organizational Change: Phase 4

ConsistencyOrganization has moved over the wall.Team of disciplined leaders are in place.Everyone understands the keys to

success.

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Organizational Change: Phase 5

Leading the Way—ResultsOrganization has succeeded in hardwiring

excellence at the core of your organization’s culture.

Results show across all five pillars.Employees have a sense of purpose.

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6) IMPORTANT

Train Leaders in the Art of

HighMiddle

Low

Conversations

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• Leaders trained to:1) Drive the achievement of organizational goals.2) Improve own individual leadership performance.

• Idea behind Leadership Development Institutes (LDIs)

Chapter 8

Studer Groups Recommendation:• Leaders be taken off-site for two days

every 90 days to participate in an LDI. The 90-day period between the trainingsessions allows:1) Feedback2) Coaching3) Practice the leaders need to integrate their new skills into their daily work lives.

Chapter 8

Leadership Development Institute• Provides tools and training to achieve the

company’s goals.• Helps employees feel a sense of PURPOSE• Their work really is WORTHWHILE• They really are making a DIFFERENCE

Any Questions?

Tic-Tac-Toe Game!

• In Chapter 8, we learn how to ______ leaders in order to achieve results that last!

• Train

• Manipulate

• Build

True / False?

According to our presentation, two problems stopping leadership

development at it’s tracks are money and not enough training.

• No Time To Devote To It• Waste of Money

• Chief Learning Officer Thing• It is Random, Vague, Soft

True / False ?

Training must be linked to the company’s overall

performance goals.

• True

Which one of the 5 organizational phases is missing?

*Honeymoon*Reality Sets In *Consistency*Leading the Way

• Comfortable Gap• Uncomfortable Gap• Inconsistency Phase• Training Phase

Leaders need to be taken off-site for ____ days every 90 days to

participate in a leadership development institute.

• TWO

Chapter 9

Satisfied Employees Mean A Healthy Bottom Line

Chapters 8 & 9Common Themes

Employees want: A company with a meaningful purposeA worthwhile jobTo make a difference

The Power of Satisfied Employees

The 3 previous factors contribute to employee satisfaction.

Happy employees = happy patients Satisfied employees = a BETTER work

environment

Nine Ways To Get Started1. Rounding

Great tool to communicate openly with employeesFind out the good/badMake a personal connection/recognize success*Goal* is to try and fix the problems that have or may come up

2. Emotional Bank Account

Building a good relationship with your employees .

Making sure that employees are happy most of the time

Emotional $$$ so that when withdrawls are made employees are still forgiving of management

3. Employee Satisfaction

Using a proven assessment to diagnose problems and how to fix them

It’s not the data but how it is shared and what action is taken based on feedback

Off site training for ½ day.

4. Quick Wins

Little steps to show that management is committed to the needs of their employees

Quick wins are not always obvious until they present themselves

Nursing example (in the text).

5. Deal with Low Performers and Their Impact

High performers show great frustration with low performers

Low drives out the HighLow must be removed in order for the

company to advance

6. Harvest Best Practices

Inconsistent communication is the PROBLEMReward good practices and keep it going

7. Provide Tools

When employees are not performing at their best it is because they do not have the tools they need.

Employees would like to do their BEST but they just need the tools.

This is likely to decrease turn-over rates

8. “Consider it Done” Attitude

Sig Jones cashier examplePraise high achievers and hold the employee

as an example for others to followEmpower the high achievers to motivate other

employees

9. Be Open and Truthful to Employees

Management owes it to the employeesNot communicating effectively with

employees will make them lose trust in management

An organization with happy employees is a better place to work