Complete Organisational Development Model
- 1. 3L Life Long LearningEnabling effective leadershipPart of the international consulting networks of Management Research Group and TetraLD1copyright 3L Life Long Learning
- 2. Why Leadership failsBusiness GapSector alignmentBusiness strategy alignmentChange gap Pace of changeTiming of changeImportant v ImmediateCultural GapMergers and AcquisitionsMulticultural and Multinational Role GapExpectations alignmentCompetency GapSituationTeamIndividualsDesign of Intervention Gap Interventions not focusedInappropriate learning methods Delivery GapAbility x Motivation x Work environment are not alignedResources in the organisation not aligned2copyright 3L Life Long Learning
- 3. Organisational Development model Using the Leadership Effectiveness Analysis ®Using Learning Transfer Solutions®3copyright 3L Life Long Learning
- 4. Organisational Development model Using the Leadership Effectiveness Analysis ®Using Learning Transfer Solutions®4copyright 3L Life Long Learning
- 5. Defining individual, team and organisational LeadershipStrategic Leadership Development™5copyright 3L Life Long Learning
- 6. Organisational Development model Using the Leadership Effectiveness Analysis ®Using Learning Transfer Solutions®6copyright 3L Life Long Learning
- 7. Describing Leadership Describes 22 key leadership behaviours
- 8. Presented in logical sequence
- 9. Unique scoring system
- 10. Self – 84 questions
- 11. 360° – 66 questions plus 22 Likert scale rating of effectiveness
- 12. Individual feedback and coaching sessions resulting in tailor made developmental plan1. Creating a vision2. Developing followers3. Implementing the vision4. Following through5. Achieving results6. Team playing7copyright 3L Life Long Learning
- 13. Existing LeadershipCreating a Vision
- 14. Traditional
- 15. Innovative
- 16. Technical
- 17. Self
- 18. Strategic
- 20. Persuasive
- 21. Outgoing
- 22. Excitement
- 23. Restraint
- 25. Structuring
- 26. Tactical
- 27. Communication
- 28. Feedback
- 30. Control
- 31. Feedback
- 33. Management Focus
- 34. Dominant
- 35. Production
- 36. Team Playing
- 37. Cooperation
- 38. Consensual
- 39. Authority
- 40. Empathy8copyright 3L Life Long Learning
- 41. Strategic: Taking a long-range, broad approach to problem solving and decision making through objective analysis, thinking ahead and planning.High Scores
- 42. Potential Assets
- 43. May take a longer, broader perspective
- 44. May be a strongly analytical planner
- 45. May create greater organisational focus
- 46. May anticipate challenges, risks, opportunities
- 47. May develop a future orientation in workforce
- 48. Low Scores
- 49. Potential Assets
- 50. May be intuitive
- 51. May prefer action to contemplation
- 52. May be realistic and practical
- 53. May focus on day-to-day operationsOrganisation future requirementTeams existing behaviour9copyright 3L Life Long Learning
- 54. Organisational Development model Using the Leadership Effectiveness Analysis ®Using Learning Transfer Solutions®10copyright 3L Life Long Learning
- 55. Benchmark Leadership ExamplesSectors Construction Financial ServicesHealthcareHigher EducationHigh TechnologyLegal ServicesManufacturingOil and Natural GasPharmaceuticalCulturesGlobalUnited KingdomGermanyFranceNetherlandsBelgiumPolandSouth AfricaMiddle EastJapanAustraliaCanadaUnited StatesRole, Level and FunctionExecutives Financial SalesHuman ResourcesInformation TechnologyCustomer ServicesScientists and EngineersProject managersGenderDifferentiators in Male and Female leadingPace of changeLeading in turbulent times11copyright 3L Life Long Learning
- 56. The differentiating competencies for EFFECTIVE leadership in uncertain times; Transformational leadershipcopyright 3L Life Long Learning12
- 57. Differentiating behavioursTransformational Leadershipcopyright 3L Life Long Learning13
- 58. Differentiating behavioursTransformational Leadershipcopyright 3L Life Long Learning14
- 59. Differentiating BehavioursTransformational Leadershipcopyright 3L Life Long Learning15
- 60. Organisational Development model Using the Leadership Effectiveness Analysis ®Using Learning Transfer Solutions®16copyright 3L Life Long Learning
- 61. Designing Focused Developmental programmes; one to oneLeadership Effectiveness Analysis®Describes your leadership using 360 degree questionnaireAll administered onlineFollowed by one to one feedback and a tailor made developmental action planPersonal Development Inventory ®Describes your inherent emotional drives and motivationsWhat underpins your unique leadership behaviours17copyright 3L Life Long Learning
- 62. Developmental learning programmes; one to one and teams; Creating a visionTraditional Studying problems in light of past practices to ensure predictability, reinforce the status quo and minimise riskPotential Assets Potential AssetsMay be willing to take chances May carefully evaluate alternativesMay challenge the status quo Uses past experience to predict futureMay be independent Uses existing knowledge and resourcesInnovationFeeling comfortable in fast‑changing environments; being willing to take risks and to consider new and untested approaches.Potential Assets Potential AssetsMay be a shrewd appraiser of ideas May take an experimental attitude May stick with the basics May be willing to take risksMay be seen as tough-minded May provide a creative environment May keep current on new trends May improve the competitive positionStrategicTaking a long-range, broad approach to problem solving and decision making through objective analysis, thinking ahead and planning.Potential Assets Potential AssetsMay be intuitive May take a longer, broader perspective May prefer action to contemplation May be a strongly analytical planner May be realistic and practical May anticipate challenges, risks, opportunities May focus on day-to-day operations May create greater organisational focus18copyright 3L Life Long Learning
- 63. Additional Leadership learning programmesCreating a Vision Exploring the complexity of a leaders need to balanceStrategic, long term importance v Operational, immediate and urgent issuesExperience; and the status quo v Innovation and fast changing organisationsIn depth analysis v Creative OverviewConfident in your own direction whilst engaging othersDeveloping PeoplePersonality, Beliefs, Values and BehavioursPersuading, Influencing and CommunicatingSelf contained v Engagement and InvolvementEmotional connection and Professional distanceAchieving ResultsLeading out in front and as a contributor/facilitatorAchievement orientation and AffiliationPushing for results – Pulling for commitmentCoaching for improved performanceAn outcome orientation to work and lifeCollaborative Learning and Team DevelopmentGaining loyalty and commitmentEngagement and a consensual approach to creativitySynergy and team decision makingCreative conflict resolution in teamsRecognising difference and away from “them” and “us” to collaborative learningcopyright 3L Life Long Learning19
- 64. Organisational Development model Using the Leadership Effectiveness Analysis ®Using Learning Transfer Solutions®20copyright 3L Life Long Learning
- 65. Designing, delivering and evaluating effective learning programmescopyright 3L Life Long Learning21
- 66. Behavioural objectives22copyright 3L Life Long Learning
- 67. 23copyright 3L Life Long Learning
- 68. Ability and Motivationcopyright 3L Life Long Learning24
- 69. Motivationcopyright 3L Life Long Learning25
- 70. Checklist on design26copyright 3L Life Long Learning
- 71. Learning Barrierscopyright 3L Life Long Learning27
- 72. Work Environmentcopyright 3L Life Long Learning28
- 73. Work environmentcopyright 3L Life Long Learning29
- 74. 3L Life Long Learning30copyright 3L Life Long LearningEnabling effective leadershipMike [email protected]: mikesmith3lTel; 00 44 1642 300370