Staying on Track: Avoiding Derailment

Transcription

1 Women in Agribusiness Summit October 24th, 2013 Staying on Track: Avoiding Derailment through Self Awareness Tamara Tasche, VP of Execuve and Transion Services CPI Twin Cies

2 2 The Execuve e Landscape CEO turnover up 12% from last year; Average CEO tenure is years Senior leadership impacted by CEO change 3-year strategic plan a thing of the past Constant transformaon/innovaon required Emerging compeon Life balance forfeited to meet demands High percentage of new leaders fail in first 18 months

3 3 Of Note 30% to 50% of high potenal managers and execuves derail at some me during their career. Lombardo & Eichinger Derailment is almost always traced back to relaonship issues. Dr. Donna DiMenna The willingness and ability to learn from experience differenates at-risk execuves who regain career tracon from those who do not. Dr. Michael Sessions

4 Leadership Career Derailers Performance: Failure to understand goals, objecves & responsibilies Failure to deliver results Poor work quality Not addressing skill gaps Working at the wrong level Resisng change Raising problems without soluons Not understanding unwritten rules 4 The price of greatness is responsibility. - Winston Churchill

5 5 Working at the Wrong Level e Coaching Example: Getng the Squeeze

6 Leadership Career Derailers Image/Personal Brand: Lack of self presentaon skills Unprofessional appearance Experienced as inauthenc Aloofness Moodiness or negavity Percepon of stepping on others to get ahead Rigid response to most situaons 6 Behavior h i is the mirror in which h everyone shows their image. - Johann Wolfgang von Goethe

7 7 Leadership Career Derailers Exposure: Not pursuing exposure opportunies Sidestepping uncomfortable assignments Immersing self in day-to-day y details Not developing corporate sponsors Not realizing when its me to step up, lead and be visible Your playing small does not serve the world. - Nelson Mandela

8 8 What is Leadership Derailment? Leadership derailment: when our personality characteriscs betray us, degrade our success, and send us on a fast train to nowhere. Dr. Robert Hogan

9 9 Common Triggering g Events New boss Clash with boss Re-organizaon Radically different job Poorly selected cross-funconal move Increased expectaons/demands Culture change Poor onboarding to new job Problems at home

10 Back-Up/Default Leadership Styles (California Psychological Inventory) Adheres to Norms 10 ALPHA BETA Movaon: Producvity and Results Movaon: Quality and Competency Visible Parcipave Back-Up: Intolerance, Rigidity, Control GAMMA Back-Up: Self Doubt, Retreat to Background DELTA Background Independent Movaon: Innovaon and Change Movaon: Imaginaon and Creavity Back-Up: Impulsivity, self- centeredness, resistance to control Back-Up: Resentment, bitterness, cut-off Quesons Norms

11 11 Alpha Coaching Examples Over-funconing sales execuve Bank President who made the girls cry Onboarding fiasco of markeng leader

12 12 Queson: How do our strengths th become liabilies in the workplace? Answer: When they are overused.

13 13 Top 10 Leadership Strengths &Derailers 10. Intelligent Know it all, dismissive, devalues others input 9. Likable People-pleasing, indecisive, risk/blame avoidant 8. Focused Limited perspecve, closed minded, rigid 7. Ambious Manipulave, self serving 6. Passionate Dominang, reacve, emove

14 14 Top 10 Leadership Strengths & Derailers 5. Independent Leads from too far in front, poor team builder and delegator 4. Creave Disorganized, launches too many iniaves, inconsistent follow through 3. Quality focused Perfeconism, paralysis by analysis 2. Visionary/Strategic Disconnected from reality, out of touch with day-to-day issues 1. Results-driven Focused on outcomes versus experience of people Adapted from Execuve Derailment: The High Value, High Cost Employee by Michael Sessions

15 15 Small Group Exercise Move into small groups (3-4 people) Discuss notable attributes t of your best and worst boss What derailers did your worst boss demonstrate?

16 16 Best Defense Against Derailment Know Yourself Value proposion Core competencies Personal values Character strengths Development opportunies

17 17 Best Defense Against Derailment Know Yourself Leadership style Emoonal triggers Default or back-up style How you come across to others

18 18 Self Awareness Strategies Feedback Performance feedback 360 instruments Leadership assessments Informal conversaons Create your own Board of Directors Watch nonverbal communicaon

19 19 Self Awareness Strategies Body Awareness Let your body inform you Pracce deep breathing Slow down with meditaon

20 20 Self Awareness Strategies Reflecon Develop an Observer Self Journal behavior & triggers Reflect on your leadership legacy

21 21 Business Awareness Strategies Marketplace fluctuaons Change in financial status Senior leadership turnover Mergers & acquisions Changes in strategy Reduced job scope Shut off from crical decisions i Boss distances from you Not able to achieve agenda (poor buy-in; ongoing barriers)

22 22 Thoughts about Onboarding 40-64% of execuves fail in the first 18 months Company suffers: o Cost 3x execuve s salary o Loss of credibility o Loss of producvity i Deparng execuve suffers: o Loss of self esteem o Embarrassment in the marketplace Due to poor on-boarding, many others fail to reach their potenal

23 23 Onboarding Strategies Own your own onboarding o Don t expect your new employer to do it well most don t Do your homework before you start Create a day onboarding plan Watch, learn and tweak as you go Pick low-hanging fruit Remember, it s about relaonships

24 24 Who s in Your Cheering Secon? Family, friends Support system (work & home) Professional network Mentors & coaches Women around you

25 25 Successful Careers are Built on Being in the right job and work culture -- and knowing when to leave the wrong one Building nourishing relaonships Knowing and believing in yourself Managing own behavior under stress

26 26 Successful Careers are Built on... Keeping skills & experse current Embracing change Advocang for yourself Learning Staying engaged

27 27 At the center of your being you have the answer; you know who you are and you know what you want. -Lao Tzu

28 28 Thank You! Contact us for informaon on CPI services Margo O Dell, margo.odell@cpitwincies.com Find presentaon at cpitwincies.com