Current Leaders vs. Future Needs

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As an organization grows, do the leaders right now have the range of skills needed to move the organization into the future? A future, for example, that includes aggressive competition for talent and therefore, a serious need for effective leadership skills. 

Whatever your view of leadership development and training, all leaders go through similar career transitions as they aspire from staff to supervisor to senior leader. This presentation describes the 4 most important transitions leaders make, or should make, to ensure that you have the right talent when you’ll need it.

Participating leaders learn about each transition including a few nuts ‘n bolts that are action-oriented, not just theoretical. 

All current leaders face these changes. How they lead in the future depends on whether or not they manage the personal changes proactively which they can control, or re-actively, which is not in their control.

  · Understanding the four transitions all leaders make

  · How to shift from “here I am” to “where I need to be”

  · Learning the impact of a leader’s self-awareness

  · Where to start the “I Must Change” journey

   1. Introduction: Purpose and Importance

   2. Your “current” leader scorecard

       a. Do you really want to be a better leader?

       b. Why leaders fail.

       c. Does organizational readiness matter?

       d. Self-assessment. Really.

    3. Transitions every leader must make

       a. Visibility

       b. Span of control

       c. Egocentric

       d. Self-awareness

   4. Managing personal change

       a. Using evidence-based data

       b. Leader communication is a controllable skill

       c. Change at the invitation of the leader

       d. Avoiding the top 3 blind spots

   5. Summary and close.

• Format options: Keynote, General Session and/or Breakout
• Primary audience: Leaders at all levels
• Secondary audience: Aspiring leaders, high potentials, team leads 
• Duration: Keynote/1-2 hours; General Session/2-3 hours; 

                 Breakout/1 hour-half-day

•  Audience size: Keynote/General Sessions: 75 – 5,000;

                 Breakout: 25 - 225

 This presentation is a powerful mix of evidence-based research and actions that focus on the observable behaviors that influence a leader’s success. Each level of leadership, from front-line supervisor to senior leader, has its own set of behavioral competencies. This session presents the actual behaviors, assessment and bona fide development plans. .

   · Understanding behavior – my behavior as a leader

   · Able to differentiate What I do from How I do it

   · Learning to overcome ego

   · The key elements of a personal development plan

1. Introduction: Purpose and Importance

2. “Yes, I want to be a better leader.”

     a. What does this mean

     b. How do we know

     c. Leader as the role model of behavior

3. The Top 15 Behavioral Competencies

     a. First line supervisors/managers

     b. Mid-level leaders/directors

     c. Executive/senior leaders

     d. Meaningful Assessment

4. Training the leader

     a. Is training a leader even an option?

     b. The power of a leader’s ego

     c. The power of feedback for improvement  

     d. When ego and feedback are not harmonious 

     e. A real Development Plan

5.  Actual Change Not Intentions

     a. Values align with the behavior

     b. Pre and post metrics

     c. Pre-determined consequences

Summary and close.    

•   Format options: Keynote, General Session and/or Workshop
• Primary audience:     Leaders at all levels
• Secondary audience:     Aspiring leaders, high potentials, team leads 
• Duration:     Keynote/1-2 hours; General Session/2-3 hours; 

Breakout/1 hour-half-day

• Audience size – Keynote/General Sessions: 75 – 5,000;
  Workshop: 15 – 35 

 In 2020, staff engagement isn’t an option, and empowerment is one of the most powerful motivators of engagement and retention. Empowering leadership is in fact a skill, not merely a concept one divines without specific guidelines. This session focuses on the best practices of empowerment – the leadership skill. The content includes insights and research from Greg while co-authoring his best-selling business book on empowerment, and he shares practical tools and tips for leaders that work. 

• To differentiate empowering from dumping.
• To understand how empowerment supports decisions during change.
• To identify the six core competencies of empowerment.
• To learn which expectations to set for the leader and staff. 

I. Introduction: Purpose and Importance

II. Keep It Simple

1. Real Empowerment vs. the Myths
2. The Importance of an Empowered Staff
3. Six Core Competencies of an Empowered Leader
4. The power in empowerment in the midst of change

III. Establishing the Guidelines

1. Eliminating “Sapps”
2. 5 Ways to Empower
3. Delegating is different than dumping
4. Who makes the decisions?

IV. Managing the Exceptions and Misunderstandings

1. Responsibility withauthority
2. “But you told me I’m empowered…”
3. “I didn’t know I had to ask.”
4. Action leaders can take starting now

V. Summary and close.

• Format options: Keynote, General Session and/or Workshop
• Primary audience: Senior and mid-level leaders, Ops and HR
• Secondary audience: Front line leaders, Admin 
• Duration: Keynote/1-2 hours; General Session/2-3 hours;

                Workshop/½-1 day

• Audience size - Keynote/General Sessions: 75 – 5,000;

                 Workshop: 15 - 35 

From time to time, we all need to feed the spark that inspired us, to rekindle our passion and enthusiasm for what we do. During this keynote address, audience involvement, fun, and dose of tough-love are combined to engage the group. This participative keynote offers “safe-place” to re-engage the heart. As motivating as it is purposeful, leaders will have the chance to get up on their feet, laugh, share a few tears, and enjoy an unexpected “finale” that brings it all together. 

TBD

 Part I: Purpose and Importance. 

1. Best Practices, Core Measures, HCAHPS: blah blah blah
2. Uncovering the blind spots
3. Finding your “organizational rhythm”

 Part II: What Can A Leader Do Differently?

1. Leaders set the tempo.
2. How change can effect an organization’s rhythm.
3. Oh, and what if I don’t know how?

 Part III: Culture and Organizational Rhythm!

  - The Guiding Principles

1. Alignment
2. Accuracy
3. Accountability

  - The Key Behaviors

1. Constant Communication
2. Proactive Listening
3. Seamless Teamwork

   - Personal Traits 

1. My words
2. My tone of voice
3. My body language

 Part IV: The future depends on it - many voices serving our mission.

1. Synergy and common sense: Real-time leadership
2. And…senior leaders, managers, supervisors, support services, ancillary services, physicians, administrative services
3. Bringing them all together: One Voice. One Rhythm.

TBD

Toss the org chart. It’s going to take more than a copy/paste of names or titles to help you prepare the future leaders currently roaming the halls—especially essential leadership roles. You’ll need evidence-based data, performance criteria, and a bona fide set of trainable skills, not only technical skills, which help eliminate the guesswork. From leader blind spots to generational preferences,  this session includes step-by-step action planning and development of your internal talent with a foundation for succession management of your leaders, not simply planning.

• To differentiate succession management from succession planning.
• To understand why and how to assess both skills and behaviors.
• To identify two “must have” competencies and the “must train” competencies.
• To learn how to avoid the most common blind spots in succession planning in the service industry.

  1. Introduction: Purpose and Importance

  2. Technical Skills vs. Behaviors

      a. Subject matter expertise

      b. Values driven behavior

      c. Assessing high potential

3. Transitions every leader must make

      a. Visibility

      b. Span of control

      c. Egocentric

      d. Self-awareness

  4. Managing personal change

      a. Using evidence-based data

      b. Leader communication is a controllable skill

      c. Change at the invitation of the leader

      d. Avoiding the top 3 blind spots

  5. Summary and close.

• Format options: Keynote, General Session and/or Workshop
• Primary audience: Senior and mid-level leaders, Ops and HR
• Secondary audience: Front line leaders, Admin 
• Duration: Keynote/1-2 hours; General Session/2-3 hours;

                 Workshop/½-1 day

•  Audience size - Keynote/General Sessions: 75 – 5,000;

                  Workshop: 15 - 35