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					The Leadership Circle – 360°
  Assessment Process

  The Physicians Leadership
   Development Fellowship
       April 11, 2008
Purpose
Take Your Leadership Development to a Higher Level

• Establish a common framework to understand
  leadership effectiveness;
• Understand the 360 leadership assessment tool – the
  theoretical foundation, process and reporting structure;
• Provide a personal feedback profile of your approach to
  leadership.
• Identify your strengths and development opportunities;
• Commit to focus on one area of improvement over the
  next 3 months.
360º Benefits

• Identifies strengths to build upon
• Focuses development on key competencies
• Shows the impact of your leadership style
  on others
• Highlights gaps in awareness
• Links thinking and behavior
• Reduces potential for derailment
Bob Anderson – Founder of TLC

• Studied with Peter Block, Peter
  Senge, Robert Fritz and Ken Wilbur
• 30 years in the field of leadership
   – Teaching
   – Developing
   – Research
Theory Base
•   The Creative and Reactive Orientations (Fritz, Senge and Kiefer)
•   Peter Block – vision; dependency & ambition; Authenticity
•   Cognitive Psychology – Rational Emotive Therapy
•   Emotional Intelligence – Goleman
•   Horney – Character Structure
     – moving toward (complying)
     – moving against (controlling)
     – moving away (protecting)
•   Enneagram – 9 different types each organized by a core delusion
•   Stage Development Frameworks – Kohlberg, Kegan, Wilbur, Hall,
    Beck, Fowler,
•   Mystical Literature of all traditions
•   Covey – 3 Paradigms
•   Ego/Shadow – Ego/Shadow
•   Body Characterology – Riech, Kurtz, Lowen, Pirrakos
•   Leadership Research and Literature
Three Levels of Feedback

• Measure Leadership Competencies
   – 18 competencies; most critical behaviors/skill
     sets for leaders
• Assess Belief Systems and Assumptions
   – 11 assumptions/beliefs that create patterns of
     thoughts that shape behavior
• Point to Stage of Development
   – In our Leadership Practices
Leadership in the 21th Century

"We now recognize that leadership is a
  process of transformation whereby a
  leader is encouraged to make a
  profound shift—to gain a deeper
  under-standing of themselves, the
  world, and their relationship to
  others.‖

Bob Anderson, Founder TLC
Health Care Facilities
American Academy of Dermatology
Baptist Hospital
Bay Area Hospital
Bon Secours Richmond Health System
Cardinal Health
Hayes-Lemmerz Health Foundation
Health Care for All
Henry Schein, Inc
Hope Heart Institute
Johnson and Johnson
Promedica
Kaiser Permanente
Kaiser Permanente California
Midwest Heart
Oasis Family Practice
Ocean State Chiropractic
Ohio Health
PSS Physicians Sales and Services World Medical
Quest Diagnostics
Society of Chest Pain Centers
St Joseph’s Hospital
Two Life-Orientation Activity
Creative and Reactive
Creative Dimensions

• Relating – Capability to relate to others in a way
  that brings out the best
• Self- Awareness – Ongoing professional &
  personal development
• Authenticity – Walk your talk; keep commitments
• Systems Awareness – Focused on whole system
  improvement & community welfare
• Achieving – Offering visionary, purposeful & high
  achievement leadership
Reactive Dimensions

• Complying – Moving forward
  – Conservative, pleasing,
    belonging, passive
• Protecting – Moving away
  – distance, critical, arrogant
• Controlling – Moving against
  – Autocratic, ambition, driven,
    perfect
TLC Profile
The Leadership Circle Profile Graphic
People and Task
Quadrants
Inner Circle Example
The Leadership Circle Profile
    Your Feedback Report
– We all have strengths and weaknesses
– This is for you.
  • To help you develop as a leader
  • To gain insight into yourself
– There is no right and wrong profile.
– This is an opportunity to move to the next level
  of leadership.
– Remember, it is perception not fact.
         Reasons For Discrepancies
•    Lack of experience in the role.
    • Predicting desired or idealized behavior vs.
      actual behavior.
    • Lack of insight into how one’s behavior is
      perceived by others.
    • Observers may not have enough
      opportunities to experience your behavior in
      a leadership role.
    • Observers may have high expectations.
Predictable Pattern of Response


•   Surprise
•   Curious
•   Anger
•   Rejection/Rationalization
•   Affirm
•   Acceptance
Individual Profile Review

  – Whole Circle /Inner Circle
  – Highs and lows
    • Highs: 66th to 100th
    • Lows: below the 33rd
  – Gaps – self and others
    • 30 percentage point
  – Notice your reactions
     Percentile Scores

Example
- If you scored in the
80th percentile that
means only 20% of
the people in that
comparison group
scored higher.
TLC Individual Interpretation

• Reactive Scale: Find your 3
  highest scores and read about
  them in notebook.
• Creative Scale: Find your 3
  highest scores and read about
  them in notebook.
• Identify gaps between self and
  observers.

                          Lapis Consulting – all
                                 rights reserved
Overview Scales

• Reactive /Creative
   – Balance between Creative & Reactive
• Relationship /Task Balance
   – Balance between relating & achieving
• Leadership Potential Utilization
   – ―How am I doing.‖
• Leadership Effectiveness
   5 Point Scale Results
                      Self-    As seen     Boss's              Direct
                    Evaluation by Others    Boss    Boss      Reports   Peers   Misc

Relating              4.09       3.21      NA       3.55        NA      3.14    3.61

Self-Awareness        4.35       3.66      NA       3.77        NA      3.48    4.02


Authenticity          4.39       3.91      NA       4.29        NA      3.53    4.34

Systems Awareness     3.99       3.39      NA       3.52        NA      3.24    3.73


Achieving             4.18       3.72      NA       4.00        NA      3.37    4.14

Controlling           2.98       2.72      NA       2.39        NA      2.98    2.31


Protecting            2.91       2.52      NA       2.50        NA      2.60    1.96

Complying             2.60       1.98      NA       1.75        NA      2.29    1.88



Number of Assessors     1         10       0          1          2        3      4

                              (Inner Circle Summary Scores)
    Comparison to Norm Group
                                   Self-      As seen     Boss's          Direct
                                   Evaluation By Others   Boss     Boss   Reports   Peers   Misc

Relating                           42%        36%         NA       12%    45%       4%      51%

Self-Awareness                     48%        28%         NA       11%    27%       6%      42%
Authenticity                       81%        40%         NA       26%    60%       5%      51%
Systems Awareness                  94%        39%         NA       36%    50%       9%      49%
Achieving                          68%        55%         NA       72%    63%       20%     67%

Controlling                        56%        73%         NA       90%    75%       91%     61%
Protecting                         87%        61%         NA       90%    53%       89%     46%

Complying                          21%        36%         NA       24%    26%       56%     33%


Reactive-Creative Scale            48%        39%         NA       19%    48%       6%      54%
Relationship-Task Balance          47%        17%         NA       3%     44%       2%      33%

Leadership Potential Utilization   48%        29%         NA       7%     48%       3%      49%
Stage of Development               49%        28%         NA       8%     38%       3%      47%


Number of Assessors                 1          13         0         1      3         3       6
      Creative Results
June 7th, 2004                      Boss's          Direct
                     Self   Other    Boss    Boss   Report   Peer   Misc.
BILL SMITH                  13        0       1       4       3       5


Relating             58%    58%      NA      66%     52%     46%    67%
Average Response     4.10    4.14     NA     4.33    4.00    3.90    4.35



Caring Connection    50%    59%      NA      58%     59%     36%    72%
 Average Response    4.00   4.20      NA     4.18    4.18    3.63    4.55



Fosters Team Play    56%    54%      NA      75%     45%     49%    61%
 Average Response    4.24   4.18      NA     4.64    3.87    4.07    4.39



Collaborator         33%    45%      NA      58%     40%     40%    48%
 Average Response    4.00   3.94      NA     4.18    3.87    3.72    4.09


Mentoring &
Developing           78%    65%      NA      71%     61%     54%    72%
  Average Response   4.40   4.28      NA     4.42    4.21    4.00    4.46


Interpersonal
Intelligence         40%    56%      NA      60%     49%     50%    64%
 Average Response    3.91   4.11      NA     4.24    3.89    4.05    4.30
    Creative Questions
Relating

Caring Connection   I connect deeply with others.
                    I am compassionate.
                    I form warm and caring relationships.

Fosters Team Play   I create a positive climate that supports people doing their best.
                    I promote high levels of teamwork through my leadership style.
                    I share leadership.

                    I negotiate for the best interest of both parties.
Collaborator        I work to find common ground.
                    I create common ground for agreement.

Mentoring           I help direct reports create development plans.
& Developing        I am a people builder/developer.
                    I provide feedback focused on professional growth.
                    I help people learn, improve, and change.

Interpersonal       I take responsibility for my part of relationship problems.
                    In a conflict, I accurately restate the opinions of others.
Intelligence        I listen openly to criticism and ask questions to further understand.
                    I directly address issues that get in the way of team performance.
                    I display a high degree of skill in resolving conflict.
     Reactive Results
June 7th, 2004                      Boss's           Direct
                     Self   Other   Boss     Boss    Report   Peer    Misc.
JOHN DOE                    10      0         1       2        3       4


Controlling          69%    59%     NA       47%      NA      66%     44%
Average Response     2.98   2.72    NA       2.39     NA      2.98    2.31




Perfect              37%    38%     NA       11%      NA      34%     31%
  Average Response   3.35    3.11    NA       2.28     NA      3.08    2.80




Driven               60%    35%     NA       32%      NA      39%     32%
  Average Response   3.76    2.63    NA       2.57     NA      2.72    2.54




Ambition             50%    43%     NA       18%      NA      53%     35%
  Average Response   3.00    2.67    NA       2.00     NA      2.94    2.48




Autocratic           70%    64%     NA       62%      NA      70%     49%
  Average Response   2.87    2.73    NA       2.48     NA      3.02    2.22
  Reactive Questions
Controlling
              I believe average is definitely not good enough.
Perfect       I need to perform flawlessly.
              I expect extremely high standards of others.
              I am a perfectionist.
              I try to do everything perfectly well.
              I need to excel in every situation.

              I am critical of myself when things don’t go as well as expected.
              I try too hard to be the best at everything I take on.
Driven
              I drive myself excessively hard.
              I push myself too hard.
              I am a workaholic.

              I believe winning is what really matters.
Ambition      I believe to feel good, one must constantly move up.
              I am aggressive.
              I am excessively ambitious.
              I tend to control others.

              I have to get my own way.
Autocratic    I dictate rather than influence what others do.
              I am domineering.
              I pursue results at the expense of people.
Dimensions Sorted by
John Doe                             Self        Other       John Doe                             Self        Other
7-Jun-04                           Percentile   Percentile   7-Jun-04                           Percentile   Percentile
Dimensions                                                   Dimensions
Systems Thinker                      92%          34%        Distance                             83%          73%
Conservative                         90%          48%        Arrogance                            86%          64%
Arrogance                            86%          64%        Autocratic                           70%          64%
Distance                             83%          73%        Critical                             68%          63%
Personal Learner                     82%          25%        Decisiveness                         64%          53%
Courageous Authenticity              80%          36%        Passive                              61%          51%
Composure                            79%          48%        Conservative                         90%          48%
Balance                              75%          44%        Composure                            79%          48%
Purposeful & Visionary               74%          29%        Balance                              75%          44%
Selfless Leader                      74%          37%        Ambition                             50%          43%
Belonging                            71%          37%        Integrity                            45%          43%
Autocratic                           70%          64%        Perfect                              37%          38%
Collaborator                         69%          21%        Belonging                            71%          37%
Sustainable Productivity             69%          35%        Selfless Leader                      74%          37%
Critical                             68%          63%        Courageous Authenticity              80%          36%
Decisiveness                         64%          53%        Driven                               60%          35%
Strategic Focus                      63%          34%        Sustainable Productivity             69%          35%
Passive                              61%          51%        Systems Thinker                      92%          34%
Driven                               60%          35%        Strategic Focus                      63%          34%
Mentoring & Developing               59%          18%        Purposeful & Visionary               74%          29%
Interpersonal Intelligence           54%          28%        Interpersonal Intelligence           54%          28%
Ambition                             50%          43%        Achieves Results                     19%          26%
Caring Connection                    50%          17%        Personal Learner                     82%          25%
Integrity                            45%          43%        Pleasing                             43%          25%
Pleasing                             43%          25%        Collaborator                         69%          21%
Fosters Team Play                    39%          20%        Fosters Team Play                    39%          20%
Community Concern                    38%          18%        Community Concern                    38%          18%
Perfect                              37%          38%        Mentoring & Developing               59%          18%
Achieves Results                     19%          26%        Caring Connection                    50%          17%
Summary Dimensions                                           Summary Dimensions
Self-Awareness                       88%          34%        Protecting                           84%          68%
Protecting                           84%          68%        Controlling                          69%          59%
Authenticity                         70%          36%        Complying                            64%          40%
Controlling                          69%          59%        Authenticity                         70%          36%
Systems Awareness                    67%          24%        Self-Awareness                       88%          34%
Complying                            64%          40%        Achieving                            59%          33%
Achieving                            59%          33%        Systems Awareness                    67%          24%
Relating                             57%          19%        Relating                             57%          19%

Summary Measures                                             Summary Measures
Reactive-Creative Scale              37%          30%        Reactive-Creative Scale              37%          30%
Relationship-Task Balance            83%          16%        Relationship-Task Balance            83%          16%
Leadership Potential Utilization     53%          23%        Leadership Potential Utilization     53%          23%
Stage of Development                 75%          26%        Stage of Development                 75%          26%
Learning Group Task
1. Share your 2 highest scores in
   the creative and 2 highest in
   the reactive. Discuss one or
   two gaps/implications
2. Flip Chart as a Group:
  – Common themes in the creative
    and in reactive
  – Implications for physician
    leaders: help & hinder
What Is Your Vision?
Potato Challenge
I’ll believe it when I
see it; I’ll see it when I
believe it.
Developmental Action Planning
Development Plans are Irrelevant
…unless they are acted upon.
   Formula for Success




Development Goals x Follow-through = Results
Conclusions

• Real leadership development is a process.
• Almost any follow-up is better than none.
• The biggest challenge for most leaders is not
  understanding the practice of leadership; it is
  practicing their understanding of leadership.


Goldsmith and Morgan, Best Practices in Organizational Development, in press, 2003.
Goal Considerations

• Greatest impact on your
  professional development
• Gaps between self and others
• Your interest and commitment
• Focus on creative!
Developmental Planning
• Complete page 125 – 127
• Meet with learning partner(s) to
  share your development thoughts
• Select one goal that you are willing
  to commit to working on between
  now and June.
• In Learning Group – share your
  ONE THING.
Final Thoughts
• You will get out of it what you put
  into it.
• If you don’t see it, it will manage
  you. If you do see it you can
  manage it.
• Assume you have the perfect profile
  for the learning you came here to
  get.
• Let go of the details. Take what you
  need.

				
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