Lecture Materials LEADERSHIP BEYOND MANAGEMENT Cheryl L. Thomas Managing Director Impacting People, LLC Wadsworth, Illinois thomascherylx@gmail.com 847-274-8783 August 9, 2017
Leadership Competencies and Learning Plan Graduate School of Banking August 2017 1 How We Lead Matters Life is made up of a series of days and choices and how we lead matters. - Marilyn Carlson Nelson, Chair, Carlson Companies 2 1
Agenda Background Nine Leadership Competencies Leadership Development Plans 3 Educating Professionals, Creating Leaders 4 2
Leadership One of the oldest areas of management studies Highly debated, discussed and researched Effectiveness of leadership is critical to the success of organizations Leaders impact people, groups, and organizations 5 Our definition: Leadership The influencing process of leaders and followers to achieve organizational objectives through change. 6 3
Two Dimensions of Leadership Foundational, regardless of any situation or business strategy Situational, depending on the business context 7 Personality and Traits Traits Distinguishable personal characteristics Personality Combination of traits that classifies an individual s behavior The organization of emotions, motives and capabilities Influences behaviors, relationships with others and how we make decisions Highly influenced by genetics and environment 8 4
Influences to Behavior Traits and Personality Situations Understanding dominant leadership style and the situation (employees and tasks) impacts most effective behavior 9 Transformational Leadership Seeks to change the status quo by articulating to followers the problems in the current system and the potential of where to go. Leads to increase in organizational performance Positive changes or organizational culture and learning Shift from a focus on self-interest to a collective interest 10 5
Transformational Leadership... Leadership in which the leader identifies the needed change, creates a vision to guide the change through inspiration, and executes the change with the commitment of the members of the group The non-quantitative stuff ultimately is the real driver of sustained bottom line profitability... the numbers are not the plan! Leadership Competencies vs LSI Life Styles Inventory (LSI) How you think thinking styles that influence behaviors. Important to know for selfawareness. Leadership Competencies How you lead the knowledge, skills and behaviors that drive results. 12 6
The most dangerous leadership myth is that Leaders are born that there is a genetic factor to leadership. That is nonsense. In fact, the opposite is true Leaders are made rather than born. -Warren Bennis 13 Leaders aren't born, they are made. They are made by hard effort, which is the price which all of us must pay to achieve any goal which is worthwhile. -Vince Lombardi Jr. 14 7
Questions to Ponder 15 Questions to Ponder How do you recognize a great leader? 16 8
Questions to Ponder Who are some of the greatest leaders? Which core leadership competencies made them such? 17 Leadership Competencies Knowledge, skills, abilities for effective leadership Describes how the work gets done Typically 8-16 Competencies (Executive) Adopted or Developed Derived from values and strategic priorities Adopted from a validated model (e.g., Lominger, PDI, Polaris, Halogen, Cornerstone) Created from scratch 18 9
9 Leadership Competencies for Banking 1. Coaching / Performance Management 2. Change Leadership 3. Collaborative Leadership 4. Navigator 19 9 Leadership Competencies for Banking (cont.) 5. Strategist 6. Entrepreneur 7. Talent Advocate 8. Captivator 9. Global Thinker 20 10
1. Coaching/Performance Management Works to improve and reinforce performance of others Facilitates their skill development by providing clear, behaviorally specific performance feedback and making or eliciting specific suggestions for improvement in a manner that builds confidence and maintains self-esteem 21 What it looks like Too Little overly results driven; only plays it safe; doesn t know strengths or development needs of others Too Much sacrifices results for development; overly optimistic about people s development; creates assignments that are not relevant to business needs Just Right - provides challenging assignments; knows people and their goals; engages in people s development 22 11
2. Change Leadership Initiates and/or manages the change process and energizes it on an ongoing basis, taking steps to remove barriers and accelerate its pace 23 What it looks like Too Little plays it safe; doesn t understand problems; look for simplistic or obvious solution Too Much changes things too often; leaves others behind; others see as indecisive Just Right open to new ideas; willing to experiment to find solutions; assess failures and success 24 12
A Saga of Decline & Denial... GM set the standard of how a company should be run, how utilitarian products could be made cool and how they should be sold. It helped win a world war, drive American prosperity and reinvigorate business-school curricula. Nobody else could cover the whole range of the marketplace like GM, not Ford, not Chrysler, said Gerald Meyers, a former chief executive of American Motors Corp. and now a professor of business management at the University of Michigan. In the end, though, GM was a victim of its own success its path to bankruptcy paved with the very management, marketing and labor practices that made it the world's largest and most profitable company for much of the 20th century. Strategies that had once been deemed innovative became a millstone on the whole company. WSJ, June 2, 2009 25 3. Collaborative Leadership Promotes and generates cooperation among one s peers in leadership to achieve a collective outcome, foster the development of a common vision, and fully participate in creating a unified leadership team that gets results 26 13
What it looks like Too Little doesn t read groups well; focuses on own goals without regard to others; Too Much sacrifices results for relationships; Just Right engages others with needed experience and insight for issue at hand; provides direction and follows progress with open-mindedness 27 As we look ahead into the next century, leaders will be those who empower others. -Bill Gates 28 14
4. Navigator Clearly and quickly works through the complexity of key issues, problems and opportunities to affect actions Analyzes large amounts of sometimes conflicting information Knows which factors really matter in the overall scheme of things 29 What it looks like Too Little not disciplined at solving problems; has a set bag of tricks to address issues; doesn t ask enough questions Too Much analysis paralysis; gest hung up on process; adds complexity Just Right recognizes hidden issues; looks beyond the obvious; uses disciplined logic and problem-solving techniques 30 15
5. Strategist Develops a long-range course of action or set of goals to align with the organization s vision Focuses on creating a plan for the future Makes decisions that drive the organization toward its vision 31 What it looks like Too Little can t put together a compelling plan; more comfortable in the tactical here and now; can t weave a vision of the future Too Much seen as too theoretical; overcomplicates plans; struggles to communicate with tactical or less complex people Just Right Sees ahead clearly; anticipates future consequences and trends accurately; is future oriented 32 16
6. Entrepreneur Identifies and exploits opportunities for new products, services, and markets Is always alert for creative, novel ideas Is able to look at events from a unique perspective and develop ideas never introduced before 33 What it looks like Too Little not a good judge of what is creative; doesn t understand the marketplace; may be stuck in his/her comfort zone Too Much undervalues those less creative; gets too far out in front of others Just Right good judgement about ideas and suggestions that will work; projects how ideas may play out in market; can manage the creative process of others 34 17
The Creative Imperative We are in the risk management business (remains cornerstone!) but... A greater emphasis on human imagination, innovation and creativity must be the key differentiators for business. World Economic Forum Davos, Switzerland (WSJ 1/28-29/06) 35 7. Talent Advocate Attracts, develops, and retains talent to ensure that people with the right skills and motivations to meet business needs are in the right place at the right time Ensures that the organization has people with potential to meet present and future organizational needs 36 18
7. Talent Advocate (continued) Is less concerned with filling specific positions than with attracting and retaining talented individuals 37 What it looks like Too Little lacks patience for right candidates; can t articulate what talent is needed; plays it safe with talent decisions Too Much may be too quick to replace; may assemble team of individuals who aren t good team players; may overlook slow starters Just Right selects strong people; assembles a diverse team; knows and selects talent inside and outside of organization 38 19
8. Captivator Builds passion and commitment toward a common goal Transfers the energy of their message in such a compelling way that people take ownership of the strategy or vision and are empowered to carry it out 39 40 20
What it looks like Too Little Isn t charismatic or passionate enough to excite others; doesn t act like he/she believes in vision; can t simplify enough to help people understand Too Much Leaves people behind, lacks patience with those who don t understand; lacks follow-through Just Right Is optimistic; makes vision sharable by everyone; creates milestones and symbols to support strategy and vision 41 9. Global Thinker Integrates information from all sources to develop a well-informed, diverse perspective that can be used to optimize organizational performance Understands and accepts international and cultural differences and behaves in a way that accommodates people s varying perspectives 42 21
What it looks like Too Little Is narrow and parochial; doesn t have far-ranging interests; not good at what-if scenarios; lacks experience and knowledge of broad marketplace Too Much trouble concentrating on here and now; sees connections that aren t there; reaches for too much; idealist Just Right looks toward broadest view of an issue; easily poses future scenarios; seeks diverse input and opinions to broaden knowledge and perspectives 43 The Evolution of Leadership We have always believed that building leaders is a strategic imperative. When times are easy, leadership can be taken for granted. When the world is turbulent, you appreciate great people. - Jeff Immelt, Chairman and CEO, GE 44 22
Scenario #1 Situation: (To be discussed in class) Which leadership competency is most needed and why? 45 Scenario #2 Situation: (To be discussed in class) Which leadership competency was most lacking? 46 23
Purpose of Leader Development Improve Performance Succession Organizational Change Center for Creative Leadership, Handbook of Leadership Development, pg. 30 47 The Leader Development Model Assessment Challenge Support Variety of Developmental Experiences Leadership Context Leadership Development Developmental Experiences Ability to Learn A. Developmental Experiences B. The Development Process 1. Create rich and integrated developmental experiences (that provide Assessment, Challenge, Support) 2. Enhance people s ability to learn from experience 3. Align leader development with leadership context Center for Creative Leadership, Handbook of Leadership Development, pg. 4 48 24
Assessing Needs 1. Organizational Performance Metrics 2. Feedback Formal (360, performance review, assessments) Informal (verbal, non-verbal) 3. Talent Assessments Center for Creative Leadership, Handbook of Leadership Development, pg. 34-40 49 Development Plans.A roadmap and shared commitment that clarifies the development gap between what they can do and what they must be ready to do 50 25
Development Plans 1. Current and Future goals 2. Current Strengths 3. Current and/or Future needs 4. Actions to take 5. Timeframe 6. Desired Results 7. Resources Needed (Who and What) 8. Milestones 9. Targeted Completion 51 Leadership Development Plan Name: Current Position: Career Interests Desired Position(s) next 1-2 years: Date: Current Manager: Desired Position(s) next 3-5 years: Long-Term Career Interests: Current Strengths and Development Needs Strengths Development Needs Feedback from Others (positive and negative) 52 26
Future Leadership Development Plan (continued) Targeted Position(s): Key Competencies, Knowledge, Skills needed in Future Position: Strengths to Leverage (in targeted position) Development Needs (to strengthen competencies in targeted position) 53 Leadership Development Plan (continued) What experiences, Key Competencies, Knowledge, Skills are critical for you in reaching your goals: Strategy 1: Desired Results: Activities: 1. 2. 3. Resources Needed: Indicators of Progress: Target Completion Date: 54 27
Where Leaders Learn Challenging Assignments Increase in scope of responsibilities, job rotation, responsible for creating change Developmental Relationships Bosses and superiors, difficult people, non-work guides (community leaders), mentor or coach Adverse Situation Crisis, mistakes, career setback, ethical dilemmas Course Work and Training Self-initiated, employer-arranged Personal Experiences Center for Creative Leadership, Handbook of Leadership Development, pg. 68-80 55 Experience Paradigms Experience does not always lead to learning Variation is necessary for experience-based learning Relationships can catalyze the transfer of learning Culture matters Learning from experience has clear returns for managers and organizations ROE can be enhanced Center for Creative Leadership, Handbook of Leadership Development, pgs. 93-94 56 28
Leadership and Learning are indispensable to each other. -John F. Kennedy 57 Summary 1 Identify your leadership competency strengths. and leverage them! 58 29
Summary 2 Identify your leadership development competency needs.and develop them! 59 Summary 3 Actively seek/listen for the leadership competencies you hear/see in leaders you respect... and recognize the value in learning from others! 60 30
QUESTIONS? 61 Cheryl Thomas, SPHR, SHRM- SCP Impacting People, LLC 847.274.8783 cheryl@impactingpeoplellc.com thomascherylx@gmail.com 62 31