Leadership Development Building Self-Awareness & Authenticitytmhra.org/wp-content/uploads/2014/10/Hampton-Leadership-Development.pdfOverview – Expected Deliverables: • Stimulate

Leadership Development

Building Self-Awareness & Authenticity

to Achieve Higher Level Performance

Susan R. Hampton, M.S., SPHR

May 8, 2013

Session Agenda:

• Introductory Remarks

• Quick Demographics Check

• Presentation – “Other Duties as Assigned”

– Background Research – the “Genius Project”

– Self-Awareness & Authenticity

– Effort / Value Model

– Misalignment Side Effects

– Levels of Performance & Authenticity

– Turn Model

– The Challenge for Leadership

– Value Filters

– Subconscious Thinking & Decision-Making

– 3 Dimensions of Thought

– Overview of the Attribute Index

– 2 Perspectives

– Masters & Blind Spots

– Summary Results Report Example

– Decision-Making Action Rules

– Performance Focus – Masters & Blind Spots

– Resources

– Bonus Assessment

• Question & Answer / Feedback

10/16/2014 Hampton & Associates - Bedford, TX 2

Overview – Expected Deliverables: • Stimulate Your Thinking About the Relationship Between Natural Talent & Peak

Performance

• Introduce You to the “Genius Project”

• Develop Context for Self-Awareness & Authenticity Related to Higher Level Performance & Leadership Development

• Introduce the Turn Model

• Discuss the Implications for Developing Higher Performing Leaders & Contributors

• Suggest 3 Ways to Align Roles & Natural Talents

• Introduce the Science Behind How People Naturally Think & Make Decisions

• Present 3 Dimensions of Thinking & 2 Perspectives for Decision Making

• Overview the Influence Snap Decision Making, Intuition, Masters & Blind Spots have on How & When You Make Decisions

• Introduce the Attribute Index & Conduct a Quick Self-Assessment Exercise

• Share Tips for Managing “Masters” & “Blind Spots”

• Provide Decision Making Action Guidelines

• Offer a Bonus “Advanced Insights” On-line Assessment for Your Use

• Question & Answer/ Feedback


Activity – “Other Duties As Assigned”

Reflect for a moment…

1. How have the tasks assigned to you in your current position “morphed” over time?

2. Have you assumed informal roles or duties that you never expected to be doing as part of your job?


Background Research

The “Genius Project”:

• Initial challenge identified: a growing trend of people reporting they felt unfulfilled in their roles & who are frustrated with their own performance & success

• Research conducted over a 7 year span & studied 197,000 people to identify common attributes present among top performers

• 5 Levels of Performance (below avg, avg, above avg, excellent & “genius”)

• Did not find any 1 attribute in common across all genius level performers

• Identified 2 contributing factors shared by all genius level performers: Self-Awareness & Authenticity


Reflection Activity Follow-up

1. List a few of your “natural” talents.

2. List a couple of things you do as part of your job that you struggle with or procrastinate about doing.

3. How authentic to your natural talents are you able to be in performing the tasks currently on your plate as an HR Professional?

4. How would you rate your performance in the areas where you get to apply your natural talents?

5. How do you feel about your performance in areas where you don’t feel so talented?


Group Discussion

1. Do you believe Self-Awareness & Authenticity important attributes for leaders in your organization?

2. What are some of the qualities you notice most about leaders whom you’ve worked for that do seem to be both Self-Aware & Authentic to their natural talents?

3. Have you ever worked for a leader (no names, please!) that lacked Self-Awareness or Authenticity? What sticks out in your mind about that experience?

Authentic Performance Formula

“Only when we are what we are, and our roles and objectives

are true to that – only then can we reach the 5th level of performance.”

– Jay Niblick


Higher Level of Self-Awareness

Higher Level of Authenticity

Higher Level Performance

Adapted from “What’s Your Genius”

By Jay Niblick, 2009

Effort/Results Model


Input

Input

Output

Output

Inauthentic = effort

expended is greater

than the sense of

satisfaction with results

achieved

Authentic = Results are

accomplished with less

effort & more satisfaction



Question

1. What clues do you see or hear when people are stressed?

2. In what ways have you seen stress impact performance?


Common Side Effects of Chronic Stress Physical Impact:

• Immune System

• Cardiovascular disease

• Muscle pain

• Stomach & Intestinal Problems

Mental Impact:

• Increased irritability or sensitivity to minor disturbances

• Feeling jumpy or exhausted all the time

• Difficulty concentrating

• Worrying about insignificant things

• Frustration & a feeling of something being wrong somewhere, but not sure where




Common Problems with Inauthentic Behavior

When people feel they have to continually use

non-talents:

1. Tend to share a belief that the company or the outside world has more control than they do over their own lives.

2. Tend to settle – with work, roles & relationships in which they are less than happy.

Implications for Leadership???

“You Get What You Accept.”


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Common Advantages for Authentic People

• Tend to have a much greater belief that they have control over their life & destiny

• Don’t settle. Seen as unreasonable in their expectations, regardless of what the culture says. They force life to work with them on their terms, not the other way around.

• Know what they are good at and what they like to do – refuse to allow themselves to get into work, roles or relationships that force them to be unhappy being something they are not.

Implications for Leadership??

“Being ‘above average’ is to success

what being ‘above ground’ is to living.”


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Input

Input

Output

Output

Levels of Performance

Inauthentic (Level 1-3) Authentic (Level 4-5)

Depleted Energized

Quantity Quality

Dissatisfied Satisfied

Impassionate Passionate

Stressed Comfortable

Frustrated Peaceful

Struggling Effortless

Forced Easy

Unnatural Natural

False True

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Inauthentic = effort

expended is greater than

the sense of satisfaction

with results achieved

Authentic = Results are

accomplished with less

effort & more satisfaction

Turn Model


Person Role

1. Take the Role

2. Learn the Role

Turn Left

3. Identify the Need

Turn Right

4. Fix

Myself

4. Fix

Role



3 Steps to Greater Authenticity

1. Talent Bartering – partnering to improve dual role performance

2. Dump & Grab – change the way you perform your own role

3. Change roles




Overview of The Attribute Index

• Based on the science of Axiology

• Identifies levels of natural talent in 3 Dimensions of Thought (Intrinsic, Extrinsic & Systemic) that impact how you think & make decisions

• Also measures 2 perspectives of thinking:

1. EXTERNAL: How you think about the world around you (Empathy, Practical Thinking & Systemic Judgment)

2. INTERNAL: How you think about yourself (Self-Esteem, Role Awareness & Self-Direction)


• At birth our brains contains one hundred billion neurons. (100,000,000,000)

• By our third birthday we have fifteen thousand synaptic connections coming from each of those one hundred billion neurons.

• By our teens we have reduced this number to almost half of the original number.

• Our axiological filters (Intrinsic, Extrinsic & Systemic) help determine which networks get reduced and which get reinforced.

90% of what we currently know about how the human brain works has only been learned in the past 11 years

– National Institute of Mental Health, 2009

Neuroscience Facts & Value Filters

Copyright © Innermetrix, Inc. All rights reserved

The Mind Seeks to Connect


3 Dimensions of Thought

INTRINSIC EXTRINSIC SYSTEMIC

Uniqueness /Singularity Comparative Absolute/Black & White

•Emotional •Self-Esteem •Empathy •Handling Stress •Understanding Others •Emotional Control •Human Awareness

•Practical Thinking •Quality Orientation •Attention to Detail •Focus on the Real World •Present State – “What Is” •Hands On / “Doer” •Good/Better/Best •Comparisons

•Formal Concepts •Vision/Ideas of How Things Should Be •Definitions & Ideals •Goals •Structured Thinking •Policies & Procedures •Rules & Laws •Ought’s & Should’s •Dealing with Absolutes •Perfection


Adapted from Attribute Index

Manual, Jay Niblick, 2009

3 Dimensions of Thought – Star Trek

Bones - the Intrinsic Feeler (Empathy)

Kirk - the Extrinsic Doer (Practical Thinking)

Spock - the Systemic Thinker (Systemic Judgment)


Check for Understanding


3 People Sitting Around a Table…

How & When We Use 3 Dimensions of Thought

1. Snap Decisions

– 1 Brain, 2 Minds

• Reasoning (Conscious - Thinking About Thinking)

• Reacting (Subconscious – Reflexive)

2. High/Low Velocity

3. Intuition


2 Perspectives for Thinking EXTERNAL PERSPECTIVES ON THE WORLD

EMOTIONAL PRACTICAL STRUCTURAL

“People First” “Results First” “Order First”

•Sees the human side of things

•Deals with things from an emotional point of view

•Appreciates people & sees them as very important

•Sees the practical, real world side of things •Focused on getting

concrete results •Sees people from a

comparative point of view •Sees details as important

•Sees the analytical side of things

•Deals with things systematically & rationally

INTERNAL PERSPECTIVES OF THE SELF

SELF-WORTH SELF-APPLICATION SELF-CONCEPT

“Love Yourself” “Improve Yourself” “Define Yourself”

Allows you to see yourself as special, unique, having value as a human being

outside of worldly accomplishments

Allows you to see yourself in the roles you fill & find value in yourself for the

achievements you accomplish

Allows you to see an image of where you are in your overall life plan; defines

the rules you follow in life.


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Attribute Index Measures

Externals: “the Car” at your disposal when thinking or making decisions involving things or other people using your natural talents for Empathy, Practical Thinking & Systems Judgment

Internals: “the Driver” possessing & applying unique levels of Self-Esteem/Self-Belief, Role Awareness & Self-Direction

Explains why someone with lower external scores may outperform someone with higher scores … if their internals are higher they likely perform better because:

• Know the course better

• Know the car better

• Know themselves better Copyright © Innermetrix, Inc. All rights reserved

Dimensional Balance Summary


0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0

0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0

0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0

0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0

0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0

0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0

External

Internal

Empathy

Role Awareness

Self-Direction

Practical Thinking

Systems Judgment

Self Esteem/ Self Belief

PROBLEM SOLVINGLEADING OTHERS


How Do The 6 Factors Impact Leadership Ability?

Dimensional Balance Self-Rating Activity


0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0

0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0

0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0

0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0

0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0

0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0

External

Internal

Empathy

Role Awareness

Self-Direction

Practical Thinking

Systems Judgment

Self Esteem/ Self Belief

Decision Making Action Rules Your Talents Your Blind Spots

SPEED UP When you are involved in a strength

activity, feel free to speed up. You don’t have to think about it too much or

consciously reason through as much. You can rely on your subconscious mind &

react knowing that all your natural talents are behind your decisions.

SLOW DOWN When you area involved in a blind spot area (2nd or 3rd place preferences), slow down a little to think things through a

little more, & use more of your conscious reasoning than simply reacting.

TAKE THE LEAD When you face a situation involving your areas of strength, feel free to take more

of a lead in any group setting, to lead the way towards what needs to be done.

FOLLOW When you face a situation involving your blind spot areas, you may want to follow someone else’s lead who has a strength

in that aspect of a situation

TRUST When dealing with an area of strength for you, trust your gut & go with your

first thought

QUESTION When dealing with a blind spot area,

question your gut a little bit. Don’t just go with it blindly without taking a second

look at your first thought 10/16/2014 Hampton & Associates - Bedford, TX 29 A

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Performance Focus

If Master If Blind Spot

Emp

athy

WILL LIKELY: •Consider others’ thoughts •Ask others’ opinions •Listen to others’ needs •Involve & depend on others

AVOID having to: •Be very empathetic •Share performance with a team •Get results “through” others

Practical

Thin

king

WILL LIKELY: •Pay attention to details •Act - Pull the trigger •Move – stop thinking or talking

AVOID having to: •Be very detail oriented •Be tactical •Perform repetitive/detailed tasks

System

s Ju

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en

t

WILL LIKELY: •See the big picture •Stop & Think •Plan far ahead •Create a process to follow

AVOID having to: •Be very strategic •Solve complex theoretical problems •Work within rigid structured environments

10/16/2014 Hampton & Associates - Bedford, TX 30 Adapted from Attribute Index

Manual, Jay Niblick, 2009

Additional Resources

• Books: “What’s Your Genius?” by Jay Niblick, James Publishing, 2009

• Research Paper: “The Structure of Value: Foundations of Scientific Axiology” by Dr. Robert Hartman

• Assessments: Innermetrix (IMX) Advanced Insights (includes DISC, Values & Attribute Index profiles) [email protected]


Special Bonus for Today’s Session Attendees: Complimentary Advanced Insights Combo &

Individual Feedback Session

mailto:[email protected]

Question & Answer


THANK YOU FOR ATTENDING!


Contact Information:

Susan R. Hampton, M.S., SPHR Office: 817-283-0494

Mobile: 817-312-6396 [email protected] or www.hamptonassociates.org

mailto:[email protected]

http://www.hamptonassociates.org/

Appendix

• Tips for Completing the Advanced Insights Profile

• Axiology Research Founder History

• Statistical Information

• Report Options


Tips for Completing the Advanced Insights Profile

• Contact : [email protected] to request your complimentary on-line Advanced Insights profile.

• You will receive an email from Innermetrix stating that Hampton & Associates has requested you to complete the Profile & an active link to your confidential profile will be provided in that e-mail. Just click on the link & you’ll be ready to start.

• It generally takes less than 20 minutes to complete the entire profile.

• Read the brief instructions from beginning to end before starting the assessment.

• Complete it all at one time, without interruption.

• Avoid over-analyzing the choices – go with your gut.

• Answer how YOU really feel – remove the pressure of how you think others or society might prefer or expect you to respond in order to get the most authentic results.


Your profile responses are confidential & the only email you will receive from Innermetrix is the

one providing your link to take the on-line assessment. Susan will contact you directly to set up

a telephone feedback session when your profile results report is ready.

Founder – Science of Axiology Dr. Robert S. Hartman

•1967 - publishes “The Structure of Value: Foundations of Scientific Axiology” and founds the new science of Axiology:

From the Greek translation:

“Axios” = meaning or value

“Logos” = logic or theory

• 1973 - nominated for the Nobel Peace Prize for his work in Axiology and to understand what is good and peaceful in mankind


•1910 – Born Robert Shirokauer in pre-Nazi Berlin •1932 – forced to flee Germany following his public condemnation of Nazi party values & changes his name •1936: begins lifelong endeavor to answer the question: “what is good?”

National Averages

• Accountability for Others 6.9

• Attention To Detail 7.9

• Attitude Toward Honesty 6.9

• Attitude Toward Others 8.1

• Balanced Decision Making 7

• Conceptual Thinking 7.8

• Concrete Organizing 8

• Consistency and Reliability 7.5

• Conveying Role Value 7.1

• Correcting Others 8.5

• Creativity 7.6

• Developing Others 8.5

• Emotional Control 7.1

• Empathetic Outlook 8.1

• Enjoyment of the Job 7.1

• Evaluating Others 8.3

• Evaluating What is Said 7.5

• Following Directions 7.8

• Freedom from Prejudices 8.5 • Gaining Commitment 6.9 • Goal Directedness 7.2 • Handling Rejection 6.6 • Handling Stress 7 • Human Awareness 8.1 • Integrative Ability 8 • Internal Self Control 5.6 • Initiative 7.3 • Intuitive Decision Making 7.6 • Job Ethic 7.1 • Leading Others 8.1 • Long Range Planning 7.2 • Material Possessions 7 • Meeting Standards 6.9 • Monitoring Others 8.1 • Objective Listening 7.6 • Persistence 7.4 • Problem-Solving…….


Not every attribute requires a score of 10!

Norms provided by IMX from a sampling of 60,000 individual scores

(Partial List)

Validity & National Norms

• Validated in over 28 individual validation studies conducted over 20 years by 19 separate examiners.

Hundreds of thousands of people all around the world have benefited from the information provided by Axiology. Used by large and small corporations alike, it has been found to be extremely reliable & beneficial.

• Construct

• Concurrent

• Criterion

• EEOC

• Face Validity

• Predictive Validity


Available Attribute Index Report Formats

• Executive Leadership

• Customer Loyalty

• Leadership

• Management

• Team Leadership

• Sales

Documents

Leadership Development Building Self-Awareness & Authenticitytmhra.org/wp-content/uploads/2014/10/Hampton-Leadership-Development.pdfOverview – Expected Deliverables: • Stimulate