M1 - Individual Leadership People & Team Leadership

MEP: Leadership
Programme
Senior Leadership Team October 2022
© Hult EF Corporate Education 2021

MEP: Leadership Programme
Committed Leading Committed

to Lead Others to Growth
Results
• Scene setting • Executive • Coaching
• Psychological Safety Presence/Brandin • Listening
• Sequencer g • Peer coaching
• Leadership pipeline • Colour blind • Mural &
• The values shift • Influencing & appreciation
Persuading
• Motivation
2 © Hult EF Corporate Education 2022

Table Conversation
When was the last time you wanted to say something,

but held yourself back?
What stopped you from speaking?
What stopped you?
Driverless
Cars Increase
in
Murder
Rate
Reduced Increase
Accident in Black
Rate Market
Organs
Reduction
in Organ
Donation
Failing to
Speak Up
“As considerable prior research shows,
psychological safety is a precursor to
adaptive, innovative performance—
which is needed in today’s rapidly
changing environment—at the
individual, team, and organization
levels”
Psychological Safety and the Critical Role of Leadership Development (McKinsey, 2021)
Psychological Safety
‘‘A sense of ‘‘It describes a team

confidence that the climate characterized
team will not by interpersonal trust
embarrass, reject or and mutual respect in
punish someone for which people are
speaking up” comfortable being
themselves’’
Edmondson, Fearless Organisation, 2019

Psychological Safety is Not….
Trust
• This is an element of psychological safety
• This is an individual level construct
• This is focussed on the actions of others
• This is in your control – I choose to trust you – Psychological Safety is in the other’s control – they make
you feel safe
• Locus of control is with you
Familiarity
Cohesiveness
Being Nice
Leading in a VUCA world
Volatile
Uncertain
Complex
Ambiguous
Our Agreements
Sequencer
Setting the Scene for our Collaboration

Committed to Lead
Understanding myself

Leadership Pipeline Diagram

Leadership Pipeline
The Leadership Pipeline, Charan, Drotter, and Noel, 2001

Activity: Capability Requirements
Work in groups of three or four:
• Review the Leadership Pipeline diagram and identify each of the pipeline levels.
• Complete the Capability Requirements Worksheet and agree as a group the important
skills and knowledge, focus, and values for the first four levels in the pipeline.
• Be ready to share your group’s thinking.

Capabilities for Each Level
Level Skills and Knowledge Focus Values

Capabilities for Each Level
Level Skills and Knowledge Focus Values
Individual Planning, punctuality, content, Doing the work within given time Developing alignment with
Contributor quality, and reliability / Relevant frames and to the right standard / the company’s culture
product and process knowledge Meeting individual objectives and adopting professional
standards
Manager Managing people in addition to Balancing time between doing and Achieving through
of Others skills outlined above / Motivating managing / people / Building strong teamwork
others / Creating a positive team climate / / Developing talent / Leading self
Increasing planning ability / Working with stakeholders and others
Communication, coaching, and
feedback
Manager All of above plus strategic planning Focused on managing only / Developing and utilising a coaching
of Managers / Business acumen / Creating vision Increased horizon including style of leadership / Modelling
and translating strategy / strategic business issues at the relevant leadership behaviours /
Delegation / Self-awareness functional level / Working across Empowering others
teams / Enabling change and
collaboration / High-value activities
Functional All of above plus broader and Driving innovation / Transferring Businesswide scope and adoption
Manager deeper communication skills / skills and experience to new roles / of a broader
Enhanced delegation skills / Driving Enhancing collaboration and longer-term perspective
accountability competing for resources

Activity: Identifying the Values Shift
Working in your group:

• Focusing on the transitions between levels of
leadership, identify the values shift required
for moving up to the next level
and capture it on your whiteboard.
• Refer to your preparation work. Where are you?
• What’s changing or challenging?

Making the Values Shift
Transition #3
Transition #2
From depth
Transition #1 to breadth
From managing
the first line
From doing work
to coaching
to getting work the values shift
done through
others

25/10/2022
Change and stress

The Real World
www.ethicalquest.co.uk
OUR WORLD OF CHANGE
www.ethicalquest.co.uk
THE CHANGE TRANSITION CURVE
H
I
G 3 11
H 2
S 1 7
4
& 5 10
L 6
O 8
W
9
S
TIME
CHANGE EMOTIONS
• Depression Happiness
• Threat Anxiety
• Moving forward Gradual acceptance
• Denial Disillusionment
• Hostility Fear
• Guilt
Leadership Branding &
Presence
What is a brand?

Brand – business
or marketing
concept that helps
people identify a
particular
company, product
or individual

Why Leadership Branding?
Your brand is the

unique
combination of
skills, experience,
and personality
Napoleon Bonaparte Nelson Mandela Mother Teresa that you want the
world to see.

5 Steps – How to Create Your Brand
(Preparation)
 Clarify the results your want to achieve (2023)
 What do you wish to be known for?
 Define your identity
 Construct your leadership brand statement
 Discover how you project currently
 Market your brand

Leading Others


Results
• ZOOM • Executive • Coaching
• Psychological Safety Presence • Listening
• Leadership pipeline • Sequencer • Peer coaching
• The values shift • Influencing & • Mural &
• Leadership Branding Persuading appreciation
• Colour blind • Motivation

How do you perceive these CEOs?

Sheikh Mohammed Bin Rashid

Jeff Bezos CEO Amazon

Khalif Al Habtoor on Habtoor businesses

Ginni Rometty CEO IBM

Paul Griffiths CEO Dubai Airports

Colour Blind

Complex Collaboration
What do our teams need from us to deliver
these results?

Whom Will You Choose?
You need help achieving your business priority; there are four people
you could approach:
Green is very competent in the area of your
need, and is very likable.
Orange is very competent in the area of your

need, but is not very likable.
Blue is not very competent in the area of your

need, but is very likable.
Grey is not very competent in the area of your

need, and is not very likable.
Rank-order your choices by colour, from most to least preferred.

What We Say …
2 1
Very Very
Competent Competent
Competence Not Likable Very Likable
4 3
Not Very Not Very
Competent Competent
Not Likable Very Likable
Likability
Source: Tiziana Casciaro and Miguel Sousa Lobo, “Competent Jerks, Lovable Fools, and the Formation of Social Networks,” Harvard Business Review,
June 2005; Tiziana Casciaro and Miguel Sousa Lobo, “When Competence Is Irrelevant: The Role of Interpersonal Affect in Task-Related Ties,”
Administrative Science Quarterly, December 2008.

What We Do …
Mostly
avoided 2 1
Very Very
Competent Competent
Competence Not Likable Very Likable
Desperately
avoided 4 3
Not Very Not Very
Competent Competent
Likability

Impact on Your Strategic Priorities?
2 1
Very Very
Untapped Competent Competent Could be
resource a bottleneck
Competence
4 3
Not Very Not Very
May not be
Don’t even Competent Competent very useful
think about it!
Likability

Likability Impacts Leadership
Effectiveness
More than 90% of Only ½ of 1% of

my impression of you leaders rated as unlikable
is based on likability and were rated as
competence highly effective

Developing Leadership Presence
PERCEPTION IS
ORDER MATTERS: BALANCE IS KEY:
EVERYTHING:
Competence is critical, but Certain behaviors create the Too much of one or the other
lead with likability: perception of likability and diminishes influence.
competence.
− Like = trust
− Contributes more to
evaluations of others
than competence
− Nervous system “sees”
likability cues first Most people fall short.
Source: “Connect, Then Lead,” Amy J.C. Cuddy, Matthew Kohut, and John
Neffinger, Harvard Business Review, July-August 2013

One Key Thing
Convey warmth and strength.

Warmth Looks Like…
• Relaxed but strong posture

• Wide range of vocal expression
• Authentic smile (mouth and eyes)
• Bright eyes
• Welcoming gestures—may even reach out
to others
• Relaxed head, chin square
• Arms and hands open, visible, and
welcoming
What could you be using more of? • Flowing speech patterns, elicits responses

Strength Looks Like…
• Relaxed but strong and large posture—

takes up space
• Volume fills the air but not too loud
• Authoritative expression, serious but soft
• Strong eye contact without staring
• Strong, but not “choppy” gestures
• Head straight, chin slightly raised
• Arms and hands open and visible with
gestures that take up space
• Pauses for effect; strong speech pace What could you be using more of?

Most People Are Out of Balance…
High Strength
Both balanced
without enough
and effective
Warmth
Strength
High Warmth
Neither without enough
Strength
Warmth

How It Can Feel
Uncertain feelings of fear

Strong feelings of
or envy: “You’re too
admiration: “I trust you,
aggressive; I admire you,
and I want to engage with
but I’m worried about
you.”
competition.”
Strength
Uncertain feelings of pity:

Strong feelings of
“I like you, but I don’t really
contempt: “I don’t like you,
want to associate with you;
and you have nothing to
you don’t have much to
offer me.”
offer me.”
Warmth

Influence & Persuasion
Motivation

Definitions
• influencing; having an effect on someone’s character, development or behavior
• persuading; inducing someone to do something through reasoning or argument
• manipulating; influencing someone skilfully, especially in an unfair manner, to suit’s one’s
purpose

Understanding and flexing your
communication style
ETHICAL QUEST www.ethicalquest.co.uk
What are Communication (Social)
Styles?
A stable pattern of observable behaviors when interacting with others.

55
Responsiveness
How much you like
engaging with people

Understanding responsiveness
Low responsiveness people High responsiveness people
tend to … tend to …
Disclose feelings less easily Express feelings more readily
Be less interested or skilled at Be comfortable and interested in
small talk small talk
Be more task-oriented Be more people-oriented
Be more structured with time Be less structured with time
Be concerned with thinking Be concerned with feelings
Be precise and specific Be more imprecise and general
Use facts and data Use opinions and hunches
Be more disciplined Be more personal
Appear more reserved Appear more friendly
57
Assertive
How naturally forceful
and directive you are

Understanding assertiveness
Less assertive people More assertive people
tend to … tend to …
Be more ‘ask’ oriented Be more ‘tell’ oriented
Be more supportive Be more directive
Respond Initiate
Demonstrate less energy Show more energy
Speak less rapidly Speak more rapidly
Gesture less vigorously Gesture more strongly
Decide less quickly Decide more quickly
Be less confrontational Be happy to challenge
Be less direct Be more direct

Person
Amiable
59
Expressive
Ask Tell
Analytical Driver
Task

Words 60
Voice
Body

Colourful
Positive Optimistic
Expressive
Enthusiastic Energetic
Idealistic Emotional
ETHICAL QUEST www.ethicalquest.co.uk 61

Structured
Unemotional Confident
Analytical
Articulate Precise
Sensible

Understanding
Flexible Exploring
Amiable
Warm Empathising
Trusting Guiding

Confronting
Evaluative Personal
Driver
Energetic Direct
Intense Judgemental

…
For your style, in the top half of your flipchart, list what the great strengths of your style are
65
Strengths Weakness

…
Now visit all the other style flipcharts and in the bottom half list what you see as the weaknesses of that style
66
Strengths Weakness

Consider for your style
How does this relate to your brand and

67
Perception you want to create?
How you might spot this style in

an email phone call Zoom/Teams
call

Understanding Social Styles
• There is no best or worst style. All of them have advantages and

disadvantages.
• We tend to have one main style and a subsidiary, although we can

use all of them.
• Inner reactions and outer responses may differ.
• Your challenge is to handle people who are very different from you.
Discussing Social Styles
• What are the benefits of using this style a lot?
• And what are the shortfalls of this style?
• Which is your subsidiary style?
• What causes you to switch to this other style?
• Can you describe a scenario in which you’ll use that subsidiary

style?
70 Talk to a collague for a few
minutes and then try and
guess each other’s style
(you may remember it
from the exercise)

Commited to Growth
Coaching


Results
• ZOOM • Executive • Coaching
• Psychological Safety Presence • Listening
• Leadership pipeline • Sequencer • Peer coaching
• The values shift • Influencing & • Mural &
• Leadership Branding Persuading appreciation
• Colour blind • Motivation

Motivation
73 © Hult EF Corporate Education 2022 73

Maslow’s Hierarchy of Needs
SA
Esteem
Love (Social)
Safety and Security
Physiological
Herzberg's
Motivators
and Hygiene
'motivators' Factors
achievement
recognition
work itself
responsibility
advancement
personal growth
'hygiene' (or 'maintenance') factors
status security relationship with subordinates
personal life relationship with peers salary
work conditions relationship with supervisor
company policy and administration supervision
Hygiene factors are merely a launch pad - when damaged or undermined

we have no platform, but in themselves they do not motivate.

Intrinsic / extrinsic motivation
76 © Hult EF Corporate Education 2022 76

Extrinsic / intrinsic motivation
• Extrinsic motivation is when you are motivated to perform a behavior or

engage in an activity to earn a reward or avoid punishment.
• Intrinsic motivation is when you act without any obvious external rewards.
You simply enjoy an activity or see it as an opportunity to explore, learn, and
actualize your potential.

Self-Determination Theory
Intrinsic motivation comprises:
• autonomy
• competence
• relatedness
Richard M. Ryan Edward L. Deci

Research Professor Professor
University of Rochester University of Rochester

Self-Determination Theory
Controlling the course Being effective dealing

of your life; having with your
autonomy competence
choice environment; having
motivation
mastery
Having meaningful
relatedness
connections with
other people

Time for an exercise

COACHING: A DEFINITION
Coaching is an ongoing series of

actions—formal and informal, planned
and spontaneous—that a manager
takes to help people maximize their
performance.
The purpose of coaching is to expand

individual and organizational capacity.
81 © Hult EF Corporate Education 2022 www.ethicalquest.co.uk

WHERE ARE YOUR COACHING
OPPORTUNITIES?

COACHING FOR GROWTH
1. Establish the context for coaching

2. Read the need of the ‘coachee’
3. Prepare relevant and feedback in context of your
coaching conversation
4. Use the GROW model as a framework to structure
the coaching

THE GROW MODEL
1. GOAL 2. REALITY
For session Who/what/where/
how much?
GOAL: What do you want?

REALITY: what is happening?
OPTIONS: what could you do?
WILL: what will you do?
3. OPTIONS
4. WILL What’s possible?
The way ahead

GROW MODEL
Goal:
• What would you like to get out of this session?
• What would a good outcome be?
• What do you want to work on?
• What’s the long term goal related to this?
• What are the intermediate steps to get there?
Reality:
• What’s the current situation?
• What’s happening here?
• What’s the real issue?
• What has happened so far?
• What are all the factors?
Options:
• What is the ideal outcome?
• In a ‘no risk’ situation, what could you do?
• What would be the consequences?
• What are the advantages/disadvantages?
• What are the different ways to approach this?
• What would work best?
Will:
• What is the immediate next step?
• On a scale of 1 - 10, how likely are you to take this step?
• What might get in the way?
• What precisely will you do?
• When will you do that?
Individual/Small-Group Activity:
Final Insights Peer Coaching
Purpose:
To prepare for returning to the workplace
Instructions:
•Individually, identify your biggest challenge in:
- Creating alignment
- Empowering team members
- Collaborating for success
•In your peer coaching group
- Take turns sharing your challenge and providing advice
to one another
- Schedule a peer coaching virtual meeting
Timing: 40 mins.
My Leadership Legacy:
Artists in Action
Purpose:
To illustrate the evolution of your leadership abilities as a
result of participating in this Leadership Journey
Instructions:
Review your personal insights from the programme
Use the supplies provided to create a visual representation
of the leader you are now/intend to be in future
Prepare to share your visual with the group and describe it
with one minute only
Thank you!

M1 - Individual Leadership People & Team Leadership

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MEP: Leadership

© Hult EF Corporate Education 2021

Committed Leading Committed

2 © Hult EF Corporate Education 2022

When was the last time you wanted to say something,

‘‘A sense of ‘‘It describes a team

Edmondson, Fearless Organisation, 2019

12 © Hult EF Corporate Education 2022

© Hult EF Corporate Education 2021

14 © Hult EF Corporate Education 2022

The Leadership Pipeline, Charan, Drotter, and Noel, 2001

15 © Hult EF Corporate Education 2022

Work in groups of three or four:

16 © Hult EF Corporate Education 2022

17 © Hult EF Corporate Education 2022

18 © Hult EF Corporate Education 2022

Working in your group:

19 © Hult EF Corporate Education 2022

20 © Hult EF Corporate Education 2022

Change and stress

26 © Hult EF Corporate Education 2022

27 © Hult EF Corporate Education 2022

Your brand is the

28 © Hult EF Corporate Education 2022

 Clarify the results your want to achieve (2023)

 What do you wish to be known for?

 Define your identity

 Construct your leadership brand statement

 Discover how you project currently

 Market your brand

29 © Hult EF Corporate Education 2022

© Hult EF Corporate Education 2021

Committed Leading Committed

31 © Hult EF Corporate Education 2022

32 © Hult EF Corporate Education 2022

33 © Hult EF Corporate Education 2022

34 © Hult EF Corporate Education 2022

35 © Hult EF Corporate Education 2022

36 © Hult EF Corporate Education 2022

37 © Hult EF Corporate Education 2022

38 © Hult EF Corporate Education 2022

© Hult EF Corporate Education 2021

Orange is very competent in the area of your

Blue is not very competent in the area of your

Grey is not very competent in the area of your

Rank-order your choices by colour, from most to least preferred.

41 © Hult EF Corporate Education 2022

42 © Hult EF Corporate Education 2022

43 © Hult EF Corporate Education 2022

More than 90% of Only ½ of 1% of

44 © Hult EF Corporate Education 2022

45 © Hult EF Corporate Education 2022

46 © Hult EF Corporate Education 2022

• Relaxed but strong posture

47 © Hult EF Corporate Education 2022

• Relaxed but strong and large posture—

48 © Hult EF Corporate Education 2022

49 © Hult EF Corporate Education 2022

Uncertain feelings of fear

Uncertain feelings of pity:

50 © Hult EF Corporate Education 2022

© Hult EF Corporate Education 2021

• influencing; having an effect on someone’s character, development or behavior