The Hagberg Consulting GroupLeadership Development Program

For

Richard Hagberg, PhDHagberg Consulting Group(360) 346-0233rahagberg@gmail.com

Who is Rich Hagberg?

• BA UCLA, Masters and PHD in Counseling Psychology from Washington State University.

• 39 years of consulting experience.

• Worked with well over 500 companies of all sizes in 35 years

• Worked in Silicon Valley since 1979

• Grew HCG Inc. for 22 years and sold to Accenture in 2006

• Restarted HCG LLC in 2009 focusing on entrepreneurial companies

• Started 7 companies

• Research on leadership, culture and strategy alignment. Most recent on Best Leaders and 3 Pillars of Leadership. Also Executives in Trouble

• Currently working with 20 entrepreneurs and their teams2

Companies I’ve Worked With Since 2009• Twitter• Dropbox• MixPanel• Zendesk• Quora• Asana• Pinterest• Salesforce• Munchery• Reddit• Counsyl• Gusto• Cruise• Tinder• Inflection• Optimizely• Polyvore• Zuora• Entelo• Endless• Anacor Pharmaceuticals• Airmap• Edmodo• Betable• Apartmentlist• Quizlet• DUO Security• Docker• Drama Fever• Figma• GuideSpark• Storm 8

• Mobify• Ridecell• Ripple• InstaCart• Grab • Thumbtack• WePay• Amino• Marchex• Segment• MemSQL• Patreon• GoodRX• Curology• Nunahealth• Weebly• When I Work• Micron Technology• Nerdwallet• Lithium Technologies• Kiip Rewards• Innovation Endeavors• ResearchGate• Coenterprise• Sirenas Marine Discovery• Cuna Mutual Group• Corcept• Saavn• Sparefoot• Super Evil Megacorp• TangoCard

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Companies I Worked With 1984-2009

• Johnson and Johnson

• Hewlett Packard

• Seagate Technology

• Microsoft

• Accenture

• Ebay

• PayPal

• McKinsey & Company

• Merck

• Roche

• Hitachi

• Barclays Global Investors

• Fireman’s Fund Insurance

• Ford Motor Company

• Wells Fargo Bank

• Sony Electronics

• Philips Semiconductor

• Altera Corporation

• PG&E

• Clorox

• Peets Coffee

• Williams Sonoma

• Reader’s Digest

• Walt Disney

• Lucasfilms

• Boise Cascade

• Cornell University

• Creighton University

• Florida International University

• Ask.com

• Peter Kiewit Sons

• Granite Construction 4

Why should I do this?• Unless you are learning and growing you are setting yourself up for stagnation or

failure

• As the company grows, you will be challenged in new ways

• Objective feedback gets more difficult to get the more senior your position

• It’s very useful to be able to identify the strengths you can leverage and the weaknesses that may be holding you back

• Never underestimate your capacity for defensiveness, denial, rationalization and self-justification

• It’s helpful to understand “automatic pilot” and how your personality may impact your leadership

• You may know what some of the problems are with your management and leadership style but not know how to change them

• You may be impacting the culture and the success of your organization in ways that you are completely blind to

• You may know that you need to change a certain behavior but you may get caught up in the “tyranny of the urgent”

• You are a role model for those who report to you

• It’s helpful to have an objective third party coach who can help you, support you and challenge you

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One Year Leadership Development Program

1. Personality and Leadership Profile—Personality test which measures 50 dimensions of personality, predicts a 360, identifies personality traits and patterns which impact management and leadership and gives management and leadership advice. Results are reviewed in a 2 hour session and 3 Pillars of Leadership model is discussed

2. HCG Leadership 360—a coworker (peer, superior, subordinate) evaluation which provides feedback on 46 competencies as well as comments on each dimension. Generally it provides 30-50 pages of comments. This tool is specifically designed for development purposes and makes targeted goal setting quite easy. Results are reviewed in a 2 hour session. In addition, a PowerPoint summary of the results is provided with recommendations for each area of weakness

3. Best Leaders Benchmark—Review of HCG research on the “The Profile of the Best Leaders” to give a “successful leadership” benchmark prior to goal setting Part 1 – Discuss 3 Pillars, Vision Evangelists Competencies – Part 2 Discuss Relationship Building, Manager of Execution Competencies

4. Best Leaders Benchmark—Review of HCG research on the “The Profile of the Best Leaders” to give a “successful leadership” benchmark prior to goal setting – Part 2 Discuss Relationship Building, Manager of Execution Competencies

5. Preliminary Goal setting—Based on the 360 report and PLP results, 10 potential goal areas are identified

6. Meeting with boss, participant and coach—Review 360 findings and gain bosses support and agreement on priorities for development. This step is optional and will be discussed

7. Final Goal Setting and Action Planning---to narrow down the preliminary goals to 3 or 4 final goals

8. Targeted Coaching & Training—Based on the specific goal areas, multiple meetings will be scheduled to provide targeted coaching and training modules are reviewed (Delegation and Empowerment, Coaching, Holding People Accountable, Conflict Resolution, Building Teams, The CEO Role, Leading at the Speed of Growth, Developing Structures, Systems and Processes, Employee Communication etc.)

9. Ad Hoc Situational Coaching—During the year of coaching, situations emerge which provide the opportunity for collaborative problem solving and coaching around current problems and opportunities.

10. Ad Hoc Situational Coaching—During the year of coaching, situations emerge which provide the opportunity for collaborative problem solving and coaching around current problems and opportunities

11. Follow-up assessment using email questions, 360 or interviews to assess progress (optional)

12. Final Wrap up Session —At the end of the year of coaching we will discuss what has been learned and accomplished and discuss areas of development for the future and the need for additional coaching

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Getting Started

1. Take the Personality and Leadership Profile (PLP): This will take 1 hour to complete• Go to HCG site: http://assessments.hagbergconsulting.com/• Enter the following code: • Try to take the entire test at one time

2. 360 Rating: Develop a list of current and former superiors, peers and subordinates: Try to get the list to 20 people. We need 16 returns to get reliable data. Give them a 10 day deadline for responding. And, comments are golden.

• Before you send out the to your email to raters, contact Shay Gipson (shay.gipson@ymail.com) so she can customize your rater categories. What is their relationship to you: Are they a Board Member, Superior or Supervisor, Peer or Cofounder, Subordinate or Direct Report, Other Team Member, Former Colleague etc.. All raters will be asked to identify their relationship to you. Keep it to 5 categories.

• Then, send raters an email asking them to fill out the online 360. Sample emails are provided on the next slide.

• Have raters to the HCG site: http://assessments.hagbergconsulting.com/• Have raters enter the following code: • Expect that you will also need to send at least two “reminder emails” to raters and also give

them a one week extension on the original deadline you set• Check with Rich regularly to see how many raters have completed the survey

3. Take the 360 Self-Assessment: 15 minutes• Go to HCG site: http://assessments.hagbergconsulting.com/• Enter the following code:

4. Review the program outline with your administrative assistant

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Sample email for 360 RatersSelect group that I have chosen to assist in my personal development by completing a 360 assessment for me.

I am currently involved in a Leadership Development Program, which requires information from other professionals. You are part of a Your input will help me understand where I excel, as well as those areas requiring additional focus to be successful in meeting the needs of the company. Your comments will help me gain maximum value from the ratings. The more comments received, the more clearly I can create my developmental goals. I would appreciate specific examples and suggestions, especially on those areas there you feel I need to target changes in behavior.

Be assured that your ratings are confidential. The code you entered is not linked to your name in any way. It is only used to keep track of submissions. Your numerical ratings will simply be averaged with other ratings received. None of your responses will be attributed to you as an individual. Your comments will be randomly mixed with the comments of other raters.

To access the website:

Go to the HCG site: http://assessments.hagbergconsulting.com/

Enter the following code: _________________________

The assessment will take approximately 60 minutes to complete but this will vary depending on how extensively you choose to explain your ratings.

You will be able to stop at any point in the assessment and continue to at later time. A unique access code will be issued to you, which you will use when reconnecting to the assessment. Login to http://assessments.hagbergconsulting.com/ with your unique code if you need to pause the assessment.

If you have any questions, please contact Richard Hagberg of HCG at 360-221-2354 or email rahagberg@gmail.com8

Pre-Work• Your raters will be asked to identify the type of relationship they have with you.

They must choose Superior, Peer, Subordinate or Other. If you want to change these labels (e.g. Investors, Board Members, Former Colleague), you need to let us know before we launch the 360.

• For the best data and comments, you need to get 16 returns so you need to distribute it to at least 20 people. And the people should have worked with you for at least 6 months so they could evaluate how you work.

• DO NOT give a due that that is more than 10 days from the date you send the email request. They will probably ask for an extension, but if you give them too much time, they just procrastinate and perhaps even forget.

• Please ask your raters to make comments on as may competencies as possible. On average this should only take them 60 minutes to complete.

• Please don’t forget to do your 360 self-assessment – it should only take about 10 minutes.

Personality and Leadership Profile

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PLP Report: Intellectual Style Scales

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PLP Report: Personality Dynamics Scales

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PLP Report: Social Style Scales

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Scale Combinations: Patterns

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360 Predictions and “Reasons Why”

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Personality and Leadership Profile (PLP)Selects from 950 Pieces of Developmental Advice

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PLP Predicted 360 Report: Predictions of the Three Pillars of Leadership

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PLP Predicted Three Pillar Type

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PLP Report: Predictions of 10 Greatest Strengths

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PLP Report: Predictions of 10 Greatest Weaknesses

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PLP Report: Predictions of Best Leaders Characteristics

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PLP Report: Best Leaders Predictions—”Reasons Why” Section

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HCG Leadership 360

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360º Multi-Rater Feedback Assessment

• Raters evaluate an individual using HCG’s 46 leadership and management competencies

• Database of more than 6,500 senior executives

• Raters rate level of importance for each competency

• Utilizes different competencies for different management levels and functions

• Structured around HCG Leadership Model

• Gives a comprehensive picture of an executive’s performance based on specific attributes and skills proven to be critical for success

• Provides a relevant performance benchmark

• Clear understanding of most significant gaps between importance and performance

• Allows individuals to be compared to appropriate norm groups

• Provides a coherent map of leadership capabilities and gaps

The 360º Feedback Tool gives a quantitative, in-depth assessment of an

individual’s leadership and management strengths and areas for

development.

Features Benefits

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360º Multi-Rater Feedback Assessment

Sample Questionnaire:

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Sample 360º Feedback ReportThree Factor Profile

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Some Leaders Excel at Seeing Possibilities and Inspiring Others With Their Vision

We call these leaders Visionary Evangelists.

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Some Leaders Excel at Enlisting the Support and Capabilities of Others

We call these leaders Relationship Builders.

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Some Leaders Excel at Providing Structure, Discipline and a Sense of Priorities

We call these leaders Managers of Execution.

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Sample 360º Feedback Report

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Sample 360º Feedback Report

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Sample 360º Feedback Report

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Sample 360º Feedback Report

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Sample 360º Feedback Report

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Sample 360º Feedback Report

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Sample 360º Feedback Report

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Comments on Delegation and Empowerment

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Tina rewards responsible and accountable people by delegation and empowerment. She articulates the business goal...if it is resolved then the delegation and empowerment is imparted. If not, she steps in and helps shape the solution. A very effective leadership style and approach.

Tina will mostly delegate to people she knows and has worked with before. Her natural style of digging deep into the details can be seen as lack of capability to delegate. I think she has instilled to much fear into her team to really say that she is empowering her team although that varies a lot from one person to another.

Bill, Sara and Ben are given substantial latitude to run their own organizations

Does not trust her staff or others close to staff. Will say to do a task but it if it does not meet her answer of what she expected, then the exercise is seen w/o value. She always believes she is correct not matter what. Very rarely can objective information change her views. Relies on past stent/sales experience as the pinnacle of success. Needs to stop that except to coach. These are different times with greater limits. When she speaks of the past she is showing off and not using the experience to educate and help others in ways of resolving issues a different way.

Individual contributor approach

This is getting better too. Trust is difficult without open communication. Tina facilitates this communication thereby helping with the trust issue.

I think Tina will allow empowerment but her direct reports do not follow suit. It could be a trickle down theory, but at least some of her direct reports dictate action required and complete tasks that were assigned to their subordinates.

Delegation and Empowerment

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Delegation

• The process of assigning specific duties and responsibilities to an individual

Empowerment

• The process of enabling workers to set their own work goals, make decisions, and solve problems within their sphere of responsibility and authority

• Leaders understand that they must work through others and gain leverage

• Many leaders, particularly entrepreneurs, fail to let go of control and try to do too many things themselves.

DELEGATION & EMPOWERMENT

Delegation requires:

• Defined expectations

• Communication

• Coaching

• Monitoring

• Feedback

• Trust

Empowerment requires:

• Shared values

• Shared power

• Defined boundaries

• Communication

• Feedback

• Recognition

• Trust

Empowering Practices

Fostering Initiative and Responsibility

By giving team members

responsibility and the opportunity to

exercise greater personal initiative

the leader can foster empowerment

Link Work Activities to Organizational

Goals

Aligning empowered activities with strategic goals

Workers will identify more with the

company when they are given the

responsibility to carry out activities that support the

major goals of the organization

Providing Ample Information

Employees feel empowered when they are provided

with enough information about

everything that affects their work

They must fully understand the impact of their actions on the

company’s costs and profits

When they are armed with such

information, they are more likely to make

decisions that have a positive influence on

business success

Allowing Group Members to Choose

Methods

When the leader explains to the

individual or group what needs to be done but allows

them to choose the method

Begins by explaining why the tasks need

to be performed

Then lets people determine the most

efficient work technique

Encouraging Self-Leadership

Encouraging team members to lead

themselves

They decide what should be done, why

it should be done and how it should be

accomplished

Try giving employees one day a week to

devote to projects of their own choosing

Establishing Limits to

Empowerment

Explaining to employees how

much authority they have and to make

what decisions

What decisions are made by

management, which can be made by the employee and are

made jointly

Continuing to Lead

Leaders still need to provide guidance, emotional support

and recognition

Don’t let empowerment

become abdication! Don’t abandon the

team member

Delegation Suggestions

• Don’t shoulder company problems on your own; share them with the people that might be able to help fix them

• Evaluate the reasons for your reluctance to delegate:

• Unwillingness to trust in talent of others

• Unwillingness to let go of control

• Hoarding the interesting things for yourself

• Perfectionism

• Unrealistic expectations of others

• Fear the employee will take your position

• Increase your willingness to let go and delegate responsibility and authority not just tasks

• Have a mental plan for how you are going to increase your ability to gain leverage by working through others

• Increase both the amount and the scope of the work you delegate. Delegate whole tasks rather than pieces and parts

• Communicate clear expectations for assignments. Set time frames, goals and budgets. Then, get out of the way

• Clarify what decisions they can make, what decisions are yours to make and which are joint decisions

• Avoid second-guessing or over-ruling decisions you have delegated. There may be many ways to achieve something, not just your way

• Follow-up on things you have delegated

• Give people the latitude to manage their responsibilities you have delegated to them. More what and why and less how!!!

• Remember, there is a balance between over managing and abdicating

• If you hold people accountable for achieving their goals, you won’t have to worry about the job not getting done right

• Ask yourself if you are working on the high-level tasks that are appropriate for a CEO. Delegate things others can do.

Effective Delegation and Empowerment

• Delegation is a major contributor to empowerment

• It involves the assignment of formal authority and responsibility for accomplishing a specific task to another person

• It is narrower than empowerment because it deals with a specific task whereas empowerment covers a broad range of activities and a mental set about assuming more responsibility

• Delegation, like empowerment, is motivational because it offers group members the opportunity to develop their skills and demonstrate their competence

• When delegation is poor, conflict often erupts between the person who thought he or she was responsible for a task, and the delegator

The Delegation Process -1

1. Determine what you are going to delegate. Then take the time to plan how you are going to present the assignment, including your requirements, parameters, authority level, checkpoints and expectations. It is a good idea to write down these items and give a copy to the employee in order to minimize miscommunication

2. Choose the right person. Assess the skills and the experience of your employees as objectively as possible. Don’t be too quick to choose the person who you always know you can depend on

3. Give an overview of the assignment including the importance of the assignment and why you have chosen the employee for the job

4. Describe the new responsibility in detail, outlining sub-tasks, defining any necessary parameters, and setting performance standards. Make sure the employee understands his/her level or degree of authority. Let the employ know who he/she can turn to for help as well as other available resources. Then, make sure you notify those affected by the delegatees new power and authority

5. Solicit questions, reactions and suggestions. At this point you may want to ask the employee what approach he/she might take

6. Listen to the employee’s comments and respond empathetically. This step helps to get the employee to buy-in and will also help determine if the employee does indeed understand what is expected of him/her

The Delegation Process -2

7. Ask the employee for commitment and offer help or some type of back-up assistance. An employee who already feels overwhelmed may worry about completing the assignments already on his/her plate. It is your responsibility to help establish priorities and relieve some of the pressure by getting someone else to share some of the delegatees routing tasks for the duration of the assignment

8. Be encouraging. Express confidence in the employee’s ability to successfully handle the new responsibility

9. Establish checkpoints, deadlines, and ways to monitor progress. The entire discussion should be a collaborative process. You should strive for mutual agreement

10. Keep in contact with the employee and observe the checkpoints the two of you agreed to. However, don’t hover. Remember, delegating means letting go

11. Recognize and reward the person for his/her successful completion of the assignment

Openness to Input - Comments

Intimidation and domination are frequently employed. Tina appears to be threatened by any disagreement, rather then encouraging open discussion of views.

Tina seeks feedback actively with certain people. Under stress she can forget that feedback. My advice to Tina is to think for a couple of seconds before you make a decision or react. Think about what you say effects the other person, especially if it is something you want to see improved.

Not open to feedback. poor is too high a rating however its the bottom of the scale

I commented on this in another question. At times can become defensive if the discussion gets directed toward her. Has used intimidations tactics in the past.

What HCG Research Reveals about Personality and Openness to Input

• Aggressive, headstrong people are often seen as unapproachable and others may not be willing to risk providing them with feedback

• Leaders who distrust others only trust their own judgment

• Stubborn individuals are unwilling to compromise or change their mind once they have taken a position

• Highly competitive individuals are so intent on winning and feeling superior to others that they are threatened by ideas that are not their own

• Dominant leaders are often so forceful in exerting their influence that others feel reluctant to challenge their views or give them feedback

• Socially confident individuals present their opinions with such force and self-assurance, they are difficult to disagree with

• Defensive individuals who have a hard time admitting they are wrong or have made a mistake tend to be threatened by feedback they see as critical

• Leaders who are reserved and who are uncomfortable with expressing feelings give others the impression they are closed minded

• Pessimists tend to appear overly skeptical of others views and often throw cold water on their ideas

• Those who lack humility tend to believe they are smarter and more talented than others and are often unwilling to consider their feedback and ideas

Openness to Input Suggestions

• If you appear closed to feedback or too intimidating people will be reluctant to express their opinions and you may not hear a critical message or benefit from the thinking of others

• Avoid dominating the conversation

• Be more tentative with your “suggestions”

• You will also do major damage to your ability to build a team and create buy-in to your initiatives

• Avoid coming into meetings with preconceived ideas

• Invite people to talk and share their views and then listen and don’t interrupt

• Don’t jump to conclusions or categorically dismiss ideas that are different from your own

• Let people come up with solutions that may be different from your own if the get results

• Don’t let your ego’s insecurities cause you to appear to need to always be right and to win the argument

• Develop group problem solving skill and utilize brainstorming and group decision making

• Ask questions to draw out other points of view

• If you appear closed to feedback, the strongest people may leave. People don’t like working for a boss who is not interested in their views or is dismissive of their opinions

Key Behaviors that Foster Open Communication

1. Establish effective communication systems and processes

2. Encourage open exchange of information and viewpoints

3. Provide others with open access to information

4. Use communication methods appropriate to the situation

5. Keep people up to date with information

6. Make sure people have no “surprises”

7. Facilitate discussions to ensure that everyone's viewpoint is heard

8. Structure creative ways to obtain input from others

9. Communicate the message that every idea is worthy of consideration

10. Encourage others to express their views, even contrary ones

11. Express reactions and opinions without intimidating others