Leadership Development

Presented by: Pete Gates, CEO

Karla Kretzschmer, VP of HRSusan Pasikowski, Training

Manager

LeadershipPresented by:

Pete Gates, CEO

What is Leadership?

Rock Solid Leadership

In a very real sense there is no such thing as organizational behavior. There is only individual

behavior. Everything else flows out of that.

-- Stephen R. Covey

What a leader has

• Character• Competence

What a leader does

• Makes responsible choices• Continually increases capacity• Communicates with clarity• Works from personal values

Leaders Must

• Demonstrate high character and competence• Develop high trust relationships• Align mission, strategies, structure, & systems• Foster growth, empower with accountability• Want to lead

High Performing

• Challenging and interesting work• Learning and growth opportunities• Knowledge of results• Healthy relationships• Sense of contribution and satisfaction• Support from Management

OrganizationsPeople

Common Misconceptions

• We know what is best for members/employees• My way is best• The problem is not mine• “Tough” people get results• We are competent, they are not• Leadership is limited

Today, begin with…

• Open minds• Self reflection• Curiosity

Remember: Everything you say and do matters

EVERYDAY.

Presented by: Karla K, VP HR

Susan P, Training Mgr.

Leadership Development

Leadership cannot really be taught. It can only be learned.

-- Harold Green

Best Practices

• Connect with Business Strategy• Strong Executive Engagement• Experiential Learning & On-the-Job Application• Multi-dimensional Learning Experiences• Leadership Competencies as the Development Core• Integration with Other Talent Management

Components• Comprehensive, On-Going Approach

Leadership Development Alignment

MSGCU Strategies

MSGCU Goal Map

Performance Priorities

Leadership Competencies

Leadership Topics

Leadership Development Program Content

MSGCU Strategies

MSGCU Goal Map

Performance Priorities

Leadership Competencies

Leadership Topics

Leadership Development Program Content

Leadership Talent Management

Leadership Development Maturity Model

Strategic Leadership Development

Talent Management Integration

Focused Leadership Development

Culture Setting, Future Focused, Developing

Organization

Structured Leadership Training

Core Competencies, Well-Defined Curriculum, Developing Individuals

Select Management Training

One-stop Program, No Development Process,

General/Limited Content

MSGCU Combined Next Step 2010-2012

MSGCU Future 2012 & Beyond

Source: Bersin & Associates, 2008

Needs Assessment: Data Sources

Needs Assessment: Priority Needs

Leaders Self-View*

1.Self Management2.Coaching & Developing 3.Speaking with Impact4.Having Crucial Conversations5.Managing Execution6.Critical Thinking7.Fostering Open Communication8.Thinking & Acting Strategically9.Managing & Improving Processes10.Leveraging Innovation & Applying Technology11.Sound Decision Making12.Realistic Planning

Maps, Goals & C View**

1.Coaching & Developing 2.Engaging & Inspiring 3.Managing Execution4.Managing Performance5.Critical Thinking6.Managing & Improving Processes7.Leveraging Innovation & Applying Technology8.Benchmarking & Best Practices9.Fostering Open Communication10.Building & Developing Networks11.Tie: Influencing Others, Analysis, Establishing Relationships

Performance Needs

1.Coaching & Developing 2.Self Management3.Speaking with Impact4.Critical Thinking5.Engaging & Inspiring 6.Having Crucial Conversations7.Fostering Open Communication8.Managing Execution9.Effective Presentations10.Writing Effectively11.Managing Performance12.Active Listening

Leadership Dimensions & Competencies

Thought Leadership

Critical Thinking Sound Decision Making Thinking & Acting Strategically Financial Acumen Analysis Benchmarking & Best Practices

Leadership Communication

Fostering Open Communication Having Crucial Conversations Speaking with Impact Active Listening Writing Effectively Effective Presentations

Results Leadership

Managing Execution Realistic Planning Self Management Project Management Budget Management Leveraging Innovation & Applying Technology Managing & Improving Processes Managing Change

People Leadership

Establishing & Maintaining Trust Engaging & Inspiring Others Establishing Relationships Building & Developing Networks Influencing Others Coaching & Developing Others Managing Performance Collaboration & Teamwork Managing Conflict

Source: Adapted from PDI Ninth House Leadership Wheel.

Target Participants

Supervisory“Emerging”

Leaders

Management Team

Leaders

Transitional Leaders(New to leading, and/or new to MSGCU, or

going from Supervisor to Management Team)

Program Delivery

Content – Offering Categories

• Management Team • Supervisory Team • Combination • MSGCU Specific • Targeted Supplemental for Individuals

Program Summary

Management Team Supervisors MSGCU Specific

Program Offerings

Two Year Plan

Best Practice Measures MSGCU Proposed Measures

Financial Results Strategic Goal Achievement

Employee Engagement/Satisfaction

Employee Survey - Supervision & Executive Management

Organization Culture/Morale Employee Survey – Morale & Communications

Customer Satisfaction/Service Member Survey – Overall Member Satisfaction

Leader Capability Improvement Performance Appraisals, pre/post program assessments, post-session application evaluations

360 Degree Feedback 360 Degree Feedback (proposed for future)

Measuring Effectiveness

Program Framework

MSGCU Impact, Results, & Growth

MSGCU Strategies, Goal Maps, & Performance Priorities

Thought Leadership

ResultsLeadership

PeopleLeadership

LeadershipCommunication

Transitional LeadersSPVR

LeadersMGT

Leaders

Questions

Break

Welcome PDI-Ninth House

• David LeePDI Ninth House Executive Consultant

• Kelly ZendejasPDI Ninth House Consultant

Session Closing

LEADERSHIP