3 essential skills for high performance leaders

Three Essential Skills for

High Potential Leaders

Today’s Session:

Jan. 16, 2013

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Today’s Speaker

David Witt

• Program Director for The Ken Blanchard Companies, editor of the Ignite! Newsletter and moderator of the LeaderChat blog.

• 14 years leadership development experience

• Co-author of the Blanchard white paper, “Employee Passion: The New Rules of Engagement”

© 2012 The Ken Blanchard Companies. All rights reserved. Do not duplicate.

Three Essential Skills for High Potential Leaders

David Witt Program Director The Ken Blanchard Companies


THREE ESSENTIAL SKILLS FOR HIGH POTENTIAL LEADERS

Agenda

1. Understanding yourself—how temperament and personality impacts how you lead.

2. Building work relationships that enhance innovation, creativity, and productivity.

3. Aligning individual, team, and organizational goals so that everyone is working toward a common goal.



It is estimated that the base rate of managerial failure ranges from 30 to 67 percent, with an average of about 50 percent*. *As identified by Robert Hogan in Personality and the

Fate of Organizations, (LEA Inc., 2006)



Most leaders don’t start out with poor habits and behaviors.

They would never be as successful as they are if they did.



Dark side tendencies will be most apparent in senior positions where there are fewer constraints



Poll: How many of these traits would you say that you have? a. Energy and enthusiasm b. Tough and resolute under pressure c. Courage, confidence, and charisma d. Willing to take risks; charming e. Visionary out-of-the-box thinking

*Initial strengths, as identified by Robert Hogan in Personality and the Fate of Organizations, (LEA Inc., 2006)



In the wrong environment,

ego can become sensitized with

negative consequences.



When stress rises, “derailers” are most likely to throw people off course.



When you become a leader you forfeit the right to remain ignorant of your impact on people



Early warning signs

1.Being comparative 2.Being defensive 3.Showcasing brilliance 4.Seeking acceptance

*As identified by David Marcum & Steven Smith in Egonomics: What Makes Ego Our Greatest Asset (or Most Expensive Liability) Touchstone; 1st Fireside Hardcover Ed edition (2007)



The solution is self-awareness. You can change if you have a mind to. There are three attitudes that help.



Practice humility

Maintain your perspective.



Stay open to learning. Leave a little space for others.



Feedback: Find truth-tellers in your life.



Three key questions:

1. What should I do more of, or start doing?

2. What should I do less of, or stop doing?

3. What do you think I should know?



Factors 1. Autonomy 2. Meaningful work 3. Career and job growth 4. Feedback 5. Workload balance 6. Task variety 7. Collaboration 8. Performance expectations 9. Procedural justice 10.Distributive justice 11.Connectedness with

colleagues 12.Connectedness with leader

Five Intentions: • Greater tendency to

endorse the organization

• Consistently perform at a higher level

• Intent to stay in the organization

• Contribute discretionary effort on behalf of the organization

• Altruistic citizenship behavior



The Appraisal Process



CONNECTEDNESS WITH LEADER

LEADER OTHER-FOCUSED

EMPLOYEE WELL-BEING

INTENTION FOR DISCRETIONARY

EFFORT

INTENT TO PERFORM

INTENT TO ENDORSE

INTENT TO STAY

INTENTION FOR OCB

Employees who perceive that their manager is “others focused” and cares about them personally and professionally experience a greater sense of well-being and intend to perform at a high level in five key areas.



COMPETENCE

INTENTION FOR DISCRETIONARY

EFFORT

INTENT TO PERFORM

INTENT TO ENDORSE

INTENT TO STAY

INTENTION FOR OCB

Employees who perceive that their work environment includes high levels of Autonomy, Relatedness, and opportunities to develop Competence intend to perform at a high level in the same five key areas.

RELATEDNESS AUTONOMY



Are you a servant leader, or a self-serving leader?



1. Diagnosis 2. Flexibility 3. Partnering for

Performance



Set clear goals.



Provide day-to-day coaching.



Catch people doing things right.



Lift people up, help them succeed.



Be kind to yourself

while you grow.



Resources Egonomics David Marcum & Steven Smith

Personality and the Fate of Organizations

Robert Hogan

Why CEOs Fail David Dotlich & Peter Cairo

Leadership and Self-Deception

The Arbinger Institute

Leading at a Higher Level Ken Blanchard

Questions?

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