"Becoming the leader you want to be."
The Leadership Journey
If you want to change your organizaton's culture, It starts with YOU. The question then, is how do you help successful people become even more successful and then measure the results? That is your Leadership Journey...
1) Authentic Leadership Model:
Authenticity: Leadership journey is an inside-out process and it usually starts with an event that causes the leader to stop and reflect on what is truly important in their lives.
Self-reflection: leads to self-awareness than expands to a deeper understanding of who they are as a human being, what matters to them, and what difference they want to make in the world.
Authentic Leadership Model: Now, put together the leadership picture - your leadership vision! It is important to understand the competencies needed to be an effective and authentic leader, to define in your Authentic Leadership Model. Since we know that leadership matters most,Your Leadership model should articulate: "Who is the leader you want to be?" and " What is the leadership brand I want to represent?" The answers to this create the culture that you want.
The change starts with you - get out of your comfort zone, be vulnerable, let go of your ego, try new things, rethink deeply held beliefs and do what it takes to change!!
2) Aligning the Business Case:
Any Leadership change is not only about you -- but also your coworkers / stakeholders -- who are the customers of your leadership. Involve your coworkers in the process, consider their suggestions, admit you are not perfect and demonstrate leadership growth. Therefore the behaviours that are high priority to THEM will be high-priority to YOU:
- What is the Leadership Growth Area (LGA) you have chosen to work on?
- When you get better at the above LGA ... How will it benefit you AND your stakeholder?
- How will it impact business performance?
The developing leaders are expected to Review their 360-degree feedback with an internal or external coach and identify one to three areas for improvement. The leader also ask the key co-workers for Feedforward suggestions and follow-up with them.
The coworkers are the consumers of your leadership, so it is important to build an Aligned Business Case for change to see the impact on yourself, your coworkers and the organization.
3) Accountability for Progress:
Ask “How good do you want to be?” On a scale of effectiveness from – 3 to +3, where would you like others to rate you? Such a metric can, in and of itself, prove decisive in an leaders’s decision to participate in the coaching process.
It is this accountability that makes the process so powerful in producing results. Asking for insights on behaviors that need improvement and sharing development goals takes courage. It also requires humility and discipline. It sends a strong signal to others, that change is a collective endeavor and that every employee has a duty to strive to improve.
The key factor in a metric-based coaching model is that executives “go public” to a group of selected stakeholders with these goals and receive ongoing, timely feedback on how they progress toward meeting them. Executives share the development goals with select stakeholders and ask for honest and continuous feedback. Importantly, executives also ask for and receive “feed forward,” suggestions on actions they can take to better meet their goals.This accountability is implemented using Deliberate Action.
4) Action for Measurable Leadership Growth
The developing leader commits improving critical growth processes, including consistent execution of the Action Plan and the Monthly/quaterly feedforward process , typically over the next 12 months:
- Feedforward Suggestions: ask selected respondents, for future-focused suggestions to improve in your selected growth areas.
- Action Plan: Reflect with your coach on the suggestions given and create your monthly Action Plan which you will "share" with the selected coworkers
- Act & Follow up: act on the suggestions given, and follow-up with the co-workers to get an idea about your leadership growth progress and improvement.
- Measure your progress : have co-worker respondents complete a confidential custom-designed “mini-survey” every 4 months or so on how an executive is meeting their development goals.
This is where the scale -3 to +3 comes into play. Everyone involved in the process has metrics on whether or not an executive is meeting his or her target goals. You get a clarity on your achievement and return on your efforts, when you answer: "How much more effective have I become to my coworkers?" - the consumers of your leadership
5) Achievement of Sustainable Change
Leadership growth is simple , but not easy! Better leadership requires you to hone more effective behaviour and better habits. This means changing negative interpersonal patterns that create challenges and roadblocks in the leaders interactions with others, and inhibit them from maximizing their performance and effectiveness.
Since the process is not just a “private” discussion between an executive and coach, but involves key stakeholders, executives are strongly motivated to succeed. This means changes in interpersonal behaviors are recognizable and appreciated by others. This “public” dimension is decisive. Coworkers know that executives are better because they have chosen to make themselves better. This can have a dramatic change on coworkers "perceptions" about an executive’s abilities and character.
While an executive has stepped out and worked hard to improve him/herself, coworkers have contributed to that improvement. They have seen the leader have courage, humility, and discipline. He/She has asked for and received feedforward suggestions, thanked them for the same, and made a positive change. Because the co-workers have participated in the coaching, they come to “own” the change along with the leader.
Over time, this changes workplace culture. Leaders and coworkers become more willing to identify and constructively confront shortcomings and invest in the time and effort to replace them with more effective processes and behaviors. In the process, it can improve the performance of teams and entire organizations.
95% Success Rate!!
According to a recent study, 95% of executives using 360 Feedforward Coaching Process, improved their effectiveness and performance. This is an unusually high success rate!! Combining the use of metrics, is the primary reason this coaching process promises and delivers measurable leadership growth.
This makes it well-suited to organizations that want to know just what they’re getting for their coaching investment. And it’s especially well-suited to executives with the courage, humility, and discipline who acknowledge that they know what they don’t know and want to be held accountable for their work to up their game.
Benefits of investing in your Leadership Journey?
While the challenges of choosing to stay on our leadership journeys are real, so too are the benefits. Most beneficial, Dr. Marshall finds that by investing in our leadership journeys we discover who we really are. Knowing our true and authentic selves can also result in increases in our:
Self-esteem and self-confidence, resulting in more positive relationships with others
Empathy and self-regulation because of greater self-awareness
Clarity of direction as we better understand our personal vision
Humility, allowing self-acceptance and a greater resolve to achieve our vision through others
Personal mastery, enabling us to coach and mentor others to be their best selves
The findings reflect that our journeys are much more beneficial if we ask teachers, coaches, mentors and others to travel with us. A good coach serves as a guide and sounding board, helping us with alignment and accountability.
Frequently Selected Leadership Growth Areas
- Communicate more effectively
- Listen actively.
- Include others in decision making.
- Be more assertive.
- Manage conflict constructively and effectively.
- Influence others persuasively
- Communicate a clear vision.
Developing organisational culture & leaders
- Manage and appreciate diversity.
- Build cross-functional relationships.
- Cross cultural management.
- Stand up to people undermining teamwork.
- Collaborate effectively with others.
- Build trust with stakeholders.
- Exude Executive presence.
- Drive team / culture change.
- Be Self-confident
- Coach and mentor others.
- Delegate more effectively.
- Empower direct reports.
- Execute on plans.
- Be more entrepreneurial.
- Take calculated risks.
- Hold others accountable for results.
- Deal quickly with performance problems.