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Leadership Development Planning: Jan Klein Session 7

This document outlines the agenda for a leadership development session. It includes a discussion of leadership assessment surveys, individual leadership development planning, and an alumni panel. It provides information about leadership assessments that were distributed, how to interpret feedback, key questions to consider, strengths and opportunities identified in assessments. It discusses developing leadership skills through reflection, practice, and experimenting outside one's comfort zone. The document provides resources for leadership development and emphasizes that leadership is a developmental process of learning through experience.

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93 views23 pages

Leadership Development Planning: Jan Klein Session 7

This document outlines the agenda for a leadership development session. It includes a discussion of leadership assessment surveys, individual leadership development planning, and an alumni panel. It provides information about leadership assessments that were distributed, how to interpret feedback, key questions to consider, strengths and opportunities identified in assessments. It discusses developing leadership skills through reflection, practice, and experimenting outside one's comfort zone. The document provides resources for leadership development and emphasizes that leadership is a developmental process of learning through experience.

Uploaded by

eviroyer
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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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.

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