Leadership Imperatives

Two-Day Simulation

© 2015 ATD / SLIDE 1

 Identify an Inspirational Leader

© 2015 ATD / SLIDE 2

 What makes you a GREAT LEADER?

What would you like to

add to your leadership
strengths?

© 2015 ATD / SLIDE 3

 Leadership Competency Model

The Journey
START Self- Collaboration
Awareness with Others
• Team vision, mission, &
• Self-resiliency
values
• Emotional strength
• Communication skills
• Empathy to motivate
• Coaching in the moment
• Trust Business • Managing changing roles
Acumen
• Project leadership
• Innovation
• Critical thinking
• Customer focus

© 2015 ATD / SLIDE 4

 Leadership Scorecard
DISC WPM EQ

Strengths: Strengths: Awareness:

Blind spots: Blind spots: Regulation:

Lessons Learned:

© 2015 ATD / SLIDE 5

 21st Century Leadership Competency Model Paper 360
LEADER: Evaluations Scale: 1 (Low competence to 10 High Competence)
Competency Sub Competency Self Peer Peer Peer Comments
Self-Resiliency
Leverages a personal mission to stay the course
during times of change
Adopts and maintains an empowered attitude in
the face of adversity
Able to navigate change personally using attitude
and focus
Chooses to find time to process, review and think
to improve resiliency
Identifies her personal values, purpose and
vision and explores their interplay and alignment
with her actions as a leader
Designs a strategy for receiving honest feedback
regarding her leadership style form those within
her leadership sphere
Builds her own personal brand as a leader
Emotional Strength
Grows self-awareness of emotions to improve
decision making
Seeks to grow performance through a clear
understanding of EQ, cognition, behaviors,
motivators and competencies
Assesses her personal strengths and areas for
development around her emotional regulation
Manages emotions to work through conflict
constructively

© 2015 ATD / SLIDE 6

 Self-Resiliency

How Do You Define

Your Leadership Purpose?

I _______________,
verb verb
_______________, verb
and _______________

___________________________________________________.
noun

© 2015 ATD / SLIDE 7

 Logistics Flow: Day 1
When What How
AM • Introduction of Handout 26: 21st Century Leadership Competency Model Paper 360 Classroom work

AM • Breakout Session 1: Executive 1s meet (finances and budget challenge) Simulation

• Breakout Session 2: Teams meet (project list for this year, budget required)
AM • Review DISC assessment results Classroom work

AM • Breakout Session 3: Teams meet with their executive (DISC, financial goals, Simulation
budget/project needs, strategy)
AM • Update Handout 26: 21st Century Leadership Competency Model Paper 360 Individuals

Lunch

PM • Review WPM assessment results

PM • Breakout Session 4: ALL teams (staff and leader) meet and greet to build common goals Simulation
and understanding (no project choices made)
PM • Breakout Session 5: Executive 2s meet with team members to discuss +/- of group Simulation
discussion, strategy change, assessments, and roles.
PM • Individuals update Handout 26: 21st Century Leadership Competency Model Paper 360 Classroom work

PM • FINAL debrief of the day Classroom work

© 2015 ATD / SLIDE 8

 Logistics Flow: Day 2
When What How
AM • Review EQ assessment results Classroom work

AM • Breakout Session 6: Executive 3s: Prepare for final negotiations session Classroom work

AM • Breakout Session 7: Executive 3s Final Team Negotiations Simulation

AM • Individuals update Handout 26: 21st Century Leadership Competency Model Paper 360 Simulation

Lunch

PM • Group Debrief of Simulation: Leadership Manifesto Classroom work

PM • Coaching, Feedback practice Classroom work

PM • Coaching Triads Breakout

PM • Debrief Coaching Triads Classroom work

PM • Work on Individual Development (Transition) Plan / Action Plan Individual

PM • Final Review / Graduation Classroom work

© 2015 ATD / SLIDE 9

 Your Team
IT Marketing HR
Chief information Chief marketing officer Chief learning officer
officer (CIO) (CMM) (CLO)
Staff (architecture) Staff (social marketing) Staff (compliance)
Staff (applications) Staff (traditional Staff (learning and
marketing) development)

• You will be a member of one of three departments: IT,

marketing, or HR.
• Each team will have a leader and at least two staff
members.
• Leadership will rotate among three people over the two-day
simulation (Executive 1, 2, 3 Card).
© 2015 ATD / SLIDE 10
 Self-Awareness

START

Self- Collaboration
Awareness with Others

• Self-resiliency
• Emotional strength
• Empathy to motivate
• Trust Business
Acumen

© 2015 ATD / SLIDE 11

 Assessments
Motivators • No right or wrong
Why and where you walk

• No good or bad

• Does not measure

 Intelligence
 Ethics
Behaviors  Skill or ability
How you are walking  Potential
© 2015 ATD / SLIDE 12
 Tasks

COMPLIANCE DOMINANCE

Response to policies and Approach to problems

procedures set by others
CAUTION SPEED

STEADINESS INFLUENCE

Pace of environment you Influencing others to your

prefer point of view

Relationships

© 2015 ATD / SLIDE 13

 Descriptors of Your Happy Place
What do you do to get what you want?

Energy Line

© 2015 ATD / SLIDE 14

 Value to the Organization

© 2015 ATD / SLIDE 15

 Dos of Communication

© 2015 ATD / SLIDE 16

 Don’ts of Communication

© 2015 ATD / SLIDE 17

 DISC Behavioral Dimensions Summary
Dominance Influence Steadiness Compliance
Behavioral How a person solves How a person How a person responds to How a person responds
Dimension problems, meets influences people the pace of his or her to rules and procedures
challenges, and environment set by others
handles tasks
Descriptors Ambitious Expressive Methodical Analytical
Forceful Enthusiastic Systematic Contemplative
Decisive Friendly Reliable Conservative
Direct Demonstrative Steady Exacting
Independent Talkative Relaxed Careful
Challenging Stimulating Modest Deliberate
Characteristics Need to direct Need to interact Need to serve Need for procedures
Challenge Need to be liked Loyal Follows “the book”
Desire to win Likes to be involved Patient, relaxed Strives for perfection
Direct communication Long-term relationships Precise, attentive to
Risk taker Closure detail
Value on a Results oriented Motivates others Dependable team worker Objective thinker
team Self-starter Creative problem Great listener Conscientious
Forward looking solving Patient and empathetic Maintains high
Challenge oriented Team player Logical thinker standards
Competitive Sense of humor Finishes tasks started Task oriented
Challenges status quo Negotiates conflict Loyal, long-term Diplomatic
relationships Pays attention to details

© 2015 ATD / SLIDE 18

© 2015 ATD / SLIDE 19
 Interacting With Other Styles

Choose to adapt
temporarily
rather than
permanently
pretend to be
what you are not

© 2015 ATD / SLIDE 20

 Adapted Style

© 2015 ATD / SLIDE 21

 A Team Makes a Whole Brain

Task Task
Perfect Speed

People People
Careful Speed

© 2015 ATD / SLIDE 22

 15-Minute Break

© 2015 ATD / SLIDE 23

 Breakout Session 3

Executives and Their Teams Meet—

Share DISC and Information
© 2015 ATD / SLIDE 24
 Individual Reflection

Capture your insights and observations:

• Leadership Scorecard (Handout 13)

• 21st Century Leadership Competency

Model Paper 360 (Handout 26)

© 2015 ATD / SLIDE 25

 Lunch

© 2015 ATD / SLIDE 26

 Values Affect Our Attitudes
Theoretical I will use my cognitive ability to understand, discover,
and systemize the truth.

Utilitarian Every investment I make will have a greater return in

time and/or resources.

Aesthetic I will enjoy and experience the beauty around me and

allow it to mold me into all I can be.

Social I will invest my time and resources in helping others to

achieve their potential.

Individualistic I want to advance to the highest position in life and gain

the greatest power.
Traditional I will pursue the highest meaning in life.
© 2015 ATD / SLIDE 27
 Motivators
Page 36

© 2015 ATD / SLIDE 28

 Norms and Comparisons

Page 33

© 2015 ATD / SLIDE 29

Team Profile

Purpose and meaning Information

Pursuing the highest Discovery of truth and knowledge
meaning in life

Concern for others

Eliminating hate and Operational Information
conflict What is useful

Personal Information
Collaboration Sense of being in control
Experiencing inner vision and
harmony

© 2015 ATD / SLIDE 30

 • Team Vision, Mission and Values
Collaboration •
•
Communication Skills
Coaching in the Moment
Managing Changing Roles
with Others •

START

Self Collaboration
Awareness with Others

Business
Acumen

© 2015 ATD / SLIDE 31

 15-Minute Break

© 2015 ATD / SLIDE 32

 Breakout Session 5

Executives and Their Teams

Meet Roles
© 2015 ATD / SLIDE 33
 Where Are You Now?
WHAT ARE THINGS THAT YOU WHAT ARE THINGS THAT YOU
WANTED AND NOW HAVE? DON’T HAVE AND WANT?
● ●
● ●
● ●

WHAT ARE THINGS THAT YOU WHAT ARE THINGS THAT YOU
HAVE AND DON’T WANT? DON’T HAVE AND DON’T WANT?
● ●
● ●
● ●

© 2015 ATD / SLIDE 34

 Business Acumen
START

Self Collaboration
Awareness with Others

Business
Acumen

• Project Leadership
• Innovation
• Critical Thinking
• Customer Focus

© 2015 ATD / SLIDE 35

 Q&A

© 2015 ATD / SLIDE 36

 Leadership Imperatives
Day-Two Reconnect

© 2015 ATD / SLIDE 37

 Logistics Flow: Day 2
When What How
AM • Review EQ assessment results Classroom work

AM • Breakout Session 6: Executive 3s: Prepare for final negotiations session Classroom work

AM • Breakout Session 7: Executive 3s Final Team Negotiations Simulation

AM • Individuals update Handout 26: 21st Century Leadership Competency Model Paper 360 Simulation

Lunch

PM • Group Debrief of Simulation: Leadership Manifesto Classroom work

PM • Coaching, Feedback practice Classroom work

PM • Coaching Triads Breakout

PM • Debrief Coaching Triads Classroom work

PM • Work on Individual Development (Transition) Plan / Action Plan Individual

PM • Final Review / Graduation Classroom work

© 2015 ATD / SLIDE 38

 How Clearly Do You See?

© 2015 ATD / SLIDE 39

 Fight, Flight, or Freeze

© 2015 ATD / SLIDE 40

© 2015 ATD / SLIDE 41
 The Brain Reacts Quickly to Threats

© 2015 ATD / SLIDE 42

 Your Body Reacts: It’s Automatic

• Fight

• Flight

• Freeze

© 2015 ATD / SLIDE 43

 The Reptilian Brain and Decisions
The gap between. . .

• What I believe should be

true
• What I see to be true

Four-Hour Emotional
Hangover

—Dr. Izzy Justice, Emotional Quotient

© 2015 ATD / SLIDE 44

© Russell Martin & Associates www.russellmartin.com

 EQ Composed of the Capacity for…
Self-awareness: Recognizing your feelings and
behaviors
INTRAPERSONAL

Self-regulation: Managing your feelings and behaviors

appropriately and staying motivated in spite of
setbacks and obstacles
Motivation: The desire to improve
INTERPERSONAL

Empathy: Understanding what others feel

Social skills: Building rapport and collaborating with
others
© 2015 ATD / SLIDE 45
 EQ Assessment Results

© 2015 ATD / SLIDE 46

 Detailed Interventions

© 2015 ATD / SLIDE 47

 Accountability Model
+10
Take action and learn Make it happen.

Learn and Find solutions This can work.

Grow /
Empowerment
Accept ownership It starts with me.
Acknowledge situation I’m a piece of the puzzle.
0

Wait n’ hope Somebody should do something.

Protect and Blame self It’s my fault (guilt).
Defend /
Be Right Blame others It’s their fault.
Denial This has nothing.
-10
to do with me.

© 2015 ATD / SLIDE 48

 Breakout Session 6

Executives and Their Teams

Meet—Final Strategy
© 2015 ATD / SLIDE 49
 15-Minute Break

© 2015 ATD / SLIDE 50

 Breakout Session 7

All Teams—Final Negotiations

© 2015 ATD / SLIDE 51

 Where Are You Now?
How can I take the
How can I live risk to lead?
my purpose?

How can I grow

emotional
How can I use awareness and
my strengths? Leader regulation?
Learning
Nuggets

How can I instigate

collaboration?
How can I
prioritize?

How can I intentionally become

more business savvy?

© 2015 ATD / SLIDE 52

 Individual Reflection
Capture your insights and observations:

• Leadership Scorecard (Handout 13)

• 21st Century Leadership Competency

Model Paper 360 (Handout 26)

© 2015 ATD / SLIDE 53

 Lunch

© 2015 ATD / SLIDE 54

 Leadership Manifesto

© 2015 ATD / SLIDE 55

 21st Century Leadership Competency Model Paper 360
LEADER: Evaluations Scale: 1 (Low competence to 10 High Competence)
Competency Sub Competency Self Peer Peer Peer Comments
Self-Resiliency
Leverages a personal mission to stay the course
during times of change
Adopts and maintains an empowered attitude in
the face of adversity
Able to navigate change personally using attitude
and focus
Chooses to find time to process, review and think
to improve resiliency
Identifies her personal values, purpose and
vision and explores their interplay and alignment
with her actions as a leader
Designs a strategy for receiving honest feedback
regarding her leadership style form those within
her leadership sphere
Builds her own personal brand as a leader
Emotional Strength
Grows self-awareness of emotions to improve
decision making
Seeks to grow performance through a clear
understanding of EQ, cognition, behaviors,
motivators and competencies
Assesses her personal strengths and areas for
development around her emotional regulation
Manages emotions to work through conflict
constructively

© 2015 ATD / SLIDE 56

 15-Minute Break

© 2015 ATD / SLIDE 57

Leadership Transition Plan

What BENEFIT will I get if my leadership improves? Who will be my accountability partner / mentor or coach?
What BENEFIT will my team get?

What BENEFIT will my employer get?

Who will be a barrier to my growth? (add this to the RISK list
How will I measure that my leadership has improved? below)

Goal Due date

How will I manage the organizational change of my growth:

With my team:

With my peers:

With my boss:

What RISKS may block my LIKELIHOOD (Low, Medium, IMPACT (Low, Can I prevent this RISK? How? What will I do if this RISK
success? High) Medium, High) occurs?

© 2015 ATD / SLIDE 58

 Graduation

© 2015 ATD / SLIDE 59

 Wrap-Up

© 2015 ATD / SLIDE 60