The 21 st Century Career has seen many changes

Transcription

1 September 2010

2 The 21 st Century Career has seen many changes Multiple companies or at least multiple divisions Zig zag career progression developing deep singular subject matter expertise Information overload Global world dramatically expands beyond individual capability 2

3 Principles of Success: Execution People Skills Knowledge 3

4 Reasoning Experience Learning Expertise KNOWLEDGE 4

5 Hard Work Reliability Getting it Done 5

6 Know yourself Know your people and your business Expand people s capabilities Insist on realism Reward the doers Set clear goals and priorities Follow through 6

7 Diversity Leadership Style Influence Perceptions 7

8 Perceptions: What others think of you matters accurate or not 8

9 Influence: Trust and ability to get others to think differently or do what is needed in absence of direct control 9

10 Diversity: Having different personalities, thought processes and approaches and using that to challenge and improve the way you get the work done. Value people and thoughts that are different from your own 10

11 Visionary Coaching Affiliative Democratic Pacesetting Commanding Use liberally, in the face of ambiguity Always Personable, especially in down times When the path is unclear or every options is negative Drive the metrics, can be negative unless the team is already functioning well Use sparingly; primarily during crisis 11

12 Visionary The Visionary Leader moves people towards a shared vision, telling them where to go but not how to get there - thus motivating them to struggle forwards. They openly share information, hence giving knowledge power to others. This style is best when a new direction is needed. Transparency: Leaders who are transparent live their values. Initiative: Leaders who have sense of efficacy-that they have what it takes to control their own destiny-excel in initiative. Optimism: A leader who is optimistic can roll with the punches seeing an opportunity rather than a threat in a setback. Inspiration: Leaders who inspire both create resonance and move people with compelling vision or shared mission. 12

13 Coaching The Coaching Leader connects wants to organizational goals, holding long conversations that reach beyond the workplace, helping people find strengths and weaknesses and tying these to career aspirations and actions. They are good at delegating challenging assignments, demonstrating faith that demands justification and which leads to high levels of loyalty. Service: Leaders high in the service competency foster an emotional climate so that people directly in touch with the customer or client will keep the relationship on track. Developing Others: Leaders who are adept at cultivating people s abilities show a genuine interest in those they are helping along, understanding their goals, strengths and weaknesses. 13

14 Affiliative The Affiliative Leader creates people connections and thus harmony within the organization. It is a very collaborative style which focuses on emotional needs over work needs. Done well, it is often used alongside visionary leadership. It is best used for healing rifts and getting through stressful situations. Emotional Self Awareness: Leaders high in emotional self awareness are attuned to their inner signals, recognizing how their feelings affect them and their job performance. Empathy: Leaders with empathy are able to attune to a wide range of emotional signals, letting them sense the felt, but unspoken, emotions in a person or group. Organizational Awareness: A leader with a keen social awareness can be politically astute, able to detect crucial social networks and read key power relationships. Teamwork and Collaboration: Leaders who are able team players generate an atmosphere of friendly collegiality and are themselves models of respect, helpfulness and cooperation. 14

15 Democratic The Democratic Leader acts to value inputs and commitment via participation, listening to both the bad and the good news. When done badly, it looks like lots of listening but very little effective action. It is best used to gain buy-in or when simple inputs are needed (when you are uncertain). It has a positive impact on climate. Accurate Self Assessment: Leaders with high self awareness typically know their limitations and strengths and exhibit a sense of humor about themselves. Self Control: Leaders with emotional self control find ways to manage their disturbing emotions and impulses and even to channel them in useful ways. Conflict Management: Leaders who manage conflicts best are able to draw out all parties, understand the differing perspectives and then find a common ideal that everyone can endorse. 15

16 Pacesetting The Pace-setting Leader builds challenge and exciting goals for people, expecting excellence and often exemplifying it themselves. They identify poor performers and demand more of them. If necessary, they will roll up their sleeves and rescue the situation themselves. It is best used for results from a motivated and competent team. Adaptability: Leaders who are adaptable can juggle multiple demands without losing their focus or energy, and are comfortable with the inevitable ambiguities of organizational life. Achievement: Leaders with strength in achievement have high personal standards that drive them to constantly seek performance improvementsboth for themselves and for those they lead. Influence: Indicators of a leader s powers of influence range from finding just the right appeal for a given listener to knowing how to build buy-in from key people and a network of support for an initiative. Change Catalyst: Leaders who can catalyze change are able to recognize the need for the change, challenge the status quo, and champion the new order. 16

17 Commanding The Commanding Leader soothes fears and gives clear directions by his or her powerful stance, commanding and expecting full compliance (agreement is not needed). They need emotional self-control for success and can seem cold and distant. This approach is best in times of crisis when you need unquestioned rapid action and with problem employees who do not respond to other methods. Self Confidence: Knowing their abilities with accuracy allows leaders to play to their strengths. 17

18 Reasoning Experience Knowledge Learning KNOWLED GE Expertise Hard Work Execution Reliability Getting it Done People Skills Influence Diversity Leadership Style Perceptions 18