Loading presentation...

Present Remotely

Send the link below via email or IM

Copy

Present to your audience

Start remote presentation

  • Invited audience members will follow you as you navigate and present
  • People invited to a presentation do not need a Prezi account
  • This link expires 10 minutes after you close the presentation
  • A maximum of 30 users can follow your presentation
  • Learn more about this feature in our knowledge base article

Do you really want to delete this prezi?

Neither you, nor the coeditors you shared it with will be able to recover it again.

DeleteCancel

Make your likes visible on Facebook?

Connect your Facebook account to Prezi and let your likes appear on your timeline.
You can change this under Settings & Account at any time.

No, thanks

Leadership Assimilation

No description
by

Erik Jensen

on 1 November 2013

Comments (0)

Please log in to add your comment.

Report abuse

Transcript of Leadership Assimilation

Leadership Assimilation
Finance Team - September 2013

Agenda
Welcome
Tower Exercise: 8:06 - 9AM
Leader Questions: 9 - 9:46AM
Break
DISC Profile: 10 - 10:58AM
Competencies: til 11:45AM
Lunch
Heico Team: 1 - 2PM
Team Discussion: 2 - 4:15PM
LEAN Exercise: 15 minutes

Foundation
3. DISC Profiles

4. Competency Model

Team Discussion
IT Strategy/Function

Financial Closing Process

Forecasting Process

Tennis Ball Factory
Goal - Develop a reliable (quality minded) process that manufactures the tennis balls as quickly as possible. (Competition)
Foundation
1. Tower Exercise

2. New Leader Questions



Tallest Free Standing Tower Wins

Must
Start
and
Stop
when I say

Team can only use approved supplies

20 minutes Planning

10 minutes Building
What are Shelley’s “pet peeves” that trigger a less than desired response?

What are Shelley’s short term and long term career goals?

What are Shelley’s weaknesses? ...strengths?

If I can help Shelley improve or have suggestions for improvement, what is the best way to approach Shelley on this?

Is there anything that Shelley values as good leadership?

How can I impress Shelley and be successful in her eyes?

What does Shelley enjoy doing most outside of work?

Cubs or Sox?

Does Shelley like wine, if so what kind?



Questions:

Background
Interests
Personality/professional goals
Leadership style
Issues/obstacles
Improvement opportunities

Shared Understanding & Knowledge
about Shelley

How would Shelley describe her leadership style?

What key attributes are desired in a member of her team?

What kind of people does Shelley find most uncomfortable to work with?

What does Shelly perceive to be our (Pettibone Group) strengths as well as areas for improvement?

Tell me about a task that really challenged Shelley? 

What kind of decisions are most difficult for Shelley?

What radio station is Shelley's car set to?

Is Shelley generally a get in early or stay late person?

Does Shelley typically (not just occasionally) work on business in the evening? Weekends?



Questions (continued):

Step 2

Erik consolidates the list of questions and sends it to Shelley to review and prepare responses for.
Ideas, issues, questions are grouped
Address ideas, issues, questions

Process

Develop positive working relationships

Purpose and Goals

New Leader Assimilation

Confidentiality
Setting a climate open to new ideas
Leader and team suspends judgments
Listen and give feedback
Participate
Ask questions
Have fun!

Ground Rules

Step 3

During the meeting, Shelley responds with answers for each of the questions.

Process

Step 1




Participants send questions to Erik confidentially that they would like to have Shelley answer.

Process

Competency Card Sort

Teams
Diagnose
Prepare
Adjust
Practice
Feedback

Team Review - Flexing Your Style


Oral communication – words they use
Body Language
Tone of voice

Examples???

Team Review - Diagnosing Other Styles

Team Results

4 Quadrants – 4 Styles

D ominance
i nfluence
S teadiness
C onscientiousness


Model: Environment and Self


Horizontal axis – Environment: Unfavorable/Favorable

Vertical axis – Self: More Powerful/Less Powerful


4 Quadrants – 4 Styles




Model: Environment and Self

Marston also found that people perceive themselves as:

More powerful than their environment: believe they can achieve their goals by using their force of will or by persuading others.

or

Less powerful than their environment: believe they can achieve their goals by consistently cooperating with others or by adhering to established guidelines to ensure quality

Model: Environment and Self

Marston found that people perceive their environment as:

Favorable: fun, warmth among people, and possible successes in the things they undertake

or

Unfavorable: the challenges, obstacles, and the possible pitfalls in the things they undertake

Model: Environment and Self



Marston’s Model: Environment and Self
4 Dimensions of Behavior/Styles
Personal Profile System (PPS)
Learning More about each Style - Activities
Diagnosing & Flexing Skills


DiSC Workshop
Model: Environment and Self
4 Styles – Characteristics of Each
Your Primary and Secondary Style
Team Dynamics
Diagnosing Other Styles
Flexing Your Style

Review

Give clear expectations and deadlines
Show dependability
Demonstrate loyalty
Be tactful and emotionally reserved
Be precise and focused
Value high standards

Flexing to C’s

Be logical and systematic in your approach
Initiate discussions in a friendly, low-key manner
Let them know how things will be done
Use sincere appreciation
Show their importance to the organization
Let them adapt slowly to change

Flexing to S’s

Approach them informally
Be relaxed and sociable
Let them verbalize thoughts and feelings
Keep the conversation light
Provide written details
Give public recognition for accomplishments
Use humor

Flexing to I’s

Make communication brief, to the point
Respect their need for autonomy
Be clear about rules and expectations
Let them initiate
Show your competence
Stick to the topic
Eliminate time wasters

Flexing to D’s

Come up with ways to better communicate with opposing styles

Share your “flexing strategies” with the large group


Team Review - Flexing Your Style Discussion

Separate into 4 teams by Profile.
On a flip chart.

Share 3 strengths of your style
Share 3 challenges of your style (possible limitations)
Identify how your style impacts internal and external customers both positively and negatively

Style - Small Group Exercise

Any elements in your report you…

…strongly Agree with?

…strongly Disagree with?

On paper...write answers to share.

Your Style – Your Report

Sees an unfavorable environment that they want to analyze carefully and then…

Tries to work within established rules, guidelines, and procedures to ensure accuracy and quality

High C Dimension of Behavior

Sees a favorable environment in which they can influence others

Tries to persuade, promote, or influence others

High i Dimension of Behavior

Sees an unfavorable environment that they want to overcome

Tries to change, fix, or control things

High D Dimension of Behavior

Marston’s Model: Environment and Self

Discover your own preferred style of communication
Learn how your style becomes a filter for understanding and conveying messages
Identify other’s styles and learn to adapt or “flex” to their style

Objectives

Not a test – you cannot pass or fail; no bad results
28 sets of four words
Based on 4 behavioral styles - William Marston, starting in 1928
1972 – Instrument was developed by researchers at University of Minnesota
1990 – Revised to improve reliability
Administered to millions of people world-wide and found to be extremely accurate
Reliabilities range from .85 - .92 (commonly accepted standards require instruments to demonstrate reliabilities above .70)
Understanding the Personal Profile System

Sees a favorable environment that they want to maintain

Tries to be cooperative, supportive, agreeable while keeping things stable

High S Dimension of Behavior

Clearly defined performance expectations
Values on quality and accuracy
A reserved, business-like atmosphere
Opportunities to demonstrate expertise
Control over those factors that affect their performance
Opportunities to ask “why” questions
Recognition for specific skills and accomplishments
Adhering to key directives and standards
Concentrating on key details
Thinking analytically, weighing pros and cons
Being diplomatic with people
Using subtle or indirect approaches to conflict
Checking for accuracy
Analyzing performance critically
Using a systematic approach to situations or activities

This person’s tendencies include: This person desires an environment that includes:

Emphasis is on working conscientiously within existing circumstances to ensure quality and accuracy.

C-Conscientiousness

Maintenance of status quo unless given reasons for change
Predictable routines
Credit for work accomplished
Minimal work infringement on home life
Sincere appreciation
Identification with a group
Standard operating procedures
Minimal conflict

Performing in a consistent, predictable manner
Demonstrating patience
Developing specialized skills
Helping others
Showing loyalty
Being a good listener
Handling excited people
Creating a stable, harmonious work environment

This person’s tendencies include: This person desires an environment that includes:

Emphasis is on cooperating with others within existing circumstances to carry out tasks.

S-Steadiness

Popularity, social recognition
Public recognition of ability
Freedom of expression
Group activities outside of job
Democratic relationships
Freedom from control and detail
Opportunities to verbalize proposals
Coaching and counseling
Favorable working conditions

Contacting people
Making a favorable impression
Being articulate
Creating a motivational environment
Generating enthusiasm
Entertaining people
Viewing people and situations with optimism
Participating in a group

This person’s tendencies include: This person desires an environment that includes:

Emphasis is on shaping the environment by influencing or persuading others.

i-influence

Power and authority
Prestige and challenge
Opportunities for individual accomplishments
A wide scope of operations
Direct answers
Opportunities for advancement
Freedom from controls and supervision
Many new and varied activities

Getting immediate results
Causing action
Accepting challenges
Making quick decisions
Questioning the status quo
Taking authority
Managing trouble
Solving problems

This person’s tendencies include: This person desires an environment that includes:

Emphasis is on shaping the environment by overcoming opposition to accomplish results.

D-Dominance

Think about... What does the best of the best look like? Behaviors, Skills, Actions
Finance and Accounting Professional
67 to 20
Finance and Accounting Talent Needed
Think about business challenges, strategy needs and gaps to success.
20 to 5
Small Teams Brainstorm - IT Function
End-in-Mind: IT Planning Process

What process makes the most sense?
What should our vision for this be?
What other business enhancing tools should we be considering?
BPC - Closing Process
Timing: January 1, 2014
Goal: One source for reporting data - BPC
Plan
Accounts mapping review
Historical information flat file upload (Jan - Sept)
Flat file upload (starting Oct)
Reporting timeline
Heico help
Rules
Every person represents a process in tennis ball manufacturing. Every process must occur in sequence. Every tennis ball must flow through the process in sequence.
No processes can be completed at the same time.
All 6 balls start with one person, and ends with another person. (Garbage Bin)
How fast can you make good quality tennis balls (timed event)? Breaks will occur to discuss improvement to the process.
Thank you!
Travel Safely
HEICO TEAM
Key Initiatives
Needs
Feedback
A man piloting a hot air balloon discovers that he has wandered off course and is hopelessly lost. He descends to a low altitude and locates a man on the ground. He lowers the balloon further and shouts, “Excuse me, can you tell me where I am?”

“Yes. You are in a hot air balloon, hovering approximately 30 feet above this field. You are between 40 and 42 degrees North Latitude, and between 58 and 60 degrees West Longitude.“

“You must be an accountant,” says the balloonist.

“Yes I am,” replies the man. “How did you know that?”

“Well,” says the balloonist, “what you tell me is technically correct, but of no use to anyone.”

The man below says, “you must be a manager.”

“Well, yes I am,” replies the balloonist. “How did you know?”

“Well,” says the accountant, “you don’t know where you are, or where you’re going, but you expect my immediate help. You’re in the same position you were before we met, but now it’s my fault.”








Controller’s Letters


September 26, 2013

Enable readers to view the company through the eyes of management
Complement the Bridge Analysis by providing useful qualitative and quantitative information
Discuss progress towards goals and plans to immediate where business is not meeting expectations

Additional Opportunities

“Favorable volume variance due to higher volumes”

“Sales are $X,XXX below budget, but $X,XXX higher than forecast”








Opportunities
What is the reason behind the Financial result?
Include discussion regarding strategy, operations, and results
Include analysis of operating costs and their relationship to revenues



“PPV was favorable to budget/forecast by $XX”

“Favorable gross profit due to favorable margins”

Sales and EBITDA

Working capital is lower because A/R is lower








Opportunities
Include discussion of financial condition
Cash conversion cycle
How much cash is tied up in ongoing operations?
Discussion of trends
Improvements or declines in the business?



DSO is XX days lower than budget


Working Capital and Cash Flow

A/P is higher due to inventory receipts


Raw materials and WIP increased $XXX versus prior month and $XXX YTD

Full transcript