Leadership Impact: That Works

Transcription

1 Leadership Impact: Team Development That Works For any technical support during the webinar please call June 22, 2011 June 22, 2011

2 Career Partners International

3 Agenda Team Development That Works Team Development vs. Team Building Steps in a Team Development Process Applying a team model Case Studies Conclusion Q & A

4 Presenters John Myers, a Founder and Managing Partner of Chicago-based Kensington International and past CPI Board Chairman Keith A. Meyerson, erson Director of Learning & Development for Neiman Marcus Group Services, Dallas, Texas Kevin P. Fitzpatrick, Vice President Human Resources for A.M. Castle & Company

5 John Myers Managing Partner Kensington International & CPI Chicago Office Using his more than 20 years of executive coaching expertise and his passion for getting people to perform at their very best, John s coaching work includes work with individuals, teams and at times, entire organizations. His areas of expertise include: Assessment of Executives, Teams and Culture Coaching CEOs, High Potential and Derailing Executives Executive Team Development and Meeting Facilitation John holds an MBA from the Kellogg School of Management at Northwestern University, has authored numerous articles, and continues to serve as a speaker on the topics of leadership and career management especially for senior executives.

6 Results Through Talent Attract Business Strategy Retain Transition Develop Executive Coaching High Potential & Leadership Development Team Development Career Development Succession Development

7 Results of Registration Question Team Development in My Organization 60% 50% 40% 30% 20% 52% We have no formal Team Development Program We have programs at all levels We only have programs at the executive level 33% We only use programs when there is a troubled team 10% 0% 4% 11% N = 719 Responses

8 Team Development vs. Team Building Team Development Team Building

9 Team Development Applications As a standard part of a comprehensive leadership development curriculum The stakes are high and a team cannot afford to fail A team simply pywants to develop and improve A team is underperforming due to a lack of leadership, a strong silo mentality or competition between team members A newly formed team or one that has a new leader

10 Polling Question What percentage of your work teams do you consider high performing? 15% or less 16 25% 26 50% 51 75% More than 75% are high performing Please note: Responses are confidential and results shown here are aggregated.

11 The Team Development Process Step 1 Step 2 Step 3 Assess Team Size Determine Stage of Team Development Evaluate Meetings Step 4 Embed an Operational Model Steps 5-8 Working on Development Areas

12 Step 1 Assess Team Size So what is the right size for a leadership team? In our experience.somewhere between three and eight. Why? To assure both advocacy and inquiry

13 Step 2 Determine Stage of Team Development Stage 1 The Orientation Stage Stage 2 The Dissatisfaction Stage Stage 3 The Integration Stage Based on Ken Blanchard s One Minute Manager Builds High Performing Teams Stage 4 The Production Stage

14 Step 3 Evaluate Meetings As outlined in Patrick Lencioni s book Death by Meeting

15 Step 4 Embed an Operational Model Inattention to Results Patrick Lencioni, Overcoming The Five Dysfunctions of a Team Avoidance of Accountability Lack of Commitment Fear of Conflict Absence of Trust

16 Steps 5-8 Working on Development Areas Practice! Practice! Practice! Practice!

17 Keith Meyerson Director of Learning & Development Neiman Marcus Group Services Keith's focus is to create strategies and interventions that are aligned directly with business goals to have measurable impact to both the organization and the employee in Neiman Marcus Stores, Neiman Marcus Direct (online and catalogue), Bergdorf Goodman, Last Call, CUSP and all supporting facilities. Keith has accomplished numerous projects including the design and pilot of both Leadership and Management Development Programs, the creation of a succession planning instrument, the revision of organizational competencies along with a new performance management process and the current implementation of a comprehensive talent management system which includes learning, performance, succession and collaboration. Keith is also a former Marine, received his Masters of Science in Leadership & Organizational Effectiveness from Pfeiffer University and is a certified coach with PDI-Ninth House'ss PROFILOR assessment instrument as well as a seasoned facilitator.

18 Why Team Development? The EVP expressed concern that a cross section of stores were struggling with Customer Service Survey scores. There was no identifiable pattern (e.g. geography, g tenure, distance, etc ) that led to any obvious cause. The culture was very decentralized and grey. Very few standards or expectations were delineated. We elected to focus on the senior teams in each store.

19 Team Size The 15 teams consist of 6-10 executives, all reporting to the GMM/VP of each store. They are known as the Senior Team in each full-line location.

20 (red) 3.74 (yellow) (green)

21 Full Line Average Accountability is the issue Trust Conflict Commitment Accountability Results

22 How far have we come? 1. We established clear Customer Service standards/expectations (Accountability). 2. All stores increased scores at a rate greater than comp stores stores increased above cut-off (80%). 4. Trust is building (LDP acceptance). 5. Increased requests for 5D training.

23 How far have we come? Trust Conflict Commitment Accountability Results Average March 2010 vs. May 2011 single location results

24 Polling Question On a scale of 1 to 10, how effective would you rate your senior leadership team? 1-3 (Least Effective) 4-5 (Slightly Effective) 6-7 (Moderately Effective) 8-9 (More Effective) 10 (Highly Effective) Please note: Responses are confidential and results shown here are aggregated.

25 Kevin P. Fitzpatrick Vice President Human Resources A.M. Castle & Company A.M. Castle is a specialty metals distributor with approximately $1B of annual revenue and 1700 employees in North America, Europe and Asia. Kevin is an innovative and highly accomplished executive with 19 years of experience in the areas of organizational development, executive coaching, strategy development, benefits and compensation, training and development, as well as labor and employee relations. He holds a BA from the University of Wisconsin, Whitewater, a JD from Marquette University and an MBA from the Kellogg School of Management at Northwestern University.

26 Why Team Development? This slide may only be viewed through the recorded webinar.

27 Objectives of Team Building Effort This slide may only be viewed through the recorded webinar.

28 Team Size This slide may only be viewed through the recorded webinar.

29 The Process This slide may only be viewed through the recorded webinar.

30 Noticeable Improvements This slide may only be viewed through the recorded webinar.

31 Conclusions Inattention to Results Patrick Lencioni, Overcoming The Five Dysfunctions of a Team Avoidance of Accountability Lack of Commitment Fear of Conflict Absence of Trust

32 Questions for Presenters John Myers, a Founder and Managing Partner of Chicago-based Kensington International and past CPI Board Chairman Keith A. Meyerson, erson Director of Learning & Development for Neiman Marcus Group Services, Dallas, Texas Kevin P. Fitzpatrick, Vice President Human Resources for A.M. Castle & Company

33 Thank You for Participating! Next Steps --Take this information and assess your most important teams --To learn more, contact your local CPI representative Your feedback is important to us! Please complete the Exit Survey so future webinars continue to be relevant and add value to you and your business. This webinar is recorded for your convenience and access will be sent to you within a week, along with the link for the presentation and a quick reference handout. HRCI credit will be ed to those who request the confirmation on the Exit Survey. Next webinar scheduled for Fall, 2011! Contact your local CPI partner for the date and topic.