ASPIRE by 3P

Grow Through Hierarchy

November 25, 2019 3P Season 14 Episode 1
ASPIRE by 3P
Grow Through Hierarchy
Chapters
ASPIRE by 3P
Grow Through Hierarchy
Nov 25, 2019 Season 14 Episode 1
3P
Transcript
Speaker 1:

Good morning to the audience , uh , grill through high rock . Today we're going to talk about , um , what, what is, what does that mean? This is, I'm thinking about management. A thing about leadership, very deliberate in the polls there, there was a difference between management and leadership. This is the , the journey from execution to strategy and strategic. And we're going to use some tools share where we'll take the inspiration from Harrison assessments, which we've talked to the audience about it already. The South talent analytics tool.

Speaker 2:

Yeah. And just to add on Lindsay , this on the Harrison assessments, there was this huge research being put in and work by psychologists and research into what actually does make , um, good managers and leaders and the different elements in different levels of the hierarchy. So there's good research behind it. So ,

Speaker 1:

and that's why it's be fools not to use it. And it's as great inspiration. So just to get us moving to there, then we use a term called debt clouds and to pick it up, film , uh , Gary Vaynerchuk, clouds and Dern . It resonated with me. This is where we're either think we're operating in the clouds or we're, we're in the debt. Okay , the macro and the micro. But in reality now we're operating somewhere in the middle. Okay? And we've got to define who's operating at which level. And this is sometimes the, the confusion that we get around what is management and what is leadership. The clouds can be seen as, and this is the mission and the strategy and the innovation. And everybody gets excited by that. We should be doing that every day. And then the dirt piece, which is really getting down to the micro level of making some things happen, doesn't seem as attractive. But at the end of the day, you know , it's getting down at that micro level that makes stuff happen. This is what makes businesses tick. And yet you need a leadership strategy and you need vision and you need innovation. However, once you've got that, you need to make this work. So we're really down into the lower levels. And that's why we said the dirt or the microbiome and reality, I think it's this gray area. How do you get from the dirt, the clouds or the clouds and the dirt. So we're going to talk around that today.

Speaker 2:

It's not me . Then the managers of the dirt, not at all. No. Right . Floats off and organize . Absolutely will come towards the paradigm . Yeah. Yeah.

Speaker 1:

These are the influencers in the business and if they're not sure whether setting in that we call the high Roggie and what skill is need there, I think that can be some,

Speaker 2:

some confusion here as well. One of the most critical roles is the frontline managers, as you said. We'll come onto that with the power 95 yeah.

Speaker 1:

So yeah, there is confusion between management and leadership. I'm not saying it in all cancers, but from personal experience having through the the hierarchy or very junior management to to senior management, and you then find yourself on a a leadership team and what, what does that really mean and do I still need to manage something or am I , am I leading something? So the personal experience that I felt going through the different phases of management and then leadership, you're not really clear in your own mind what it is you're expected to do, what knowledge, what skills and behaviors you need for those various levels of change from management. There's different levels of management and then you start getting into more leadership positions. But is it just pure leadership or is it still,

Speaker 2:

yeah, well most people when the jump onto the ladder of management or whatever it is, they're not developed in the management role. Nevermind the leadership role . So some people, if they move quickly, the midst of the whole thing, the lead and haven't even done the management competency bit. Yeah, yeah,

Speaker 1:

yeah. And I've, I've felt that , um, but, and then the scares of hope , the organization gives you some training and development to try and bridge the gaps or you find your way to do that. Yeah . So there's gotta be an easier way . And as, as consultants as we are, we're always looking to take the complex and trying to make it a little bit easier for our simple minds but also to , to make it easy to communicate to a wider audience. So we also listen to lots of feedback. Um, most of you big on social media. We look at SA what's being fed back there. And we can see this confusion between management and leadership and obviously we have clients when we're talking to them about management and leadership. And there was a manager who's a leader , uh , who was in the clouds, who was in the dirt, where the macro, the micro who's doing what. So the still lots of confusion there. And what we want to do is try and open that up today and made a bit more clear because we know that of where experiments in nest and we've got some confusion. I'm sure there's plenty of people in the audience who may be expansion this as well. Okay. I'm struggling with this management and leadership.

Speaker 2:

Well we do, we want to say it. And , and as you said, we had the confusion a while ago when we were trying to put a program together to develop managers and leaders. It was really trying to get clarity around what we were really talking about, who we're actually targeting with the management and who we're talking about with the leadership and the competencies, et cetera , within each category. So we had the confusion. Um, so I think most people in our experience have similar conversations around what is management and what is leadership.

Speaker 1:

Yeah. Yeah. Okay. So the video today then we'll, we'll talk around a thing called growth through hierarchy. This says, hopefully it gives you a sense of that or it's , it's got, it's like a ladder. It's a hierarchy, but you can grow through that as well. So you've got some potential for growth and so potential for development as well. Okay. I should open up, but like a succession planning for supervisors, for line managers, for managers and leaders. We can see the knowledge, the skills and the behaviors needed for the Pfarius fairs is all of the management and leadership.

Speaker 2:

It can be useful as well for aspiring managers or spider leaders . So they can sort of see that hierarchy and think of the things where their strengths are now, but also where they might need developed to jump onto that ladder.

Speaker 1:

[inaudible] and so aware to use this in a very simplistic way is to even just for yourself as to have a look at the growth through hierarchy, which we'll be showing on the screen right now and where do you think you might have a bit of a block? So it's a simple set of questions and as you can see at the bottom of this , um , growth through hierarchy , we have the, the four elements of emotional intelligence. Um, we talked about that in the last video. It underpins talent management strategies and underpins everything that we do. We need to be good at emotional intelligence. We need to develop emotional intelligence. So we have the , the four admin staff. Um, do you think you've got an issue anywhere around those four elements or anything else in the growth or hierarchy?

Speaker 2:

Yeah, and we've put it there. Just to add it, we've put it there. This is the foundation because you need good emotional intelligence or good EEQ , whether you're a manager or a leader because it's about managing your own emotions and influencing your own emotions, but also the emotions of others. So manager or leader needs good EQT

Speaker 1:

and share it time and time again. Now by not , not from us, we'll just , um, reword things that people have said at times, but some of the big influences out there when the talk about hiring, what do they hire for emotional intelligence? So hold on . I bet the building a scheme to say we're looking for emotionally intelligent managers and leaders. So you will have him moving around in the job market, be bumping up against some form of emotional intelligence questionnaire interview because people realize that this , the foundation means a lot to organizations, but good emotional intelligence. You can learn the knowledge and the skills, the more difficult learning, the right behaviors to be emotionally intelligent. Yeah. Yeah . So again, this is, that's a high rock . As you can see now, some of our clients called the rocket in call it once. Um, but you can see the shape of it . There's two triangles there, and the best is the emotional intelligence is two triangles. One where we've got five elements in those five elements. We're calling management. Yeah. This is doing things right straight from Peter Drucker, anybody who's in the management leadership, you'll have come across Peter Drucker at some stage and his term, yep . Management doing things right in this book, he actually is called the effective executive. Okay. And that executive means executing, getting things done. Yeah. But making sure you're doing those things right. That's management. And then the leadership element is doing the right things. Lovely little subtlety play on words, but it really does capture the imagination as well. Leaders, it's doing the right things, choosing the right things to be done on a longterm basis. That's where you get become strategic. There's no point choosing three different things every week and it's what are three, four, five, six we've talked about and be forced to choose your priorities. These other things were going to do, we're going to do them well. And that then cascades through the, the management hierarchy and leaders will be a bit more strategic.

Speaker 2:

Yeah . Yeah. And you've said that it's on the background there. You'll see that on the screen, which is some of the key things in there is the strategic thinking , leading people innovation, impact, influence, achievement orientation. So very much the leadership and doing the right things. And we're gonna cover each element in more detail in future videos. They're the leadership modules, management modules, as you'll say , starting from the bottom. I've mentioned a queue , but then, so communication, energizing people, learning agility. That one in particular because if you're going to develop yourself through the hierarchy, then you need good learning agility.

Speaker 1:

Again, we talked about that. One of our videos, high potentials now , John learning Yansen necessary up in Britain today as well. Uh , you know, Google, Jim Mulva . If you need to find out something, you'd go straight to Google. You haven't got a way for a formalized training course. Yeah , you can find out anything or most things from Google or YouTube, the Sony there before on the showing you how to do these things. So a joy learning is absolutely critical

Speaker 2:

and it's a good point because when we measure and we look at AEQ , a key element of that is the motivation, the self motivation. Have you got the motivation to actually and the desire to develop yourself and self-improve . So there's some of the key things that we look for as you move through the hierarchy. Um, so yeah, and then the other two for the management levels is let's say a problem solving and resilience and perseverance. So again, we'll cover each module , um , in more detail in some of the future videos. Yeah, yeah .

Speaker 1:

Okay. So realists , three things to consider now as my bias for most is when you're looking at management and leadership and the scroll through hierarchy [inaudible] helicopter view of what we've got there. Now the foundation's emotional intelligence [inaudible] is the foundation. You move into the management knowledge, skills and behaviors, which is the bottom triangle. And then we're moving into sets of leadership competencies, knowledge, skills and behaviors. The higher level of the triangles , there's three things, emotional intelligence, it's the management which is doing things right and it's execution. And then there's the leadership which is doing the right things. This is being more strategic. So those three things to to take some [inaudible] .

Speaker 2:

Yeah, and just some things to consider as well. Some takeaways . If you're like, the first thing you need to do is consider, and we've spoke about it before, but when we talk about the power of 95 yeah . So who are the 5% of your organization? Who's going to impact the other 95% that's a 5% in this trial . Absolutely. Yeah. So it's the 5% and the there'll be managers or there'll be leaders. You might have 4% of your managers want to send the alias or whatever, but you need to identify and explore the power of 95 in your organization. Yeah . So who's going to be responsible for the execution and who's going to be responsible for the strategic. Of course the will be a crossover within that. We can start exploring who those key influencers are and the power of 95 and then decide, you know , who, who sits where on the hierarchy and who needs what type of development. So if it's management, they need management type development in those competencies. But if you want people to move into the , the, the orange modules there that we've got for the leadership, it's different set of behaviors. It di different set of competencies needed for those modules.

Speaker 1:

[inaudible] so yeah, this girl through hi Robbie should give some inspiration as to if you're a little bit stuck at the moment, then okay, we'll have a look up there at the high rock y'all , anyone the high rock , where could you have that barrier? Where to have that roadblock at the moments as a means to try and think about some skills that you're going to nail. Some behaviors are going to need to try and move you through the, the grill through hierarchy and just , uh , to bring in the , the, the influence of , um, Harrison assessments on this being mentioned by Trevor. But this is heavily influenced by Harrison assessments and their leadership competencies and way of bringing us to a model that suits our way of communicating and the way we'd like to engage with our clients. The key thing is if you're following us on telling analytics, we can measure each nation .

Speaker 2:

Yeah , yeah. And it's a framework. It's a framework to develop your managers and your leaders and really go right back to the start. It's trying to take it from the dirt to the clouds and it's a framework within that , um, yeah. And it will , can measure each competency.

Speaker 1:

Okay. Excellent. So yeah, just live with the last three things. You said that the power of 95 this year influences 5% opinion organization will sit on this triangle and this rocket, there will be the power of 95 and we , some people are going to execute and that's what they do on a routine basis. Others will get involved in the strategizing and the strategic elements, but still they have a lot of execution to do as well. A lot of management still to do. These are your key influences.

Speaker 2:

Yeah. And just to add as well, it's, yeah , there's , the success of your business largely is going to be down to your key influencers , the managers and the leaders of the business impacting everybody on a daily basis. So the success is largely going to be down to them. And we've spoke again in previous videos about he has 70% of the various and engagement , um, is down to the relationship with managers . Yeah . So it gets a key elements to focus on managers who we are managers who are your leaders. Cause the impact that you can have , um , in terms of the success is , is huge.

Speaker 1:

Absolutely. Okay. Well , thank you very much. Thank you Jess.