BECOMING A 100 LEADER Mark Murphy Chairman CEO

© 2013 LEADERSHIP IQ “Working here inspires me to give my best effort. ”

© 2013 LEADERSHIP IQ So? Are some employees performing better than others? Are some employees… • giving more effort? • more careful about their work? • better brand ambassadors? • a better face for your company? • more in sync with your vision? • more committed to helping you succeed? • more committed to helping the company succeed? Would your company make more money, have better quality, attract better employees & customers, etc. , if all your employees were as ‘fired up’ as your best people?

© 2013 LEADERSHIP IQ Why? 1. Hiring people who lack the Hundred Percenter attitude

© 2013 LEADERSHIP IQ 0% SKILLS 100% Why? High Performer Talented Terror Middle Performer

© 2013 LEADERSHIP IQ Why? In 42% of companies… <

© 2013 LEADERSHIP IQ • “I am involved in a family business that has 8 different locations, and I have recently seen this scenario playing out in real life. Those people who were the top performers in the company 30 years ago have either left the company or sunk to the level of being the low performers. Why? Because they were never recognized for the work that they were doing, and they became frustrated with having to constantly clean up the low performers mistakes. ”

© 2013 LEADERSHIP IQ • “So characteristic of the organization I work for: be unproductive and surly? Get rewarded with the best shifts and overtime doing nothing but sitting. Good luck trying to fix it though. Most people with a clue bide their time, then go elsewhere. You can’t change culture overnight. ”

© 2013 LEADERSHIP IQ • “I work for a company that has actually rewarded mediocrity while the number one performer works the hardest, gets the best customer feedback, goes the extra mile continuously and is still in the same spot as they started. The end result…an exiting employee who will be picked up by another company and a massive drop in revenue & customer satisfaction for the company that took them for granted. Bad business move for a SALES company. ”

© 2013 LEADERSHIP IQ The Role Leaders Play…

© 2013 LEADERSHIP IQ Working for The Appeaser: You’re given enjoyable assignments, you’re allowed to spend most of your time on work that plays to your strengths, your boss gives you lots of positive feedback, and your boss seems to care most about making sure you’re really happy.

© 2013 LEADERSHIP IQ Working for The Intimidator: You’re given seemingly impossible assignments, you don’t feel like you’ve got all the skills you need to complete those assignments, when your boss gives you feedback it’s usually pretty harsh and critical, and your boss seems to care most about achieving his goals no matter who’s with him at the end.

© 2013 LEADERSHIP IQ Working for The Avoider: Your boss doesn’t really force too many assignments on you, you’re not really required to learn new skills, your boss lets you figure out for yourself how you’re doing, and your boss seems to care most about not getting in your way.

© 2013 LEADERSHIP IQ Working for The 100% Leader: You’re given really challenging assignments, you’re required to learn new skills even in areas you might not consider to be your natural strengths, your boss gives you lots of constructive and positive feedback, and your boss seems to care most about pushing you to maximize every ounce of your potential.

© 2013 LEADERSHIP IQ Which Would You Choose For: • • A deeply fulfilling job? A job you would be proud to tell your children about? A job where you would grow as a professional? A job where you would grow as a person? The greatest chance of career success? The greatest chance of achieving great things? To maximize your full potential? A fun job?

© 2013 LEADERSHIP IQ The Research Says… 70+%

© 2013 LEADERSHIP IQ Test Yourself (What would your team say? ) Challenge • I know exactly what actions I should undertake to fulfill our strategy & vision. • I know whether my performance is where it should be. • My boss challenges me to grow and achieve beyond my expectations. • My boss holds people accountable for their performance. Connection • The work I do makes a difference in people’s lives. • I feel that my work is valued by my leader. • I’m proud to be associated with my boss. • If I share my work problems with my direct leader, I know that he/she will respond constructively. Disagree Agr

© 2013 LEADERSHIP IQ 5 ……. . 10…… 15…… 17……………… 20 Plot your Challenge Scoring the Assessment Please note: The scoring distribution is intentionally weighted in this mini-assessment to more closely approximate national percentiles. 5 ……. . 10…… 15…… 17……………… 20 Plot your Connection Score

© 2013 LEADERSHIP IQ START DISTINGUISHING HUNDRED PERCENTERS

© 2013 LEADERSHIP IQ Incomplete Examples • • • Be optimistic Aim for big goals You should like big challenges Change is good for you Treat everyone in a courteous manner Maintain the highest standards of professionalism Demonstrate positive attitude and behavior Treat customers as a priority Lead by example Be honest with yourself

© 2013 LEADERSHIP IQ Define Specific Behaviors Paint a Picture • What are the specific behaviors? • Could you observe this? • Could you grade this? • Would 2 strangers be able to understand your expectations? • Would 2 strangers be able to grade against these expectations?

© 2013 LEADERSHIP IQ Word Pictures® Needs Work Good Work Observable Gradable Verifiable Explicit

© 2013 LEADERSHIP IQ Word Pictures®: Accountability Needs Work on Accountability When new changes are implemented, I resist the changes and push for a return to the ‘status quo’. When breakdowns or missed communications occur, I engage in finger-pointing and blaming others. When I make mistakes or miss deadlines, I offer excuses (like “I couldn’t get it done because…”). When the going gets tough or intense, I become frantic and even overreact. I avoid extra work, and when working in a team I allow my coworkers to do most of the work. Good Work on Accountability Great Work on Accountability I openly support change I do everything in the Good Work initiatives. I don't wait to be told category, PLUS… to take action and I find opportunities to help complete I encourage and convince my fellow projects more quickly and employees to support change effectively. initiatives. I accept personal responsibility I actively redirect conversations with for quality and timeliness of work my colleagues to stop them from without making excuses or blaming others. If I uncover an unexpected problem, I meet my commitments, and if it I immediately remedy the situation, looks like I won’t personally be but then I also bring it to the able to meet a commitment, I take attention of others so that we can responsibility for implementing develop a root- cause solution and an alternative that ensures the nobody else has to suffer through the commitment still gets met. same issue.

Needs Work Good Work © 2013 LEADERSHIP IQ Great Work I frequently give negative feedback but I expect quality work and don’t feel it warrants positive feedback. I am specific and direct when delivering feedback and try to stay objective, considering employee input and needs. I quickly and efficiently collect as many facts as possible so I can accurately address issues as they happen. I make tough feedback easier to hear by keeping it vague or by sugar coating my words. I address issues as they happen whenever possible. I always follow up on critical feedback by working with employees to develop roadmaps for improvement that include periodic spot checks. I give critical feedback when How employees choose to act on needed, and provide positive critical feedback is up to them. I recognition when deserved. I try to rarely offer help creating a game include discussion of areas of opportunity when giving feedback. plan for improvement. I invite face-to-face communication Of course some employees feel criticized or offended by my words. when it is convenient. Negative feedback is supposed to I tailor feedback so it meets be tough individual needs when I can. I give positive feedback even when undeserved. It helps build confidence and self esteem and makes employees like and trust me more. I ignore some important issues entirely, or I wait weeks and sometimes months and then deliver diluted feedback. I give clearly defined goals and expectations and provide examples of positive behavior whenever possible. I deliver consistent feedback via weekly face-to-face meetings. I always exercise excellent listening skills and show genuine concern and care, especially when delivering tough feedback. I am always passionate and energetic in my employee communications. I never rely on email to communicate or discuss important issues. I set clear and measurable employee I make my feedback goal oriented goals always providing specific and measureable when possible so examples and direction on how to progress can be easily tracked. improve. I offer employees help in building I always provide clear examples of road maps for improvement. what high and low performer Feedback is not the time to invite two-way conversation. A lecture I don’t look to blame, just focus on behavior looks like. preventing errors from recurring and I invite two-way conversation and style: “I talk, you listen” on finding solutions. approach is best. openly seek employee opinions and

© 2013 LEADERSHIP IQ Thanks for Participating mark@leadershipiq. com www. leadershipiq. com 800 -814 -7859 Contact us for information about our employee engagement surveys, E-Learning, onsite training or keynote speaking