The Strengths Argument

Transcription

1 Strengths, Strengths Overused, and Lopsided Leadership Robert B. Kaiser Darren V. Overfield The Strengths Argument Buckingham & Clifton (2001). Now, Discover Your Strengths. Traditional performance appraisal and T&D focuses on what s wrong It asks people to be what they are not Criticizing weaknesses is demoralizing Fixing weaknesses may get you from bad to average, but will never make you great 1

2 The Strengths Argument Buckingham & Clifton (2001). Now, Discover Your Strengths. Instead of focusing on what s left out, focus on what s left in Most people don t know their strengths If they knew their strengths, they could make better use of them Maximizing strengths is the only way to achieve greatnesses The strengths ideology ignores decades of research on leadership and development 2

3 Derailment Research Strengths can become weaknesses McCall & Lombardo (1983) Off the Track: How and Why Successfulcessful Executives Get Derailed. CCL. McCall (1998) High Flyers. His greatest strengths the uncompromising determination, sharp-tongued irreverence, and unblushing idealism turned out to be critical flaws. [His] high-minded resolve began to look to others like simple-minded obstinacy... McCall (2009) Every strength a weakness. The Perils of Accentuating the Positive. 3

4 Unshakeable. Self-reliant. Comfortable in the spotlight. Fond of the dramatic gesture. Passionate about the big picture. Impervious to criticism. The kind of person who bounds from project to project, embracing change as a way of life. Those traits helped Carly Fiorina win the top pjob at Hewlett Packard Now, with her sudden ouster from H-P, they are sure to be seen as flaws as well. Self-assurance Command Positivity Relator Winning others over the cockiest guy I have ever met in my life. 4

5 Maximize one outcome, neglect another Ames & Flynn (2007). What breaks a leader? Journal of Personality & Social Psych Lopsided Leadership Kaplan & Kaiser (2009). Stop overdoing your strengths. Harvard Business Review. 5

6 Forceful much Too little The right amount Too r = Too little The right amount Too much Enabling N = 484 managers and executives Strategic o much Too little The right amount Too r = Too little The right amount Too much Operational Kaiser & Overfield (2010). Assessing flexible leadership as a mastery of opposites. Consulting Psychology Journal. Research Study What is the relationship between a manager s area of natural talent and: 1. Overdoing related leadership behaviors? 2. Underdoing opposing, but complementary, leadership behaviors? 6

7 Sample 110 managers 3 companies (mfg, financial, i health) 65% male All reported being at middle management Measures version3.0 7

8 Achiever Context Input Activator Deliberative Intellection Adaptability Developer Learner Analytical Discipline Maximizer Arranger Empathy Positivity Belief Focus Relator Command Futuristic Responsibility Communication Harmony Restorative ti Competition Ideation Self-Assurance Connectedness Includer Significance Consistency Individualization Strategic Woo (winning others over) Identifies Top 5 Signature Themes Self-assurance Command Positivity Relator Winning others over Achiever Significance Self-assurance Maximizer Futuristic 8

9 version3.0 Too little The right amount Too much Much too little Barely too little Barely too much Much too much Forceful taking the lead and pushing for performance Strategic positioning the organization for the future Enabling creating conditions for others to contribute Operational focusing the organization on the short term Detecting too much of a good thing Item text: "Pays attention to detail has a finger on the pulse of day-to-day activities. Average subordinate ratings for 107 executives. 9

10 Activator Command Competition Conceptual Alignment Can make things happen by turning thoughts into action; often urgent about results. Having strong presence; able to take control of a situation and make decisions. Striving to win and measuring progress against the performance of others. Forceful taking the lead and pushing for performance Developer Harmony Includer Enabling creating conditions for others to contribute Recognize, cultivate, and reward the potential in others. Getting along by seeking consensus, emphasizing similarity, and minimizing conflict. Accepting of others; aware of those who feel left out and makes them feel welcomed. Intellection ti Futuristic Strategic Strategic positioning the organization for the future Intellectual; introspective and appreciates the world of ideas. Identifying relevant patterns and issues, good at visualizing alternatives. Visionary; inspired by the future and what could be. Operational focusing the organization on the short term Consistency Discipline Focus Setting up clear rules and adhering to them. Creating order, routine, and structure and regularly using it. Staying on task, and following through, and prioritizing around goals. Self-report Coworkers version3.0 10

11 Results Validity of conceptual alignment In top 5 Not in top 5 M SD M SD T Leadership Behavior Strength Theme x.xx (.xx) x.xx (.xx) sig *** Too little The right amount Too much Much too little Barely too little Barely too much Much too much Validity of Conceptual Alignment 11

12 Results Validity of conceptual alignment In top 5 Not in top 5 M SD M SD T Leadership Behavior Strength Theme x.xx (.xx) x.xx (.xx) sig *** Strengths and overdoing behavior Strength Theme Leadership Behavior Too little Right Amt. Too Much In top 5 % % % Not in Top 5 % % % 12

13 Upshot Managers overdo leadership behaviors related to their natural talent Worse they neglect complementary leadership behaviors 53% 92% 13

14 Applications Doing Strengths Work Right Most Americans do not know what their strengths are. When you ask them, they look at you with a blank stare. - Peter Drucker Two components Identify Strengths Strengths Inventory SF34/SF2.0 Realise2 by CAPP ViA by Peterson & Seligman Or use on omnibus personality inventory Assess use of Strengths Coworker Feedback 360 surveys Interviews/written FB But Assess for strengths overused Be wary of 5-pt scales and the more is better assumption 14

15 1 Participants predict their strengths 2 Participants complete a strengths inventory 3 Participants get 360 feedback (ratings/words) 4 Follow-up at T2 strengths overused, shortcomings Strengths, Strengths Overused, and Lopsided Leadership Robert B. Kaiser Darren V. Overfield 15