Slide 1

Would you rather be lucky or good?

Slide 2

Slide 3

Understanding the Nature of Talent How to improve productivity: Replace struggling employees with better ones Stack ranking Purging All hazy manifestations of performance management Jack Welch, former CEO of GE

Slide 4

Look Instead at Talents Natural tendencies which exist deep within us (why can some people decorate others have white walls) These combined with skills, experience and attitude = STRENGTHS

Slide 5

A strength is the ability to consistently provide near-perfect performance, and its the outcome of talent times investment. It is the positive, productive application of your talent talent being a natural way of thinking, feeling, or behaving. And the words positive and productive are important, because those are the outcomes of investing in your talent.

Slide 6

A strength is a focused combination of Talents: your naturally recurring patterns of thought, feeling or behavior Yearning, Rapid learning, Satisfaction Knowledge: the facts and lessons learned What you know and have picked up along the way Skills: the basic ability to move through steps of an activity How-tos of a role

Slide 7

Evidence that these pre-dispositions do not change over time We are pretty much what we are born with

Slide 8

To take this to the management level Great managers find what is unique about each person AND THEY CAPITALIZE ON IT Great managers think differently about their people. They focus on strengths.

Slide 9

Purposeful Permission to be who you are

Slide 10

Balconies

Slide 11

What leader has had the most positive influence on your daily life?

Slide 12

Now, please list three words that best describe what this person contributes to your life. a.______________________ b.______________________ c.______________________

Slide 13

Followers four basic needs: Purpose Wisdom Humor Humility Trust Compassion Stability Hope The usual suspects

Slide 14

The most effective leaders: Are always investing in strengths Surround themselves with the right people and maximize their team Understand their followers needs

Slide 15

Leaders stay true to who they are and then make sure they have the right people around them.

Slide 16

The 12 Elements of Great Managing To identify the elements of worker engagement, Gallup conducted many thousands of interviews in all kinds of organizations, at all levels, in most industries, and in many countries. These 12 statements the Gallup Q12 - emerged from Gallups pioneering research as those that best predict employee and workgroup performance. 1. I know what is expected of me at work. 2. I have the materials and equipment I need to do my work right. 3. At work, I have the opportunity to do what I do best every day. 4. In the last seven days, I have received recognition or praise for doing good work. 5. My supervisor, or someone at work, seems to care about me as a person. 6. There is someone at work who encourages my development. 7. At work, my opinions seem to count. 8. The mission or purpose of my company makes me feel my job is important. 9. My associates or fellow employees are committed to doing quality work. 10. I have a best friend at work. 11. In the last six months, someone at work has talked to me about my progress. 12. This last year, I have had opportunities at work to learn and grow.

Slide 17

The Three Types of Employees 1 ENGAGED employees work with passion and feel a profound connection their company. They drive innovation and move the organization forward. 2 NOT-ENGAGED employees are essentially checked out. Theyre sleepwalking through their workday, putting time but not energy or passion into their work. 3 ACTIVELY DISENGAGED employees arent just unhappy at work; theyre busy acting outing their unhappiness. Every day, these workers undermine what their engaged coworkers accomplish.

Slide 18

Slide 19

Slide 20

Executing these leaders know how to make things happen. These are the people who will work tirelessly to implement a solution. Influencing these leaders help their team reach a much broader audience. They sell the teams ideas both inside and outside the organization. Relationship building the essential glue that holds the team together to create a sum greater than its parts. Makes the team more than just a group of individuals. Strategic thinking these are the leaders that keep us focused on what could be. They stretch our thinking and help us make better decisions.

Slide 21

Slide 22

Slide 23

Leaders stay true to who they are and then make sure they have the right people around them.

Slide 24

What You Need to Know About Each of Your Direct Reports q What are his or her strengths? q What are the triggers that activate those strengths? q What is his or her learning style? q Ask the question: How can I help you to be more successful?

Slide 25

USA TODAY 7/13, Right brain-left brain

Slide 26

"Success is achieved by developing our strengths, not by eliminating our weaknesses." - Marilyn vos Savant

Slide 27

Things Leaders Do GEs Jeff Immelt on the 10 keys to great leadership. When GEs CEO Jeff Immelt teaches up-and-coming leaders at the companys famed management-development center, he runs through a checklist of what he calls Things Leaders Do. In an interview with Fast Company, Immelt reveals his own leadership checklist. 1.Personal Responsibility 2.Simplify Constantly. 3.Understand Breadth, Depth, and Context. 4.The importance of alignment and time management. 5.Leaders learn constantly and also have to learn how to teach. 6.Stay true to your own style. 7.Manage by setting boundaries with freedom in the middle. 8.Stay disciplined and detailed. 9.Leave a few things unsaid. 10.Like people.

Slide 28

Leader Strategize accounts Work side by side Strategic planning Thinking Training new ways Encourage risk taking Improve processes Ask why Develop people Recognition Manager Read reports Ask questions Provide feedback People problems Short term planning Manage expenses Interviewing Focus on people 50% 15% Focus on strategy 25% 25% Focus on operations 25% 60% People Work