MRG Summit 2019
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The document outlines the agenda for a leadership development conference. The agenda includes sessions on research in practice, interpretation skills, team motivation, product trends, and MRG solutions. Breakout sessions are scheduled between main presentations. The agenda aims to provide participants with updates on new research, tools for using research in coaching, and strategies for motivating teams.
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Results +
Relationships
A replication and update of
MRG research](https://image.slidesharecdn.com/masterslidedeckfinaltoshare-190625201335/85/MRG-Summit-2019-6-320.jpg)
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Derailers
Helping leaders at risk for
derailment](https://image.slidesharecdn.com/masterslidedeckfinaltoshare-190625201335/85/MRG-Summit-2019-16-320.jpg)
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Motivating Gen Z
Generational research preview](https://image.slidesharecdn.com/masterslidedeckfinaltoshare-190625201335/85/MRG-Summit-2019-22-320.jpg)
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Inside the Tool
Find out what makes the IDI
Team Development Report so
different](https://image.slidesharecdn.com/masterslidedeckfinaltoshare-190625201335/85/MRG-Summit-2019-52-320.jpg)
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Philosophical
Differences
Assessments aren’t created equal](https://image.slidesharecdn.com/masterslidedeckfinaltoshare-190625201335/85/MRG-Summit-2019-126-320.jpg)
![[Footer text to come] Page No 128
The MRG
Advantage
Key Distinguishing Factors
• Assessment Design
• Facilitates Self Awareness
• Developmental Focus
• Play well with others
• MRG Research adds Context](https://image.slidesharecdn.com/masterslidedeckfinaltoshare-190625201335/85/MRG-Summit-2019-128-320.jpg)
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Product
Development
Approach](https://image.slidesharecdn.com/masterslidedeckfinaltoshare-190625201335/85/MRG-Summit-2019-135-320.jpg)
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Wrap-up](https://image.slidesharecdn.com/masterslidedeckfinaltoshare-190625201335/85/MRG-Summit-2019-138-320.jpg)
MRG Summit 2019
- 1. Welcome
- 2. Agenda Start Time Description 8:30 AM Breakfast 9:00 AM Welcome and Agenda 9:10 AM Research in Practice 9:55 AM Honing Your Interpretation Skills 10:00 AM After the Feedback: Making Development Sticky 10:30 AM Break 11:00 AM Team Motivation: the Key to Team Alignment 11:30 AM First Look: the Enhanced LEA 360 Composite Report 12:00 PM Lunch 1:00 PM Product Trends 1:30 PM MRG and You: Solutions that Fit 2:00 PM MRG in the Marketplace 2:20 PM Break 2:40 PM Power in Positioning: MRG Assessment Comparative 3:10 PM Knowledge is Power 3:25 PM Guided Discussion 3:55 PM Closing Remarks 4:00 PM Happy Hour
- 3. Research In Practice Maria Brown + Tricia Naddaff
- 4. Agenda A taste of new research • Research updates • A preview of what we know about Gen Z How research is changing at MRG • New ways of sharing our research • New research questions • What do you do with 30 years of data? Using research in coaching and consulting • Using and interpreting MRG research • Practical advice for your practice
- 5. Page No 5 A Taste of New and Updated Research Research Updates Gen Z
- 6. [Footer text to come] Page No 6 Results + Relationships A replication and update of MRG research
- 7. Defining Results- and Relationships-Focus Results-Focus Production Expects a lot, achiever, ambitious, tests limits, demanding, high aspirations, works hard, sets high goals, hard- driving Control Does things on time, follows up, reminds people, persistent, tenacious, delivers on promises Relationship-Focus Empathy Sympathetic, kind, generous, builds close bonds, genuine interest in others, cares about others’ wellbeing, sensitive to others Cooperation Helpful, accommodating, team oriented, willing to compromise, seeks common ground
- 8. Balancing Results + Relationships A study of 17,717 leaders in English-speaking countries What percentage of leaders rank in the top 1/3 for both Relationships and Results? 0.41%
- 9. Balancing Results + Relationships A study of 17,717 leaders in English-speaking countries What percentage of leaders rank in the top 1/2 for both Relationships and Results? 3.37%
- 10. Balancing Results + Relationships A study of 750 leaders in Spanish-speaking countries and 1,708 leaders in Asia What percentage of leaders rank in the top 1/2 for both Relationships and Results? Spanish-speaking Asia 3.73% 3.69%
- 11. Balancing Results + Relationships The difficulty of this balancing act is unaffected by region Spanish-speaking AsiaEnglish-speaking 3.37% 3.73% 3.69%
- 12. Balancing Results + Relationships Are there differences within English-speaking leaders? Gen X Gen YBaby Boomers 2.9% Men Women 2.9% 6.9% 6.9%2.2%
- 13. Why is it difficult for leaders to be both? Neural See-Saw Social by Matthew Lieberman • Self-Awareness • Collaboration • Communication • Authenticity • Trust • ComplexThinkingAbilities • LearningAgilityandSpeed • BroadKnowledge
- 14. Maintaining focus on both results and relationships consistently is universally difficult. Some leadership demands have become too complex for most individuals to master. Is there any hope for balance?
- 15. How can we help leaders? The frontal cortex monitors behavior, integrates information and shifts plans. Well practiced tasks require less frontal cortex involvement. If we can… Identify and work on areas where practice can lead to automation and reduce the need for frontal lobe involvement Then we can… Free up some of those frontal resources and be more efficient at shifting the neural see-saw.
- 16. [Footer text to come] Page No 16 Derailers Helping leaders at risk for derailment
- 17. Participant sample 15,811 Leaders from 40+ Countries who completed the LEA 360TM between 2015 and 2019 Derailers in this sample 1,573 Leaders in the bottom 10% in overall effectiveness Finding derailing leader subtypes • Used latent class cluster model to find subgroups within the sample of derailers • Four types of derailing leaders were identified 58% Male 34% Female 8% Not reported 64% Male 28% Female 8% Not reported
- 18. High on: Self Feedback Management Focus Dominant Production Low on: Cooperation Consensual Empathy Strategic Restraint Derailing leader types: My way or the highway (24.3%)
- 19. High on: Outgoing Cooperation Consensual Authority Empathy Low on: Management Focus Dominant Derailing leader types: Happy Follower (28.6%)
- 20. High on: Structuring Authority Derailing leader types: Follow the Rules (27.3%)
- 21. High on: Outgoing Excitement Self Low on: Strategic Technical Structuring Communication Control Derailing leader types: Engaging Lightweight (19.8%)
- 22. [Footer text to come] Page No 22 Motivating Gen Z Generational research preview
- 23. When motivation aligns with work, employees are… Happy Successful Intrinsically Driven
- 24. Participants
- 25. What differs across young members of each generational cohort? Gen X 18-24 years old Gen Y 18-24 years old Gen Z 18-24 years old
- 26. Motivation Profiles by Generation
- 27. What distinguishes Gen Z from Gen Y? Gen Z is more driven by: Expressing Relating to others in a direct, spontaneous and emotionally uninhibited fashion Giving Providing others with support, affection and empathy
- 28. What distinguishes Gen Z from Gen X? Winning Acting in a forceful, aggressive and directly competitive manner Excelling Challenging oneself and pushing for higher levels of achievement Gen Z is more driven by: Gen Z is less driven by: Receiving Getting support, affection and empathy from others
- 29. Page No 29 How Research is Changing at MRG Best Practices Reports Coaching Crib Sheets Part R Making the most of a 30-year database
- 32. New Research Items LEA Observer Questionnaire Effectively leads organizational change Is effectively inclusive Shows resilience Demonstrates self-confidence LEA Self Questionnaire I am authentic in my role I believe the almost anyone can acquire and develop skills I feel self-confident in my role
- 33. Is there a relationship between Felt Self-Confidence & Conveyed Self-Confidence? No. (r = .15)
- 34. New Research Items: Behaviors that impact conveyed self-confidence
- 35. 30 years of research Over 1.2 million participants More than 120,000,000 data points 175+ Countries Same assessment = Real comparisons Answer research questions in light of global trends and local events
- 36. Page No 36 Using MRG Research in Coaching and Consulting
- 37. Coaching for Leadership Competencies
- 38. Using Industry Research for Strategic Directions
- 39. MRG Research in Your Practice: Industry Studies Creating a Vision Developing Followership Implementing the Vision Following Through Achieving Results Team Playing 10 20 30 40 50 60 70 80 90 Aerospace Industry (n=275) Aerospace Industry Top Performers (n=69) ORG (Combined Observer Scores) (n=19)
- 40. Using Role Research for Role Expectations Strategic Communication Consensual Management Focus Technical Self Control Best Leadership Practices for CFOs Direction of Relationship positive inverse
- 41. High Potential Leaders place more emphasis on: High Potential Leaders place less emphasis on: Behaviors that Distinguish High Potential Leaders
- 42. High Potential Leaders are less motivated by: High Potential Leaders are more motivated by: Motivation Patterns in High Potential Leaders
- 43. Preparing Leaders for Advancement
- 44. Median Euclidian Distances with US 0 10 20 30 40 50 60 70 CANADA AUSTRALIA NEW ZEALAND UNITED KINGDOM SINGAPORE IRELAND HONG KONG BRAZIL INDIA BELGIUM ITALY MEXICO SWITZERLAND COLOMBIA CHINA FINLAND RUSSIAN FEDERATION SPAIN PERU SOUTH AFRICA FRANCE DENMARK GERMANY SWEDEN NETHERLANDS Leadership Differences with US Understanding Country Differences
- 45. Traditional Innovative Technical Self Strategic Persuasive O utgoing Excitem ent Restraint StructuringTactical Com m unication DelegationControl Feedback M anagem entFocus Dom inant Production Cooperation Consensual AuthorityEm pathy 20 30 40 50 60 70 80 T I T S S P O E R S T C D C F M D P C C A E 20 30 40 50 60 70 80 Creating a Vision Developing Followership Implementing the Vision Following Through Achieving Results Team Playing Leadership Effectiveness Analysis - GERMANY T T TS S S P P O E E R C C C C D D F M A I Understanding Country Differences
- 46. Let us help you find the research that will enhance your expertise and assist you in your work! Thank you! MRG.com
- 47. Honing Your Interpretation Skills Tricia Naddaff
- 48. After the Feedback: Making Development Sticky Staci Nisbett
- 49. Team Motivations: The Key to Team Alignment Tricia Naddaff
- 50. Introducing the new IDI Team Development Report Why a team development version of the IDI? – Addressing market direction – Team coaching becoming a more important ask/need – Harnesses the power and relevance of what IDI measures, and offers new levels of discovery by going beyond the behavioral domain and helping teams better understand each other and help them discover new and better ways to use their collective energy – MRG wanted to provide its network with a further opportunity to engage with clients to build additional consulting engagement and to add value
- 51. 10 Projects With teams ranging from 3-15 people 8 Facilitators 5 Countries
- 52. [Footer text to come] Page No 52 Inside the Tool Find out what makes the IDI Team Development Report so different
- 54. Summary of the IDI Team Report Content Personal Motivation and Biases Individual Profile Interpretive Text Potential Biases Team Motivation and Biases Team Profile Interpretive Text Potential Team Biases Team IDI Themes (up to 8 out of 20) Theme Definition IDI Dimensions Processing Questions Coaching Suggestions Theme level Action Planning Overall Action Planning Team Action Plan Individual Action Plan
- 60. Team Motivation and Biases Team Profile Interpretive Text Potential Team Biases
- 64. IDI Themes – Core topics in team dynamics that are influenced by underlying IDI drivers o Informational Needs o Interpersonal Sensitivities o Decision Making o Pace o Risk/Caution o Trust o Sense Making o Resilience o Responsibility/Accountability o Problem solving o Influence o Conflict o Learning o Discipline/Focus o Complexity o Change o Performance o Collaboration o Power o Communication Thematic Analysis of the team dynamic Choose 8 from a list of 20 themes of greatest relevance to the team
- 66. Want more data, analysis and time to review Prefer using intuition and/or and experimental approach
- 75. First Look: the Enhanced LEA 360™ Composite Report Heather Troidl + Drew Rand
- 76. MRG Design Process We continue to invest in design thinking to include our partners and clients in the product design evolution: Introducing the new LEA 360™ Composite Report
- 77. Introducing the new LEA 360™ Composite Report “Give us more than just the data sheets!” Harnesses the power and relevance of the LEA to offer new levels of discovery Provide network with a further opportunity to engage with clients while adding insight & value Why an enhanced version of the composite?
- 78. Introducing the new LEA 360™ Composite Report
- 79. General Guidelines & Unique Observer Perceptions
- 80. Composite Profile & Brief Definitions
- 81. Strategic Directions or Role Expectations Gap Analysis
- 82. Leader Potential Blind Spots
- 85. Appendix of Graphical Data
- 86. What is Beta Testing? Beta Testing involves field use & feedback of 1st generation, fully-tested reports to inform subsequent product development. Beta Testing informs further iterations of the LEA 360™ Composite: • New features to add • Tightening/expansion of existing features • Localization needs Benefits of being a Beta Tester: • Early adoption opportunity • Ability to influence new features and design • Complimentary use of new tool*
- 87. LEA 360™ Composite– Schedule Beta Release – Live testing • Beta period will run for 4 months o July 2019 – October 2019 o Limited to 20 test openings • Complimentary first usage with the completion of feedback to MRG • MRG Summit Attendees have an exclusive period to sign up for testing: now – July 30th • Indicate on your postcard or contact MRG Client Services if you are interested in participating in the beta testing General Release – Full Availability in January • Scheduled for January 2020 • Release date and full details will be published Oct/Nov 2019
- 88. Questions?
- 89. Lunch
- 92. MRG and You: Solutions that Fit Staci Nisbett
- 94. Candidate or Coaching Report
- 95. Extra Observer Groups (Data Splits)
- 96. Open Ended
- 104. Custom LEA Candidate Report for Kensington 1. Assets calculating at anything greater than or equal to 60 2. Challenges calculating at anything less than or equal to 25 OR greater than or equal to 90 3. Interview questions calculating as: a. anything with a range profile AND a score less than or equal to 40 b. anything wiht a score less than or equal to 25 4. Role Requirements Match with the following changes a. Add the attached text to the top of the Role Requirements Match page b. relabel that page "Role Expectations Match" c. changing the word "requirements" to "expectations" throughout d. add the dimension definition after the dimension name
- 105. Custom LEA Coaching Report 1. Reduced the number of behaviors given as Coaching Suggestions from 6 to only 3 to help narrow the focus 2. Excluded 5 behaviors as potential coaching suggestions as the culture of the organization wouldn’t want leaders to increase that behavior 3. First priority given to low scores shared between the boss and direct reports on Communication, Feedback and Consensual in producing the coaching suggestions
- 106. 1. Strategic 2. Communication 3. Management Focus 4. Empathy 5. Persuasive 6. Technical 7. Control 8. Excitement 9. Consensual 10. Innovative 11. Production 12. Cooperation 13. Restraint 14. Delegation 15. Feedback 16. Tactical 17. Conservative 18. Outgoing 19. Dominant 20. Self 21. Structuring 22. Authority Custom LEA Candidate Report - KDJ
- 108. MRG in the Marketplace Staci Nisbett + Lucy Sullivan
- 109. Since we last got together…
- 110. 54 posts on the MRG blog
- 112. Subscribe Visit MRG.com/blog & subscribe 1 email every Monday Contribute Fill out your postcard Seeking case studies, success stories & new perspectives
- 115. Watch New webinars in September, October & November Watch on demand Share We’ve evolved: content is sophisticated & accessible Contribute Be part of a case study or panel Share ideas for topics
- 118. Recommend Suggest conferences you or your clients attend Collaborate Work with us on a case study presentation Invite Talk to us about key client events
- 119. 34 new pieces of Research
- 121. Suggest Let us know what topics & studies will help you Share Share them on social media & use them with your clients Let us know what resonates
- 123. Power in Positioning: MRG Assessment Comparative Maria Brown + Drew Rand
- 124. Goals & Agenda Today’s Goals: • Share our understanding of marketplace • Identify what makes MRG Assessments unique • Help you position the use of MRG assessments Agenda: 1. Philosophical differences 2. The MRG Advantage 3. Addressing Market Needs 4. Summary
- 125. Assessments We Have Explored StrengthsFinder (Gallup) Motives, Values, Preferences Inventory (Hogan) Hogan Personality Inventory Hogan Development Survey Korn Ferry 360 The Leadership Circle Benchmarks 360 (Center for Creative Leadership)
- 126. [Footer text to come] Page No 126 Philosophical Differences Assessments aren’t created equal
- 127. Where Assessment Differences Originate Philosophy Model Purpose
- 128. [Footer text to come] Page No 128 The MRG Advantage Key Distinguishing Factors • Assessment Design • Facilitates Self Awareness • Developmental Focus • Play well with others • MRG Research adds Context
- 129. MRG Assessment Features Questionnaire Design In supervising people, I am: MOST NEXT 1. Tactful 5 4 3 2 2. Demanding 5 4 3 2 3. Easy to please 5 4 3 2
- 130. MRG Assessment Features Questionnaire Design Norms Non-evaluative (Positive) wording of report Provide support throughout developmental process (LEA Resource Guide)
- 131. Self-Awareness is not Easily Achieved Hard to fake design Facilitates hard-to-accept feedback
- 132. MRG Assessments for Development Competencies are a good evaluative measure, but not good for development planning LEA Resource Guide
- 133. MRG Assessments Play Well With Others Other Assessments Competency Models
- 134. MRG Research Adds Context Freely available research (e.g., BPRs, Crib Sheets, Articles) Organization Research (e.g., industry comparisons, validation studies, group comparisons)
- 135. [Footer text to come] Page No 135 Product Development Approach
- 136. Meeting your needs and updating MRG’s product offerings Examples of Previous work Momentum IDI Team Report Current work LEA 360 Composite New norms Assessment length
- 137. We value your point of view We invite input and ideas Beta testing opportunities
- 138. [Footer text to come] Page No 138 Wrap-up
- 139. How do you frame MRG tools when you’re up against others? Anything we’ve missed? Does anyone have an example of successfully unseating / beating out another assessment?
- 140. We’re more powerful together. Come talk to us about Your assessment needs Specific assessments Your next sales pitch Thank you!
- 141. Knowledge is Power Lucy Sullivan
- 142. Closing Remarks