Presentatie over leiderschap INK Jaarcongres 2009 Leiderschap

8/9/2019 Presentatie over leiderschap INK Jaarcongres 2009 Leiderschap

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2009 Right Management. All Rights Reserved.

Leadership Talent Development

Dr. Jeroen SeegersPractice Leader Talent Management, Right Management Benelux

PhD Economics and Business Administration, Vrije Universiteit Amsterdam (2008)Leadership Development for Top Managers

MSc I&O-Psychology, Radboud University (Cum Laude,1977)

Learning in a Complex Industrial Environment


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Loosen the Reins

But keep contact

2 Seegers, Right Management


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OUR

LEADERS?

People join a Company

but leave their Manager.



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Power & Intention

OK, lets go!

General Dw ig h t D. Eisen h ow er ,Giving the final order for D-Day,

June 5, 1944, World War II .



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What makes me appreciate my Boss?

The boss listensGives me freedom to do my own thing

Is fair and honest

Is sincere

Recognizes my contribution

Is sympathetic

Is concerned about me as a whole person

Rewards me fairly

Is consistent

Has sense of humor

Gives me constant feedback

CareGr ow t h

Gr ow t h

Care

Gr ow t h

Care

Care

Gr ow t h

Gr ow t h

Care

Gr ow t h



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Care and Growth

A Manager usespeople as themeans to get the

job done

A Leader uses thejob as the means

to enable people

to..



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LEADERSHIP

can be learned . not everyone can!



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LEADERSHIP: From a Vision (Direction)

I believe that thisnation shouldcommit itself to

achieving the goal,before this decade isout, of landing aman on the moon

and returning himsafely to the earthJohn F. Kennedy



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LEADERSHIP: Getting Things done (Act)

Obstacles are thosefrightful things yousee when you take

your eyes off yourgoalHenry Ford



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LEADERSHIP: Through other people(Empower)

The loyalty of yourmen is a sacred trustyou carry. It is

something whichmust never bebetrayed, somethingyou must live up to.Sir Ernest H. Shackleton

(Antarctic Explorer)



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LEADERSHIP: In an Authentic way

It is impossible toseparate the companyvalues from the issuesthat I carepassionately about..

Anita Roddick, The Body Shop.



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ALEADERSHIP

MODEL

1. Goal

Oriented

2. TaskOriented

4. Self

Oriented

3. PeopleOriented

1. Set directionsVisionary

3. MobilizeIndividual

CommitmentEmpower

2. EngenderOrganizational

CapabilityManage

4. DemonstratePersonal Character

Authenticity

Thinking

Acting

Feeling



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1. Goal

Oriented

2. Task

Oriented

4. Self

Oriented

3. People

Oriented



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LEADERSHIP

DEVELOPMENT?15 Seegers, Right Management


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1. ASSESSMENT

What makes me

a Leader?



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1. Goal

Oriented

2. Task

Oriented

4. Self

Oriented

3. People

Oriented

Actual: 60%Desired: 20%

Actual: 20 %Desired: 50%

Actual: 20%Desired: 30%

Thinking

Acting

Feeling



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OPPORTUNITIES

Think about a pastlearning

experience:

What did you learnand why?18 Seegers, Right Management

*S V d Sl i


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Job Tran s i t ion s Unfamiliar

Responsibilities

Proving Yourself

Task RelatedCharac ter is t i cs

Creating Change

High Level of

Responsibilities

Non-authorityRelationships

Obstac lesAdverse Business

Conditions

Lack of Personal

Support

Challenging Boss

Suppor t Supportive Boss

*Source: Van der Sluis


*S V d Sl i


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Job

T rans i t i ons Unfamiliar

Responsibilities

Proving YourselfTask Relat edCharac te r is t i cs Creating Change

High Level ofResponsibilities

Non-authorityRelationships

Obstac lesAdverse Business

Conditions

Lack of Personal

Support

Challenging Boss

Suppor t Supportive Boss




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4. I ask myself questionsabout things I experience

and are going onaround me

in the organization.

2. I like to knowbeforehand exactlywhat to pay attention

to.

1. For me learningis a planned

process, achievingthem and setting new goals.

3. Most of my new learningemerges unexpectedlyfrom things that happen.

2. CHALLENGE




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LearningStyle*

Mastery

Future

Perform

Past

4. I ask myself questionsabout things I experience

and are going onaround me

in the organization.

2. I like to knowbeforehand exactlywhat to pay attention

to.

1. For me learningis a planned

process, achievingthem and setting new goals.

3. Most of my new learningemerges unexpectedlyfrom things that happen.

4. MeaningfulLearning

2. InstructionLearning

1.PlannedLearning

3. EmergentLearning




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3. Anchoring

Mentorship

Coaching

Performance

Management

Support Peers

Support Boss


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BOSS

MentorCoach

Competitor

Referee



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What makesyou a Talent?25 Seegers, Right Management


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When youre

able to Renewyour

Capabilities



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What makesyou a Learner?

- Anxiety, nervous, pessimistic

- Assertive, aggressive, forceful

- Adventurous, pleasure seeking

+ Sociable, outgoing, talkative, spontaneous

+ Energetic, determined, active

+ Aesthetics, imaginative

+ Deliberate, not impulsive

BALANCE



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DECISIVE

Assertive, talkative, spontaneous

Sociable, outgoing, talkative,spontaneous

Aesthetics, imaginative

Deliberate, not impulsive

WORRIER

Assertive, aggressive, forceful

Anxiety, nervous, pessimistic



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SOCIALY STRONG

Adventurous, pleasure seeking

Sociable, outgoing

Aesthetics, imaginative

Deliberate, not impulsive

HURRIED

Assertive, talkative, spontaneous

Energetic, hurried, active


VISIONARY IDEALIST


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VISIONARY


Energetic, determined, active

Altruistic, Intellectual, Deliberate

IDEALIST



Anxiety, nervous, pessimistic



S SS


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SELF-ASSURED






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Visonairy

Idealist

Decisive

Worrier

Authentic

SelfAssured

Sociallystrong

Hurried

Thinking

Acting

Feeling



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TRUE LEADERSARE AUTHENTIC



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Leadership

Development

Personality

&

Learning Style

Assessment

Organization &

Portfolioassessment;

Appreciate Inquiry;

360 degrees

Challenge

Leadership

BEHAVIOUR,

Video-feedback

Modelling

Support

Performance Goals;

Coaching

Reinforcement

Boss

LearningOpportunities



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Leadership Development Programs

Assessment

No learning when no Openness

No learning when no Reflective Attitude

No learning when no (Social) Awareness

No learning when no Motivation to Change

Seegers, Right Management35


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Create a Learning EnvironmentBlended Learning

Task Related Characteristics

Match Career with Learning Style

Development Plans?

Summer Courses?

Job Rotation?

Role of HR?



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Make sure Transfer occurs

Dont make plans, set goals

Train Superiors in acting as a model

Reward new behavior

Communicate and give feedback



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Thank You

38 S Ri ht M t

Presentatie over leiderschap INK Jaarcongres 2009 Leiderschap

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