Leadership Summit - cpcusociety.org Self...Competencies in Self and Others Leadership Track . Topic Time ... Managing and Motivating 3

Leadership Summit Empowering Leaders to Succeed

Leadership Track

The Self-Aware Leader: Fostering Innovative Team

Environments by Recognizing

Competencies in Self and Others

Leadership Track

Topic Time

Exponential Difficulty: Awareness, Innovation, Value 5 minutes

Strength of Self-Awareness 10 minutes

Strength of Team Awareness 10 minutes

Strength of an Innovative Team Environment 20 minutes

Strength of Sponsoring Investment and Change 10 minutes

Exponential Reward: Awareness, Innovation, Value 5 minutes

Agenda

Exponential Curve of Effort to Achieve

Value Creation

• Innovative team environments

create commercial value.

• Know yourself and your

team. Be willing to invest in

and sponsor change.

Self Awareness Tools

“Self knowledge is the beginning

of self improvement.”

- Baltasar Gracián

17th century philosopher

kjkj K N O W T H Y S E L F

Step Into the Unknown

K N O W T H Y S E L F

Why Are Self-Aware Leaders so Valuable?

• Adapt behavior around strengths and weaknesses

• Identify and utilize the abilities of those around them

• Create innovative and supportive team environments

• Invest in developing innovative, commercially-tuned ideas

• Sponsor investment and change arising from innovative environments

• Strive for organizational value creation in everything they do

Promoting Self-Awareness Through Diagnostic

Assessment

Personality, Values and

Preferences

Professional, Technical and

Organizational Competencies

• Myers-Briggs Type Indicator

• Hogan Personality Inventory

• Hogan Motives, Values,

Preferences Inventory

• Intercultural Development

Inventory

• Jung Typology Profiler for the

Workplace

• Leadership Styles Inventory

(LSI1 & LSI2)

• Group Styles Inventory

• Organizational Culture

Inventory

• Hogan Business Reasoning

Inventory

• HoganLead

• KornFerry Voices 360

Feedback

Typical Professional Competencies

Behavioral competencies must be observable and measurable.

1. Action Oriented 8. Communication and Change

2. Drive for Results 9. Managing and Motivating

3. Ethics and Values 10. Organizing and Planning

4. Perseverance 11. Strategic Agility

5. Process Management 12. Creativity and Innovation

6. Business Acumen 13. Evaluating Talent

7. Conflict Management 14. Managing Vision and Purpose

• Deep understanding of one’s:

Emotions

Strengths

Weaknesses

Needs

Drives

• Neither overly-critical nor unrealistically hopeful

• Honest with oneself and others

Essence of Self-Awareness

*Goleman 2004

Strength of Self-Awareness

• Leverage personal strengths

• Openness to ideas of others

• Conscious competence

• Egocentric delusions

• Unconscious incompetence

• “The world begins and ends with me.”

Know Your Team

“When it comes to understanding

others, we rarely tax our imaginations.”

- Laurence Hill

Know Each Member of Your Team

• Techniques

• Tactics

“In the Moment” Assessment Techniques

1. Assessing prior knowledge,

recall and understanding

2. Assessing skill in synthesis

and creative thinking

3. Assessing skill in application

and performance

4. Assessing skill in critical

thinking

Background knowledge probe

One sentence summary

Directed paraphrasing

Pro and con grid

“Never let a good crisis go to waste.”

Techniques Tactics

Trying to Answer the Deeper Questions

• How much do we value the employee’s contribution day-to-day?

• Is the employee essential to high team performance?

• Does the employee consistently model critical competencies?

• How far can the employee go in the organization?

• How much should we invest in the employee’s development?

• When will the employee be ready for the next role?

• How high can the employee go in the organization?

• Would the employee’s departure disrupt the team?

• What are we prepared to do to keep the employee?

32 Talent Calibration Matrix

High Potential

Narrow/Deep

Performer

Medium Potential

Steady Performer

Low Potential

Poor Performer

Low Potential

Inconsistent Performer

Low Potential

Miss-Matched

High Performer

Medium Potential

Core Performer

Medium Potential Miss-

Matched

High Performer

High Potential

Rising Performer

High Potential

Star Performer

Pote

ntial

Performance

™

Strength of Team Awareness

• Higher volume output

• Efficient assignment of work

• “Delightful discoveries”

• Regretted team attrition

• Inconsistent integration with other teams

• Direct economic loss

Create the Space to Innovate

“Surround yourself with great people;

delegate authority; get out of the way.”

- Ronald Reagan

Create the Innovative Team Environment

Edison’s Innovation Competencies

Solution-Centered Mindset

Kaleidoscopic Thinking

Full-Spectrum Engagement

Mastermind Collaboration

Super-Value Creation

*Gelb & Caldicot, 2008

• Align your goals with your passions

• Cultivate charismatic optimism

• Seek knowledge relentlessly

• Experiment persistently

• Pursue rigorous objectivity





Master-Mind Collaboration


“People who are only good with a

hammer see every problem as a nail”

– Thomas Edison

• Maintain a notebook

• Practice ideaphoria

• Discern patterns

• Express idea visually

• Explore the roads not taken







“Edison has a remarkable kaleidoscopic brain. He turns

that head of his and these things come out as [if] in a

kaleidoscope, in various combinations, most of which are

patentable.”

- Western Union Patent Attorney Edward Dickerson

• Intensity and relaxation

• Seriousness and playfulness

• Sharing and protecting

• Complexity and simplicity

• Solitude and team

Full Spectrum Engagement






“Best thinking has been done in solitude.

The worst has been done in turmoil.”

– Thomas Edison

• Recruit for chemistry and results

• Design multi-disciplinary collaboration teams

• Inspire an environment of open exchange

• Reward collaboration

• Become a master networker

Mastermind Collaboration






“A genius is often merely a talented person

who has done all of his or her homework.”

- Thomas Edison

• Link to market trends

• Tune in to your target audience

• Apply the right business model

• Create an unforgettable brand

• Understand scale-up effects

Elements to Super Value-Creation






“I have more respect for the fellow with a single

idea who gets there than for the fellow with a

thousand ideas who does nothing.”

-Thomas Edison

Strength of Innovative Team Environment

• Motivated, engaged, “present.”

• Strong sense of ownership.

• Better crisis management.

• Mediocrity is standard unit of measure.

• Improvement is accidental.

• Poor individual and team engagement.

Become a Sponsor for Innovative Change

“The investor of today does not

profit from yesterday’s growth.”

- Warren Buffett

Growth and Prosperity Follow Investment

• Sponsor Participation

Be actively involved

Be visibly involved

• Build a Coalition of Sponsorship Take lead role in building support

Manage resistance

• Communicate Directly With Everyone Explain why change is necessary

Explain the risks or costs if no change is made

Sponsoring and Investing in Innovative Change

*Prosci 2009

and avoid…

How to ensure…

Strength of Sponsoring Investment and Change

• Above and beyond has no value.

• Steady state is best state.

• Distrust of manager and company.

• Solid foundation for value creation.

• Nurture loyalty toward firm.

• “We can make a difference.”

Create Value for the Organization

“The worst crime against working

people is a company which fails

to operate at a profit.”

- Samuel Gompers

Common Commercial

Success Focus Areas

• Customer Intimacy

• Operational Excellence

• Products and Services

• Quality Management

• Brand Management

Value is in the “Eye of the Beholder”

General Agreement: High Investment Requires

High Return

Low investment, high return route is best, just rare.

• No Easy Way, No Straight

Path: Leap by Leap

• Exponential Effort:

Exponential Results

• Consistency: Time,

Awareness, Effort,

Investment and Sponsorship

Innovation and Value Creation are Incremental

Sisyphus Justified

Bibliography

Edison, T. (n.d.). Retrieved December 3, 2014, from

www.thomasedison.org/index.php/education/edison-quotes/

Effective assessments. (n.d.). Retrieved December 3, 2014 from

www.kornferry.com/products/assessmentsoverview

Executives and senior leaders: Importance and role. (n.d.). Retrieved

December 3, 2014, from

www.change-management.com/tutorial-job- roles-mod3.htm

Gelb, M., & Caldicott, S. (2008). Innovate Like Edison: The Five-Step System

for Breakthrough Business Success. New York: Plume.

Glaser, J. (2014). Conversational intelligence: How great leaders build trust and

get extraordinary results. Brookline: Bibliomotion.

Goleman ET. (n.d.). Retrieved December 3, 2014, from

www.sonoma.edu/users/s/swijtink/teaching/philosophy_101/paper1/goleman.htm

Goleman, D. (2004, January). What Makes a Leader? Retrieved December 3,

2014 from https://hbr.org/2004/01/what-makes-a-leader

HRPersonality online assessment center for employee selection, team building,

leadership and career development. (n.d.).

Retrieved December 3, 2014, from http://www.hrpersonality.com

Life Styles Inventory™ (LSI). (n.d.). Retrieved December 3, 2014, from

www.human-

synergistics.com.au/Solutions/DevelopingIndividuals/LifeStylesInventoryIndividual

.aspx

Bibliography

Bibliography

Measure Key Competencies that Leaders Must Have in 2014 and Beyond!

(n.d.). Retrieved December 3, 2014, from

www.assessmentspecialists.com/solutions/competency-

analysis?_kk=management%20competency20test&_kt=c8d3da7d-73ac-41fc-

8fe3-3d08f98a5817&gclid=Cj0KEQiAhvujBRDUpomG5cq_mI0BEiQA7TYq-

i3px5ipMDbybyUAELs4tCmqkpcf_-ICqtMU8bW-HW4aAtqw8P8HAQ

On self-awareness—Daniel Goleman. (n.d.). Retrieved December 3, 2014, from

www.danielgoleman.info/on-self-awareness/

Simmons, D. (1999). Selective Attention Test. Retrieved December 3, 2014

from www.youtube.com/watch?v=qhF_baBVIOs

The Myers & Briggs Foundation—MBTI® Basics. (n.d.). Retrieved December 3,

2014, from www.myersbriggs.org/my-mbti-personality-type/mbti-basics/

This presentation was created by WatchWorks Management Consulting LLC under special agreement with the Wisconsin School of Business, Center for Professional and Executive Development.

Bibliography

Documents

Leadership Summit - cpcusociety.org Self...Competencies in Self and Others Leadership Track . Topic Time ... Managing and Motivating 3