User talk:3minutemile/sandbox/3 Minute Mile

Contested deletion
This page is not unambiguously promotional, because... (your reason here) --3minutemile (talk) 12:54, 23 October 2015 (UTC)

Sorry! I am trying to make the page descriptive. I believe that we, at 3 Minute Mile, have formulated a unique and relevant approach to leadership development. It involves, 'inner' and 'outer' developmeht work and is based on the ideas and theories of Robert Hogan and Rob Kaiser.

Here is a synopsis: 3 Minute Mile's approach to assessment for Leadership Team Development:

We believe in deploying assessment techniques that are capable of demonstrating ROI through sustained behavioural change. This is why 3 Minute Mile considers the combination of the Leadership Versatility Index (LVI) with the Hogan Lead Forecast Suite (LFS) to be the 'gold standard' of assessment options for effective and sustained Executive/Leadership Development.

Specifically, this suite of assessments test the hypothesis of whether others perceive the need for your Russian Business Leaders to engage in more strategic and enabling ways. Otherwise, the expectations of internal stakeholders (your corporate culture) may act as a barrier to change. This process may uncover additional OD work required in order to allow your Leaders the freedom to progress in their development.

We suggest that members of your Russian Top Team receive an individual ‘virtual’ feedback session (up to 120 minutes) in advance of their Team Development Programme.

This feedback session will enable our facilitators to:

Build rapport with each team member before the 2 day team event Build participant engagement in advance of the Team session, by explaining what each Top Team member stands to gain from the intervention Share an understanding of the informal roles that each team member may be best equipped to fulfil within the HDS Russian Top Team Interview each Top Team Member about: - How they would define the Team’s current state of performance - Articulate a definition of the Team’s desired performance - What they believe are catalysts for team performance - What they see as the most important barriers to effective Team performance

Evidence and experience define two distinct aspects to Leadership Development: Outer Development: - Consisting of actions, decision-making, structure, judgement and associated behaviours displayed by Leaders

Inner Development: - Consisting of the values, beliefs, flawed assumptions and unconscious biases that underpin the consistent responses of Leaders to situations where they would be better equipped to succeed by flexing their approach and/or style in engaging others

Outer Development Work:

The LVI (sample report and additional info attached) gives your Leaders awareness of what 'outer' development work is most critical for them to address in order to improve their overall Leadership Effectiveness.

The Leadership Versatility Index® (LVI) is the thinking manager’s 360° survey. It’s based on a leadership model that offers a simple, compact framework to account for the complexities of the manager’s job - the tensions and trade-offs, the balances to be struck.

While based on research, the LVI came out of years of consulting to senior managers about their leadership.

We all know that one way managers get themselves into trouble is by overdoing it - doing too much of a good thing, whether that be talking too much, pushing too hard, delegating too much authority, getting bogged down in the details, and so on.

That’s how strengths become weaknesses.

Yet most 360 instruments do not directly measure overdoing. Their rating scales are only designed to pick up deficiencies. Our new, patent pending scale captures both underdoing it and overdoing it, as well as optimal performance.

In summary, the LVI brings two exciting innovations to Leadership 360° assessment:

1.	Unique, patented, rating scale – designed to detect both ‘shortcoming’ and ‘overdone strengths’ 2.	Two sided model of Leadership:

o	The LVI is built around the two most basic pairs of opposing dimensions in leadership o	It consists of 12 pairs of forceful - enabling items and 12 pairs of strategic - operational items o	The assessment tool also contains a brief measure of overall effectiveness o	Raters also assess the performance (Vitality and Productivity) of the Leader’s Team o	Results are normed against a sample of over 4,700 international Leaders; this allows the Leaders of XXXXX to see where they stand relative to peers across other organisations o	Five behavioural interview questions guide the interpretation of ratings with verbatim comments o	Open-ended questions can also be added, tailoring the LVI to fit XXXXX specific assessment needs – a customised instrument built on a foundation of innovation o	There is also a specific report (sample attached) for senior Individual Contributor roles, so no one feels 'left out' or marginalised Inner Development Work: The LFS (samples and additional info attached), on the other hand, raises your Leaders awareness of what "inner' development work (for example, what preferences, distorted perceptions and motivational attributes may be helping, or hindering the Leader's performance?) is required to reach these goals and generate sustained behavioural change.

We will use The Hogan Personality Inventory (HPI: Brightside), Hogan Development Survey (HDS: Darkside) and Motives, Values and Preferences Inventory (MVPI: Inside) to support your Leaders’ understanding of how 'who they are', at different levels, impacts how they lead, engage others and interact with each other to achieve common objectives as a team. The HPI is a measure of normal personality and is used to predict day-to-day job performance. It is an ideal tool to help organisations strengthen individual and team performance, leadership development, succession planning, and talent management. The HDS identifies personality-based performance risks and derailers of interpersonal behaviour. These behaviours are most often seen during times of stress and may impede work relationships, hinder productivity, or limit overall career potential. Behavioural patterns assessed by the HDS are deeply ingrained in personality and can negatively affect an individual’s leadership style and actions. By recognising and sharing these behaviour patterns, team members can compensate and mitigate risks to performance by development and peer coaching.

The MVPI predicts an individual's compatibility with organisational culture, identifies aspects of their work which they are likely to find most and least engaging, predicts unconscious biases which may impede their performance and decision making and tells them about the environment they are likely to create for subordinates.

Hogan Team Reporting:

The results obtained from each member of the HDS Top Team can be aggregated to produce the Hogan Leadership Team report (see sample attached). This report illustrates how many team members are well equipped to play the following informal roles within the Team:

Results Relationships Process Innovation Pragmatism

The under-, or over-representation of any of these roles within the team will lead to specific challenges which the Team may have to overcome in order for the to reach a state of ‘peak performance’.

The results also integrate the Team’s shared behavioural ‘derailers’ (reactions to feelings of inadequacy, or self-doubt). This allows for us to examine areas where the ‘kindling effect’ may have a negative impact on the Team’s ability to function effectively as a group and may be endangering their reputation across the wider HDS organisation.

The Values section of the Team Report illustrates where the Team can truly benefit from diversity in the fact that the Team’s values are widely diverse, as well as where the Team is in danger of ‘Groupthink’, because their values, in a specific area, tend to converge.

Measuring Sustained Behavioural Change (optional): You are able to measure success, in a very real way, with Kaiser Leadership Solutions’ (publisher of the LVI) Progress Report (sample and additional info attached).

We have all heard the question - so what difference did it make?

Whether it is 360° feedback, a leadership program, an e-learning tutorial, or a performance goal and improvement plan, the question is often unanswered. What is the real ROI?

The Progress Report® allows you to measure impact in a simple, straightforward way.

The survey is focused and efficient; co-workers can complete the assessment in less than 10 minutes with rating items that target a few, specific behaviours.

Like the LVI, the instrument goes beyond the numbers with open-ended questions about observed changes and the impact they have had on people, the organisation and performance.

The Progress Report is completely customisable. Each of your Leaders selects the specific items most relevant to them. This can be done by ‘cherry - picking’ them from a previous survey or by writing your own for a truly tailored fit that ensures relevance.

Open-ended questions can also be customised to dig deeper into specific areas of individual importance.

The Progress Report helps Leaders get the full view. It compares self-ratings to a full circle of stakeholders, including up to five different rater groups – adaptively labelled as appropriate for each individual Leader.

It would be easier for Senior Stakeholders to quantify and appreciate XXXXX Academy’s value and contribution, boosting your overall reputation, if you were able to measure real, sustained behavioural change.

The Progress Report is a powerful analytic tool to use with a group of managers - for instance, a cohort in a leadership program. Quantify the impact of the program with a group report that aggregates change across participants, showing which behaviours were most impacted and how much improvement was observed.

Imagine presenting the actual impact your programmes offer your Leaders. The Progress Report® offers a simple way to quantify progress and guide the way forward.

....so, while we have integrated ttwo significant thought leaders in the field of psychology and leadership development, we have created our own methodology, which is rapidly being uptaken by the global organisation's we work with. I would like people to reference this and be able to apply these concepts, better equip[ing themselves and the leaders they work with through a more insightful approach that is backed up empirically!

Please can you help?

Best regards, Jeremy