Leadership Development
Planning
Jan Klein Session 7
Todays Agenda
Discussion of Leadership Assessment Survey Individual Leadership Development Planning Alumni Panel
Sloan 4 Capabilities Assessment
Designed as 360 feedback instrument
part of an on-going research project
Distribution of responses
45 self-assessment
40 received feedback from others
34 from managers [1-4 per student] 40 from peers [1-12 per student] 13 from direct reports [1- 5 per student] 14 from customers [1-3 per student]
Typical Response to Feedback
S = shock
A = anger
R = rejection
A = action
Interpreting the Feedback
Look for differences that are greater than one Look for patterns, e.g., tendency to rate self higher/lower than others
Self-image vs. others perceptions
Think out your reference points vs. others
Expectations Cultural differences Organizational norms
Key Questions to Consider
Do I understand the feedback?
Your intent = way things are perceived by others
Is it valid/accurate?
Perception is reality
Is it important?
Link to career goals
Do I want to change?
Choice is yours
LGO11 Cohort
Credibility/Authentic Style
Trustworthiness
Impact on Results Execute External Boundary Spanning Inquiry
Modeling
Advocacy Open Climate Impact on People Mapping Confidence in Others Persuading Innovate all raters self
Explore the Wider System
Articulate Learning by Doing 3.25 3.50 3.75 4.00 4.25 4.50 4.75 5.00
LGO11 Cohort
Credibility/Authentic Style
Trustworthiness
Impact on Results Execute External Boundary Spanning Inquiry
Modeling
Advocacy Open Climate Impact on People Mapping Confidence in Others Persuading Innovate all raters self
Explore the Wider System
Articulate Learning by Doing 3.25 3.50 3.75 4.00 4.25 4.50 4.75 5.00
LGO11 Cohort
Credibility/Authentic Style
Wins the respect of others in the organization. Wins the trust of others in the organization. Builds personal credibility. Leads in a way that people recognize as his/her own personal style. Leads in a way that feels authentic. Leads in keeping with his/her own personal values. Self 4.51 4.51 4.64 4.07 4.30 4.70 Manager 4.57 4.39 4.63 4.22 4.61 4.64 Peer 4.48 4.37 4.43 4.06 4.15 4.35 Direct Customer Report 4.17 4.27 4.09 3.96 4.09 4.21 4.69 4.57 4.73 4.30 4.54 4.52
Inquiry
Tries to look at things from the perspective of others. Tries to imagine how his/her actions will affect things that are important to others. Tries to understand why particular issues hold emotional significance for others. Tries to look at matters in terms of others' personal concerns.
Self 4.49 3.98 4.02 3.91
Manager 4.13 4.05 3.93 3.97
Peer 3.97 4.02 3.92 3.90
Direct Customer Report 4.10 3.75 4.13 4.01 4.43 4.50 4.30 4.43
LGO11 Strengths [scores above 4.5]
Self 4.70 4.64 4.51 4.51 4.43 4.42 4.42 4.36 4.14 All Raters 4.48 4.50 4.52 4.41 4.80 4.54 4.53 4.61 4.56
Leads in keeping with his/her own personal values. Builds personal credibility. Wins the respect of others in the organization. Wins the trust of others in the organization. Never misleads people even if it would benefit him/her. Sound principles guide his/her behavior. Successfully meets performance targets. Words and actions are very consistent. Does not take advantage of people who are vulnerable.
LGO11 Opportunities [scores at/below 3.5]
Self Creates pilot projects to test whether new ideas will succeed in his/her organization. Initiates new courses of action to determine how the organization will respond. Develops non-traditional ways of working together to get the job done. Seeks out divergent views about important issues to spark new ways of thinking about organizational issues. Paints a picture of what the organization will be like in the future. Provides distinctive insights about how the organization is functioning. Creates a compelling vision of new possibilities for the organization. 3.05 3.18 3.38 3.42 3.43 3.49 3.50 All Raters 3.83 3.88 3.91 3.85 3.51 3.82 3.75
LGO11 Opportunities [positive self-perception .1]
Self 4.49 4.70 4.20 4.64 4.36 4.51 All Raters 4.09 4.48 4.05 4.50 4.25 4.41
Tries to look at things from the perspective of others. Leads in keeping with his/her own personal values. Sets high expectations for what the organization can do. Builds personal credibility. Assists people in planning, scheduling, organizing and coordinating efforts. Wins the trust of others in the organization.
Pulling It Together
Where we have been
multiple perspectives on leadership
personal characteristics situational transformational/change management distributed
Where we are going
learning to lead
leadership is a developmental process learn from experience
personal leadership development planning
use 360 leadership assessment and summer team peer feedback as inputs create and build upon opportunities to develop your leadership competency set concrete goals
Learning to Lead
Personal discovery Use of all communication modes
talking, listening, reading, writing
Active learning
Find activities/practice fields that make sense to you
Recognition that change requires immense personal effort
Additional Resources
Alumni Mentor
1-on-1 discussion with Jan
1-on-1 discussion with Bill Hanson (Fall)
Leadership Development
Skill development
Tools/ Frameworks
Knowledge
Results
Reflection
Practice
Self-Leadership
Successful leadership starts with knowing and leading oneself
Values and passions Strengths and weaknesses Leadership signature Reaction to stress and adversity
Reflecting on pivotal experiences
LGO07 Leadership Committee Challenge
All students will challenge themselves to develop their leadership potential through experimenting and growing outside their comfort zone and leaving a sustainable legacy.
Personal Development Planning
What does leadership means to you personally? What are your leadership strengths and development needs What are you passionate about? What legacy would you would like to leave behind from your time in LGO? Begin to formulate a project/plan that will help you achieve your personal goals and objectives
Deliverable:
Memo to yourself (4-5 pages)
Alumni Panel
What did you learn about leadership and your own leadership capabilities during your time in LGO?
What specific activities were most helpful to you in strengthening your leadership competencies?
What do you wish you would have done but didn't find time to do during the two years you were in LGO?
Peer Input
In triads -- 10 minutes each:
What are you passionate about?
What legacy might you leave behind when you
graduate? How will that help you further develop your leadership competencies?
Summer Take-Aways (so far)
Team assignment: What are the key take-aways from this summers leadership discussion? Identify the three lessons you will carry with you in your leadership journey?
MIT OpenCourseWare http://ocw.mit.edu
15.317 Organizational Leadership and Change
Summer 2009
For information about citing these materials or our Terms of Use, visit: http://ocw.mit.edu/terms.
