Denison Certification Workshop | July 2015 1 CULTURE DEVELOPMENT & LEADERSHIP CONSULTING THOUGHT...

Denison Certification Workshop | July 2015 1

CULTURE DEVELOPMENT & LEADERSHIP CONSULTINGTHOUGHT LEADERSHIP

CULTURE & LEADERSHIP DIAGNOSTICSCULTURE & LEADERSHIP EVENTS

BUILDING AND SUSTAINING HIGH PERFORMING ORGANIZATIONS AND LEADERS

DENISON CERTIFICATION WORKSHOP | JULY 2015


WORKSHOP SCHEDULE

Day 1NETWORKING BREAKFAST

Welcome and Introductions Culture and Leadership Denison Model and link to performance Culture Diagnostic Tools Path to High Performance

Application of the Model and Tools: Business Case

(Breaks and Lunch provided)

GROUP DINNER

Day 2NETWORKING BREAKFAST

Highlights and re-cap of Day 1

Denison Leadership Tools

Application of the Model & Tools:Leadership Case Study

Breakout Sessions

Wrap-up and Q&A

(Breaks and Lunch provided)

CONCLUSION


HIGHLIGHTS & RECAP OF DAY 1


LEADERSHIP DIAGNOSTIC TOOLS


THE DENISON LEADERSHIP DEVELOPMENT SURVEYDLDS


DENISON LEADERSHIP DEVELOPMENT MODEL

“Culture and leadership, when one examines them closely, are two sides of the same coin and neither can really be understood by

itself.”


DENISON LEADERSHIPDEVELOPMENT SURVEY (DLDS)

• 360 tool based on the Denison leadership model• 96 scaled items; 2 open ended items• 20+ languages • Reliable & valid across

cultures


DLDS BENCHMARKS

• Leaders benchmarked against 15,000+ leaders in the normative database rated by 200,000+ raters• Multiple benchmarks go into our 360 results reports

• Robust industry and geographic representation

• Benchmarks are stable across years


360 BENCHMARKS

1 2 3 4 5 6 7

Strongly Disagre

e

Strongly Agree

Rarely Used


360 BENCHMARKS

1 2 3 4 5 6 7

Strongly Disagre

e

Strongly Agree

Scores in this area lead to Low percentile rankings when compared to the database of leaders.

Mean scores in the 5.5 to 5.8 range will place a leader around the 50th percentile on most indices.


“BUT MY PEOPLE RATED ME ABOUT AVERAGE!”

1 2 3 4 5 6 7

Strongly Disagre

e

Strongly Agree

360 BENCHMARKS


DLDS REPORT WALK THROUGH


TWO LEADER CASES

Exercise 1: Interpret DLDS-360°

• Two leaders (“A” and “B”) from a financial services company who we have coached as part of an executive development program

• Used the combination of DOCS, DLDS-360°, and DLPR

• Exercise 1: Imagine you are coaching this leader. Now interpret the 360°, and make note of a few of the main patterns and themes you see in the data.

DLDS-360° PATTERNS & THEMES

LEADER A• Balance performance

drive and focus with relationship building

• Help the team define and execute on strategic changes

• Stronger role supporting customer focus

LEADER B• Manage frustration and

disagreements; stay positive

• Work on strategic partner role (vs. operational leader)

• Find ways to leverage strengths in customer focus

DENISON LEADERSHIP POTENTIAL REPORT (DLPR)ASSESSMENT OF LEADER COMPETENCIES

New Product Innovation

The Leadership Potential Report

The Leadership Potential Report

Denison Leadership Potential Report

• Deeper understanding of what contributes to a leader’s potential and what drives leadership behaviors

• Tool to predict likely strengths and challenges

• Primary purpose is Leader Development

• A secondary purpose is preparation for selection/promotion/transition

HOGAN PERSONALITY INVENTORY (HPI)

Provides insight regarding:Approach to work and to others’Leadership Style

Interpretation is job-specificHigh scores are NOT necessarily betterLow scores are NOT necessarily worseThere are positive and negative implications associated with both low and high scale scores

LEADERSHIP APPROACHHOGAN PERSONALITY INVENTORYAdjustment

Responsive, easy to coach; susceptible to stress

Stress tolerant, resilient; feedback resistant

Ambition Team-player; stays within comfort zone

Assertive, self-initiating; overly competitive

SociabilityGood listener; Socially reactive rather than proactive

Outgoing; can be perceived as attention-seeking

Interpersonal Sensitivity

Direct & objective; can be overly critical, harsh

Warm, agreeable and friendly; averse to conflict

Prudence Adapts to ambiguity well, impulsive

Detail oriented, follows rules, executes plans; inflexible

Inquisitiveness

Grounded in practicality; but ‘short-sighted’

Open, curious, seen as strategic; lacks pragmatism

Learning Approach

Hands-on learner; endures training

Traditional ‘book-learner’; can be perceived as know-it-all

HOGAN DEVELOPMENT SURVEY (HDS)

Provides insight regarding:

Negative tendencies that emerge when one is under prolonged exposure to stress or heavy workloadsHow response styles can adversely influence work-related performance, relationships, one’s reputation and leadership effectivenessRisk level = Likelihood of demonstrating derailing

behavior under stress

LEADERSHIP DERAILMENTHOGAN DEVELOPMENT SURVEYExcitable Moody, inconsistent and unpredictable

Skeptical Cynical, distrustful and fault-finding

Cautious Reluctant to act or change, risk-averse and fearful of failure

Reserved Socially withdrawn, distant and unapproachable

Leisurely Indifferent to others’ requests, passively resistant

Bold Exceptionally self confident, stubborn and self-promoting

Mischievous Having an appetite for risk, limit-testing

Colorful Attention-seeking, dramatic and socially dominating

Imaginative Eccentric, flighty, and impractical

Diligent Perfectionistic, averse to delegation and micromanaging

Dutiful Eager to please, reliant on others and ingratiating

LEADERSHIP DERAILMENTHOGAN DEVELOPMENT SURVEYExcitable

“Moving Away” Insecurity, mistrust, hostility, and social withdrawal, corresponds to the interpersonal theme characterized as “moving away from others” as a method for dealing with insecurity.

Skeptical

Cautious

Reserved

Leisurely

Bold

“Moving Against” Social (but not necessarily private) self-confidence, impulsivity, energy, competitiveness, and self-display. This corresponds with “moving against” people – overwhelming, co-opting, intimidating, persuading, manipulating – as a technique for managing insecurity.

Mischievous

Colorful

Imaginative

Diligent “Moving Toward” Conformity, obedience, and eagerness to please – what might be described as “moving toward” people, building alliances and securing approval to deal with insecurities

Dutiful

www. howdoyouderail.com

Watch Excitable

http://www.howdoyouderail.com/?vid=6

http://www.howdoyouderail.com/

MOTIVES, VALUES, PREFERENCES INVENTORY (MVPI)Provides insight regarding:

How a person gains satisfaction and stays motivatedEnvironment within which a person wants to workEnvironment one will create for his/her direct reports

Interpretation:Low Scores = IndifferenceModerate Scores = InterestsHigh Scores = True drivers

LEADERSHIP ENVIRONMENTMOTIVES, VALUES, PREFERENCES INVENTORYRecognition Public acknowledgement and “pats on back”

Power Being in charge and being perceived as influential

Hedonism Fun, lighthearted and open-minded work environments

Altruistic Helping others and providing excellent customer service

Affiliation Networking, building relationships, social belonging

Tradition Conservative cultures and strength of convictions

Security Secure, predictable and risk-free work environments

Commerce Managing finances, profitability, bottom-line focused

Aesthetics Focusing on quality and product “look and feel”

Science Analytic problem solving and working with technology

LEADERSHIP ENVIRONMENTMOTIVES, VALUES, PREFERENCES INVENTORYRecognition

Power

Hedonism

Altruistic

Affiliation

Tradition

Security

Commerce

Aesthetics

Science

Status Interests

Social Interests

Decision-Making Interests

Financial Interests

DLPR

Complete the 3 core Hogan Personality Assessments

Predicted capabilities or “potential” for each Denison competency and breakdowns exploring each in detail

Benchmarked scoring around levels of potential

Support materials: Facilitator’s Guide, Web Course available, and Hogan Certification (recommended not required)

Exercise 2: Interpret DLPR

• … Same leaders (“A” and “B”)

• Exercise 2: Interpret the DLPR, and make note of a few of the main patterns and themes you see in the data.

• How do these points augment the view of each leader from the 360s?

DLPR PATTERNS & THEMES

LEADER A• Find opportunities to

push and take appropriate risks

• Focus on relationship building and communication

• Remember to recognize and appreciate others

LEADER B• Work on emotional

intelligence skills

• Stress and frustration management

• Optimize change agent role

INTEGRATION OF 3 FRAMES IN PRACTICEDOCS + DLDS + DLPR

3 FRAMES

Competencies

3 FRAMES

CultureCompetencies

3 FRAMES

Competencies CulturePersonality

INTEGRATION OF FRAMES

• Leader impact on the culture• Cultural opportunities and constraints [External]

• Leader potential vs. actual performance• Personal opportunities and constraints [Internal]

• View of Internal and External influences on leader behavior• Optimize development to maximize impact on the organization


DOCS(Denison OrganizationalCulture Survey)

APPLES TO APPLES


DLPR (Denison leadership Potential Report)

DLDS(Denison LeadershipDevelopment 360°Survey)

INTEGRATION – 4 KEY CONCEPTS

Nieminen, Biermeier-Hanson, & Denison (2013), Consulting Psychology Journal: Practice and Research.

Competencies

Cu

ltu

re

Personality

ChallengeUnderstand how the

culture may be constraining leader development

DevelopLeverage the culture to

benefit the leader’s development

AgentEquip the leader to be a

champion of positive culture change

FlowBuild on the existing

strengths of the leader and culture

Leader StrengthLeader Challenge

Culture Challenge

Culture Strength

Challenge

FlowDevelop

Agent

1-25 26-50

1-25

26-5

0

Challenges StrengthsCompetencies

Chal

leng

esSt

reng

ths

Cu

ltu

re

PotentialHigh

51-7

576

-99

51-75 76-99

Low

ChallengeUnderstand how culture may be constraining your development as a leader

AgentRealize your potential to lead positive culture change in the organization

DevelopLeverage the culture to benefit your development as a leader

FlowBuild on the synergies of aligned personal and organizational strengths

Challenge

FlowDevelop

Agent

1-25 26-50

1-25

26-5

0

Challenges StrengthsCompetencies

Chal

leng

esSt

reng

ths

Cu

ltu

re

PotentialHigh

51-7

576

-99

51-75 76-99

Low





Challenge1-

2526

-50

X Moderate Cultural Challenge High Competency Strength High Potential

* Competencies that fall in this box may point to unique opportunities to Lead the Culture Forward


Lead

er A

Lead

er B

Challenge

FlowDevelop

Agent

1-25 26-50

Challenges StrengthsCompetencies51-75 76-99

TeamsEmpower

Develop

GoalsStrategy

Vision

Coordinate

Values

Agreement

Customer

Learning

Change1-

2526

-50

Chal

leng

esSt

reng

ths

Cu

ltu

re

PotentialHigh

51-7

576

-99

Low





Leader A

Challenge

FlowDevelop

Agent

1-25 26-50

Challenges StrengthsCompetencies51-75 76-99

Teams

Empower

Develop

Strategy

Vision

Coordinate

Values

Agreement

CustomerLearning

Change1-

2526

-50

Chal

leng

esSt

reng

ths

Cu

ltu

re

PotentialHigh

51-7

576

-99

Low





Goals

Leader B

Denison Certification Workshop | May 2015 58

LEADER DEVELOPMENT & COACHING PROGRAMS

“How would you use the Denison tools in designing a leadership development program?”


LEADER DEVELOPMENT PROGRAM DESIGN EXERCISE

• Pair up or Solo: Spend 10 minutes designing a program for Executive Leaders that builds on what you’ve learned in the Denison Workshop.

• Design considerations:• What is the objective of your program?• What kind of feedback do you want to provide to the leaders?• How will you support their use of the feedback?• What tools (Denison and/or non-Denison) would you use?• How would you order and space the activities or steps in the program?

• Tables: Spend 10 minutes sharing/discussing your program.

Culture Project2014 Q2

Example Leadership Development Program

#1 Workshop

& CoachingDLPR

#2 Workshop

& CoachingDLDSEx

ecuti

veLe

ader

sBu

sine

ss

Lead

ers

#3 Coaching

Action Planning

#4Coaching

Course Correction

#5 CoachingProgress Review

2014 Nov

#1 #2

2014 Nov

2015 Dec

2015 May 2015 June

2015 June 2015 Aug

2015 Aug 2015 Dec

2015 Oct

#3 #4 #5

# External

# Internal

4-6 wks 6-8 wks 12-16 wks


CULTURE SNAPSHOT

A purposeful diagnostic, intervention tool for a New Leader Administered to a select group of raters early in a New

Leader’s tenure Provides the New Leader with an early view into the culture of

the operation, department, or unit that they will be overseeing

Skilled delivery by a qualified facilitator guides the New Leader and team to take high-impact action


YOUR PILOT

25 person Denison Organizational Culture

Survey

1 Person Leadership Development Survey

OR

Your pilot package includes the full survey of your choice, full report generation, and basic interpretation and feedback on

results from a Senior Denison Consultant.


QUESTIONS?THANK YOU!

Denison Certification Workshop | July 2015 1 CULTURE DEVELOPMENT & LEADERSHIP CONSULTING THOUGHT...

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Transcript of Denison Certification Workshop | July 2015 1 CULTURE DEVELOPMENT & LEADERSHIP CONSULTING THOUGHT...