WHAT IT TAKES FOR SUCCESS IN THE SES DePuy HR Associates, Inc. Executive Solutions for the Federal Government Leadership Looking at Observed Leadership Behaviors The GOOD 1
Senior Leadership Peers Respect Trust Credibility Customers Staff Leading Change Vision/Strategy Leading People Team building/motivation, Conflict Resolution Results Driven Accountability/Metrics, Entrepreneurship, Customer Service Business Acumen IT/Procurement/Budget/Human Capital Building Coalitions Congress/Media/Peers/Community/Leaders 2
Leading People Building Coalitions Results Driven Leading Change Technical Competence Business Acumen 96 93 92 89 79 74 1 10 100 IQ correlates to success in less than 25% of the time sometimes less than 4%! IQ and education are possessed by most professionals to similar degrees What makes the difference? Emotional Intelligence (EI) Goldman states that highly intelligent students have often spent a preponderance of their time studying and less time developing social skills 3
Important aspect of success Critical in leadership competencies! Brings out the best in the team Self-Awareness Self-Regulation Motivation Emotional awareness Accurate selfassessment Self-confidence Self-control Trustworthiness Conscientiousness Adaptability Innovation Achievement drive Commitment Initiative Optimism 4
Empathy Social Skills Understanding others Developing Others Service Orientation Leveraging Diversity Political Awareness Influence Communication Conflict Management Leadership Change catalyst Building bonds Collaboration and cooperation Team capabilities If I do my job well, I will be fine Fact: Lack of Political Savvy and Emotional Intelligence creates: Poor relationships Poor outcomes Poor performance Poor leadership 5
Vision-Priorities-Values Do you understand the agency/company culture, your occupational culture and the values placed upon certain executive behaviors? What competencies are important to the senior leadership? Do you share the same priorities and values and vision? Is your opinion currently sought in major decisions? ARE YOU THE RIGHT FIT????? You Can t Succeed Without Political Savvy Know yourself Know your agency leaders Understand their values and priorities Have a game plan know your next move Have a long term goal plan strategy 6
Two Political Styles Power of Ideas (less political) Substance Power Focus on Feedback & Learning Highlights Integrity More Open Agendas Meritocracy-based decisions Results/ ideas speak for themselves Power of Person (more political) Position of Power Focus on Image and Perceptions Highlights Success More Private Agendas Relationship-based decisions Self-Promotion The Difference Between a Leader and a Manager Managers worry about how to do a task better Leaders worry about whether to do that task at all Managers worry about widgets or output Leaders worry about mission or outcomes 7
Operating from personal integrity Showing genuine concern for others Sharing both burdens and perks Handling conflict well Helping others get what they want Knowing yourself and values Using power wisely How are your relationships? Are you picked for teams? Do people ask your opinion? Do you have a seat at the table? Anyone said something nice about you lately? 8
EI Resources FYI - For Your Improvement! Lombardo step by step look at your use of each competency Change Your Questions Change Your Life Adamsapplying EI to decisions Working with Emotional Intelligence - Goldman case studies Political Savvy Resources First 90 Days in Federal Government Crucial Conversations Survival of the Savvy Nice Girls Don t Get the Corner Office 9
Use Emotional Intelligence and Political Savvy DePuy HR Associates, Inc Executive HR Solutions for the Federal Government By Brenda DePuy Contact Us: 7617 Jordon Hollow Ct Manassas, VA 20109 www.depuyhr.com bjdepuy@depuyhr.com w - 703-392-6323 c - 571-332-7392 10