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Leadership Development > LAI > Flashcards

LAI Flashcards

1
Q

5 Leadership Responsibilities

A
  • Creating the Vision
  • Creating the Organization
  • Building a High Performance Culture
  • Driving Growth Through Innovation
  • Producing Results
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2
Q

6 Leadership Skills

A
  • Strategic Thinking
  • Communication and Negotiation
  • Leading Change
  • Coaching and Mentoring
  • Problem Solving
  • Leading Teams
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3
Q

5 Leadership Competencies

A
  • Focused Drive
  • Emotional Intelligence
  • Trusted Influence
  • Conceptual Thinking
  • Systems Thinking
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4
Q

Focused Drive Components

A
  • Focus - Ability to identify an important goal or vision and to channel efforts at specific targets that support that goal/vision.
  • Drive - The ability to persevere, sacrifice (when necessary), and expend high degrees of energy to reach high levels of performance.
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5
Q

Emotional Intelligence Components

A
  • Perception - The ability to read the emotions and thoughts of others through the use of insight and analytical skills.
  • Emotional Maturity - The ability to master emotions and cope with stress in a way that instills confidence, motivates, and enhances group effectiveness.
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6
Q

Trusted Influence Components

A
  • Commitment - The ability to evoke trust from others by keeping commitments, adhering to high ethical standards and principles, and building shared goals/values.
  • Empowerment - The ability to help others reach higher levels of performance through trust, delegation, participation, and coaching.
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7
Q

Conceptual Thinking Components

A
  • Innovation - The ability to create/enhance ideas, products, and services that lead to bottom line success.
  • Big Picture Thinking - The ability to see all of the forces, events, entities, and people involved in the situation at hand.
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8
Q

Systems Thinking Components

A
  • *• Process Orientation** - The ability to increase overall learning and performance by designing, implementing, and/or connecting processes.
  • *• Mental Discipline** - The ability to sort through ambiguity and alternatives in a way that crystallizes and puts ideas into action.
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9
Q

Strategic Thinking

A

The skill of using powerful frameworks and approaches for diagnosing and anticipating competitive threats, and taking action on the strategic concerns of your organization.

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10
Q

Communication and Negotiation

A

The skill of communicating and relating to a broad range of people internally and externally and using that ability to arrive at and reach understandings and agreements.

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11
Q

Leading Change

A

The skill of understanding and using the most effective tools and processes to drive needed change.

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12
Q

Coaching and Mentoring

A

The skill of mastering a comfortable coaching style and using it strategically to improve performance

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13
Q

Problem Solving

A

The skill of employing analytical abilities, pragmatism, and other tools to resolve complex problems in a variety of contexts.

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14
Q

Leading Teams

A

The skill of inspiring and driving a team to go beyond the expected.

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15
Q

Focused Drive

A

The capability of focusing on a goal and harnessing your energy in order to meet that goal – a balance between focus and drive.

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16
Q

Emotional Intelligence

A

The capability of understanding and mastering your emotions (and those of others) in a way that instills confidence – a balance between perception and emotional maturity.

17
Q

Trusted Influence

A

The capability of evoking trust from others and placing trust in others to enable them to succeed – a balance between commitment and empowerment.

18
Q

Conceptual Thinking

A

The capability of conceiving and selecting innovative strategies and ideas for your organization – a balance between innovation and big picture thinking.

19
Q

Systems Thinking

A

The capability of connecting processes, events, and structures – a balance between process orientation and mental discipline.

20
Q

3 Steps for taking Leaders through the LAI report

A
  1. Make conclusions about their strengths
  2. Make conclusions about their development opportunities
  3. Begin Development Planning
21
Q

5 Steps for Drawing Conclusions about Leader Strengths

A
  1. Open ended comments – Appreciation
  2. Top 5 Ranked Behaviors
  3. Top 5 Components & Skills
  4. Behavior Indicators
  5. Positive Gaps (Inconsistencies between self score and other rater groups)
22
Q

5 Steps for Drawing Conclusions about Leader development opportunities

A
  1. Open ended comments – Advice
  2. Lowest 5 Ranked Behaviors
  3. Lowest 5 Components & Skills
  4. Behavior Indicators
  5. Negative Gaps
23
Q

4 Next Actions - Development Planning

A
  1. Decide what specific ways the individual can continue to leverage their strengths for even greater leader effectiveness
  2. Decide which competency(ies)/skill(s) the individual would like to target for improvement
  3. Complete their Blueprint Map/Individual Development Plan (IDP) with concrete next steps for development
  4. Discuss next steps for communicating with his/her manager and other raters
24
Q

4 Prep Questions

A
  1. To what degree are rater groups aligned?
  2. To what degree are people within rater groups aligned?
  3. Where are scores relative to the norm(s)?
  4. What are some of the common themes?
25
Q

5 Context Questions

A
  1. Any surprises? Did you anticipate this is what other people see in you?
  2. How does this make you feel?
  3. Have you received this feedback before?
  4. Do you agree with the data?
  5. What do you think that might be about?
26
Q

3 Observation Questions

A
  1. What emotions are evoked?
  2. What physical reactions are evoked?
  3. What rackets are revealed?
27
Q

3 Pitfalls to beware of

A
  1. Reinforcement of strengths which are actually “derailers”
  2. Misunderstanding of behavioral indicators statements (culturally some are more challenging)
  3. Coach getting involved in solving their challenge

Leadership Development (20 decks)

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