Your Leadership Style Unconscious Leadership

Transcription

1 Your Leadership Style Unconscious Leadership Deedee Myers, PhD, MSC, PCC

2 About DDJ Myers, Ltd. Founded 1989 Advancing Leadership Success 1. Execu4ve Search 2. Advancing Leadership Ins4tute 3. Strategic Organiza4on Philosophy: Leadership from Within Team: Advanced prac44oners and scholars providing customized Development opportuni4es and processes

3 If you want one year of prosperity, grow grain. If you want ten years of prosperity, grow trees. If you want one hundred years of prosperity, grow people. Chinese proverb

4 Involuntary Leadership in AcCon Leadership Archetypes Ideal Leadership Archetype

5 1. Involuntary Leadership in AcCon

6 Preconditioned, Deeply Ingrained Patterns

7 Trust vs. Mistrust Autonomy, innovative Competence

8 Identity, Role Confusion Relationships Generative vs. Stagnation

9 Ego Integrity Reflection on Life

10 Unaware Involuntary Unconscious

11 Effective Yes No

12 2. Leadership Archetypes

13 The Required Form of Leadership has Changed!

14 The notion of a single great man/woman as the sole leader is now a ghost.

15 Leader Archetype Context Knowing your true self Knowing others on the team Knowing the context or required conversation

16 Leaders Leader s Archetype Followers Situation

17 Followers/Peers Character type Attitudes Values Position Beliefs Followers Group Dynamics Experiences!

18 Leaders Career AHtude Education Values Expertise Experience!

19 Situation MERGER Financial Crises Culture Poli+cs Lifestage CEO Relationship" Socioeconomics

20 ü Thoughts become words. ü Words become actions. ü Actions become habits.

21 Archetype How you perceive yourself and how you present yourself influences your presence and rela4onships with others.

22 Reflection Exercise Go back to when you were years old. What was your dominant personality trait? How does this dominant characteristic show up in the work environment?

23 Strategist: Game of chess Change catalyst: Turnaround activity Transactor: Deal making Builder: Entrepreneurial leadership Innovator: Creative idea generator Processor: Exercise in efficiency Coach: People development Communicator: Stage management

24 Reflection Exercise Which of the eight leadership archetypes most aligns with your personality?

25 Reflection Exercise Which is your backup personality archetype?

26 Strategist Competencies Good at dealing with developments Provide vision, strategic direction Out-of-the-box thinking Create new organizational forms Generate future growth Best in turbulent times, long-term orientation, and seeing the big picture.

27 Change Catalyst Competencies Love messy situations Masters at re-engineering Create new organizational blueprints Reorganize for opportunity Best at major changes, such as M&A, having a new CEO on-board, and designing a compensation philosophy

28 Transactor Competencies Deal makers Skilled at identifying opportunities Drive complex negotiations Best at closure, reading people, and connecting important issues between the board and senior leadership team

29 Builder Competencies Dream of designing and creating new products, services, and organizations Talented and determined to make their dreams come true Creative, adaptable, and achievement-oriented Best when focus is needed in ambiguous situations

30 Innovator Competencies Focused on the new Possess the capacity to solve extremely difficult problems Endlessly living in the future Drift to the unusual Creative and imaginative Best at being idea generators

31 Processor Competencies Create order out of disorder Talented at setting boundaries Good at time management. Respect lines of control Collaborative Systematic outlook Best at creating order out of disorder

32 Coach Competencies High empathetic EQ Create high-performance teams Create high-performance cultures Develop people Inspire trust Best at supporting change so that people feel included, as well as creating knowledge

33 Communicator Competencies Communicate broad themes Great influencers Use simple language Good networking skills Will ask for outside help Best at influencing the mindsets of board members and other constituents to overcome crises

34 Shadow Sides

35 Strategist Shadow Side Not the best people managers Tend to be more abstract Find the world of people to be messy Prefer not to be in interpersonal relationships Not great at aligning behavior with strategy Not superb at providing specific instructions Can contribute to communication issues

36 Change Catalyst Shadow Side Become quickly bored (short-term orientation) Need to be challenged Not suited to incremental change Need immediate results to feel satisfied Can be callous Tend to think in black and white Innocent actions can have disastrous consequences

37 Transactor Shadow Side Need constant stimulation Can be domineering and overenthusiastic Might lose interest after deal is closed Lack of self-discipline with structure Quickly react and overreact Hard to read

38 Builder Shadow Side Difficulty working with others who move slow Impatience is a reflection of inner anxiety Complexity sometimes outweighs need Need for control in start-up phase can bog down in mid-cycle Domineering style can create a false sense of consensus amongst board members

39 Innovator Shadow Side Stimulated by ideas, not people Talented yet may lack social graces May not be able to effectively express themselves Poor social sensors Trouble conforming

40 Processor Shadow Side Potential lack of flexibility Difficulty moving forward if a task is not 100% complete Prefer to be market followers, not innovators Not truly visionary Can be lost without structure Can fall back on old routines

41 Coach Shadow Side May over-identify with people May not be able to make tough decisions Protect underperforming board members Difficulty in giving honest, constructive feedback May be overly optimistic about capacity of people to change

42 Communicator Shadow Side Not detail-oriented Might overextend or over-please Can appear to have a lack of focus and vision May over-talk and retell stories May appear to be performing or not be sincere May have no true north Flatter others in self-serving way

43 Reflection Exercise Which one thing will you do differently in order to enhance the teams ease of success?

44 3. Ideal Leadership Archetypes

45 Ideal Diverse Archetypes

46 What is the collective leadership archetype?

47 Reflection Exercise Which of the eight archetypes best represent your team as a whole? How does the world outside the work environment characterize the team s personality? What personality needs to be added to your team dynamic?

48 Get yourself out of the box!

49 Ideal Leader Understands repertoire of styles Realistically knows that certain adaptations are not easy Accesses the natural archetype of the other team members Asks team members to step into roles that best suit their skills Connects style to context

50 Team Advantages Optimize interactions more effectively Improve communication Listen with greater capacity for dignity Transparency about strengths and weaknesses

51 Questions, Answers or Comments?

52 What else we do at DDJ Myers: ü Board development and education ü Talent strategy and succession planning ü Organizational alignment ü Executive search ü Executive coaching ü Team tuning ü Employee development day facilitation ü Emerging leader program

53 Thank You Deedee Myers, PhD, MSC, MA, PCC CEO, DDJ Myers, Ltd. (602) direct ddjmyers.com Slides shared at: