Leadership Summit. Empowering Leaders to Succeed. Leadership Track

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2 Leadership Summit Empowering Leaders to Succeed Leadership Track

3 The Self-Aware Leader: Fostering Innovative Team Environments by Recognizing Competencies in Self and Others Leadership Track

4 Agenda Topic Exponential Difficulty: Awareness, Innovation, Value Strength of Self-Awareness Strength of Team Awareness Strength of an Innovative Team Environment Strength of Sponsoring Investment and Change Exponential Reward: Awareness, Innovation, Value Time 5 minutes 10 minutes 10 minutes 20 minutes 10 minutes 5 minutes

5 Exponential Curve of Effort to Achieve Value Creation Innovative team environments create commercial value. Know yourself and your team. Be willing to invest in and sponsor change.

6 Self Awareness Tools Self knowledge is the beginning of self improvement. - Baltasar Gracián 17 th century philosopher

7 Step Into the Unknown kjkj K N O W T H Y S E L F K N O W T H Y S E L F

8 Why Are Self-Aware Leaders so Valuable? Adapt behavior around strengths and weaknesses Identify and utilize the abilities of those around them Create innovative and supportive team environments Invest in developing innovative, commercially-tuned ideas Sponsor investment and change arising from innovative environments Strive for organizational value creation in everything they do

9 Promoting Self-Awareness Through Diagnostic Assessment Personality, Values and Preferences Myers-Briggs Type Indicator Hogan Personality Inventory Hogan Motives, Values, Preferences Inventory Intercultural Development Inventory Jung Typology Profiler for the Workplace Professional, Technical and Organizational Competencies Leadership Styles Inventory (LSI1 & LSI2) Group Styles Inventory Organizational Culture Inventory Hogan Business Reasoning Inventory HoganLead KornFerry Voices 360 Feedback

10 Typical Professional Competencies 1. Action Oriented 8. Communication and Change 2. Drive for Results 9. Managing and Motivating 3. Ethics and Values 10. Organizing and Planning 4. Perseverance 11. Strategic Agility 5. Process Management 12. Creativity and Innovation 6. Business Acumen 13. Evaluating Talent 7. Conflict Management 14. Managing Vision and Purpose Behavioral competencies must be observable and measurable.

11 Essence of Self-Awareness Deep understanding of one s: Emotions Strengths Weaknesses Needs Drives Neither overly-critical nor unrealistically hopeful Honest with oneself and others *Goleman 2004

12 Strength of Self-Awareness Leverage personal strengths Openness to ideas of others Conscious competence Egocentric delusions Unconscious incompetence The world begins and ends with me.

13 Know Your Team When it comes to understanding others, we rarely tax our imaginations. - Laurence Hill

14 Know Each Member of Your Team Techniques Tactics

15 In the Moment Assessment Techniques Techniques 1. Assessing prior knowledge, recall and understanding 2. Assessing skill in synthesis and creative thinking 3. Assessing skill in application and performance 4. Assessing skill in critical thinking Tactics Background knowledge probe One sentence summary Directed paraphrasing Pro and con grid Never let a good crisis go to waste.

16 Trying to Answer the Deeper Questions How much do we value the employee s contribution day-to-day? Is the employee essential to high team performance? Does the employee consistently model critical competencies? How far can the employee go in the organization? How much should we invest in the employee s development? When will the employee be ready for the next role? How high can the employee go in the organization? Would the employee s departure disrupt the team? What are we prepared to do to keep the employee?

17 Potential 3 2 Talent Calibration Matrix High Potential Narrow/Deep Performer Medium Potential Steady Performer Low Potential Poor Performer High Potential Rising Performer Medium Potential Core Performer Low Potential Inconsistent Performer High Potential Star Performer Medium Potential Miss- Matched High Performer Low Potential Miss-Matched High Performer Performance

18 Strength of Team Awareness Higher volume output Efficient assignment of work Delightful discoveries Regretted team attrition Inconsistent integration with other teams Direct economic loss

19 Create the Space to Innovate Surround yourself with great people; delegate authority; get out of the way. - Ronald Reagan

20 Create the Innovative Team Environment

21 Edison s Innovation Competencies Solution- Centered Mindset Super-Value Creation Kaleidoscopic Thinking Mastermind Collaboration Full-Spectrum Engagement *Gelb & Caldicot, 2008

22 Solution-Centered Mindset Align your goals with your passions Cultivate charismatic optimism Seek knowledge relentlessly Experiment persistently Pursue rigorous objectivity People who are only good with a hammer see every problem as a nail Solution- Centered Mindset Thomas Edison Super-Value Creation Kaleidoscopic Thinking Master-Mind Collaboration Full-Spectrum Engagement

23 Kaleidoscopic Thinking Maintain a notebook Practice ideaphoria Discern patterns Express idea visually Explore the roads not taken Edison has a remarkable kaleidoscopic brain. He turns that head of his and these things come out as [if] in a kaleidoscope, in various combinations, most of which are patentable. Super-Value Creation Solution- Centered Mindset Kaleidoscopic Thinking - Western Union Patent Attorney Edward Dickerson Master-Mind Collaboration Full-Spectrum Engagement

24 Full Spectrum Engagement Intensity and relaxation Seriousness and playfulness Sharing and protecting Complexity and simplicity Solitude and team Best thinking has been done in solitude. The worst has been done in turmoil. Solution- Centered Mindset Thomas Edison Super-Value Creation Kaleidoscopic Thinking Master-Mind Collaboration Full-Spectrum Engagement

25 Mastermind Collaboration Recruit for chemistry and results Design multi-disciplinary collaboration teams Inspire an environment of open exchange Reward collaboration Become a master networker A genius is often merely a talented person who has done all of his or her homework. Solution- Centered Mindset - Thomas Edison Super-Value Creation Kaleidoscopic Thinking Master-Mind Collaboration Full-Spectrum Engagement

26 Elements to Super Value-Creation Link to market trends Tune in to your target audience Apply the right business model Create an unforgettable brand Understand scale-up effects I have more respect for the fellow with a single idea who gets there than for the fellow with a thousand ideas who does nothing. Solution- Centered Mindset -Thomas Edison Super-Value Creation Kaleidoscopic Thinking Master-Mind Collaboration Full-Spectrum Engagement

27 Strength of Innovative Team Environment Motivated, engaged, present. Strong sense of ownership. Better crisis management. Mediocrity is standard unit of measure. Improvement is accidental. Poor individual and team engagement.

28 Become a Sponsor for Innovative Change The investor of today does not profit from yesterday s growth. - Warren Buffett

29 Growth and Prosperity Follow Investment

30 Sponsoring and Investing in Innovative Change Sponsor Participation Be actively involved Be visibly involved Build a Coalition of Sponsorship Take lead role in building support Manage resistance How to ensure and avoid Communicate Directly With Everyone Explain why change is necessary Explain the risks or costs if no change is made *Prosci 2009

31 Strength of Sponsoring Investment and Change Solid foundation for value creation. Nurture loyalty toward firm. We can make a difference. Above and beyond has no value. Steady state is best state. Distrust of manager and company.

32 Create Value for the Organization The worst crime against working people is a company which fails to operate at a profit. - Samuel Gompers

33 Value is in the Eye of the Beholder Common Commercial Success Focus Areas Customer Intimacy Operational Excellence Products and Services Quality Management Brand Management

34 General Agreement: High Investment Requires High Return Low investment, high return route is best, just rare.

35 Innovation and Value Creation are Incremental No Easy Way, No Straight Path: Leap by Leap Exponential Effort: Exponential Results Consistency: Time, Awareness, Effort, Investment and Sponsorship

36 Sisyphus Justified

37 Bibliography Edison, T. (n.d.). Retrieved December 3, 2014, from Effective assessments. (n.d.). Retrieved December 3, 2014 from Executives and senior leaders: Importance and role. (n.d.). Retrieved December 3, 2014, from roles-mod3.htm Gelb, M., & Caldicott, S. (2008). Innovate Like Edison: The Five-Step System for Breakthrough Business Success. New York: Plume. Glaser, J. (2014). Conversational intelligence: How great leaders build trust and get extraordinary results. Brookline: Bibliomotion.

38 Bibliography Goleman ET. (n.d.). Retrieved December 3, 2014, from Goleman, D. (2004, January). What Makes a Leader? Retrieved December 3, 2014 from HRPersonality online assessment center for employee selection, team building, leadership and career development. (n.d.). Retrieved December 3, 2014, from Life Styles Inventory (LSI). (n.d.). Retrieved December 3, 2014, from

39 Bibliography Measure Key Competencies that Leaders Must Have in 2014 and Beyond! (n.d.). Retrieved December 3, 2014, from analysis?_kk=management%20competency20test&_kt=c8d3da7d-73ac-41fc- 8fe3-3d08f98a5817&gclid=Cj0KEQiAhvujBRDUpomG5cq_mI0BEiQA7TYq- i3px5ipmdbybyuaels4tcmqkpcf_-icqtmu8bw-hw4aatqw8p8haq On self-awareness Daniel Goleman. (n.d.). Retrieved December 3, 2014, from Simmons, D. (1999). Selective Attention Test. Retrieved December 3, 2014 from

40 Bibliography The Myers & Briggs Foundation MBTI Basics. (n.d.). Retrieved December 3, 2014, from This presentation was created by WatchWorks Management Consulting LLC under special agreement with the Wisconsin School of Business, Center for Professional and Executive Development.