skills for life: developing your leadership potential

SKILLS FOR LIFEDeveloping Your Leadership Potential

Kathleen Bradley, JD, M.LeadershipDirector of Professional DevelopmentLewis and Roca LLP

About Me

World Traveler

Lawyer

Friend

Mother

Leader

Let’s Talk

Think of a leader you admire.

What makes that leader admirable?

Who am

I? What do I

do?

What

results do I

get?

The Leadership Challenge

The Leadership Challenge

Who am I?

Your Leadership

Foundation

Know

yourself

Know

your

clients

Know your

practice

Who Am I? The Foundation

Know your

markets

Strengths and Weaknesses4

Interests3

Vision2

1

The Fundamentals

Values and Beliefs1

Personality Attributes5

Who Am I? The Fundamentals

Emotional Intelligence6

Who Am I? Values and Vision

Why values? Connect to what drives you

Present yourself with integrity and authenticity

Why vision? Think long term, act short term

“If you don’t know where you are going, any road will get you there”

Who Am I? Live Your Values

Examples of Values

LovePowerGrowthAcceptanceGratefulnessJusticeTrustIntimacyHealthHumorFocusIntegrityHonorBeautyExpediency

FreedomComfortJoySupportHonestySerenityFulfillmentAdventureServiceHarmonyKindnessDesireFamilyTruthfulnessInquiry

SecurityCompetencyCreativityWarmthBalanceHumilitySuccessPassionAchievementWinningAppreciationPresenceChangeUnderstandingCompassion

PlayExerciseVegging OutPrideRomanceFrivolitySpontaneityPerfectionAppreciationConscientiousnessWealthAggressivenessTenacityPracticalityLoyalty

Who Am I? Interests

What do you do for fun?

How will you sustain your life and your career over time?

Who Am I? Strengths and Weaknesses

Key

Maximize strengths

Manage weaknesses

Assess strengths

Identify weaknesses

Ask for feedback

Who Am I? Discover Your Strengths

Achiever

Activator

Adaptability

Analytical

Arranger

Belief

Command

Communication

Competition

Connectedness

Consistency

Context

Deliberative

Developer

Discipline

Empathy

Focus

Futuristic

Harmony

Ideation

Includer

Individualization

Input

Intellection

Learner

Maximizer

Positivity

Relator

Responsibility

Restorative

Self-Assurance

Significance

Strategic

Woo

From Now, Discover Your Strengths by Marcus Buckingham and Donald O. Clifton, Ph.D. (New York: Free Press, 2001).

Gallup’s 34 Talent Areas

Who Am I? Personality Attributes

All kinds of ways to “slice and dice”

Myers-Briggs Type Indicator

Caliper Profile

Emotional Intelligence

IntroversionExtraversion

iNtuitionSensingPERCEIVING FUNCTION

FeelingThinkingJUDGING FUNCTION

Judging Perceiving

ENERGY SOURCE

LIFE STYLE ORIENTATION

Who Am I? Myers Briggs Type Indicator

43% 57%

78% 22%

43% 57%

63% 37%

Source: Research performed by Dr. Larry R. Richards, Hildebrandt International

Lawyers Lawyers

Who Am I? Myers Briggs Type Indicator

78% of lawyers are thinkers. Only 22% are feelers.

Thinking Objective Cause-effect Logic Clarity Analytical Problem 1st

People 2nd Critique Justice

Feeling Subjective Person-centered

Values Harmony Circumstantial People 1st

Problem 2nd Appreciate Mercy

Who Am I? The Caliper Profile

Lawyers score outside the standard deviation on 6 of 18 attributes measured:

Skepticism – 90th percentile

Urgency – 71st percentile

Sociability – 12th percentile

Resilience – 30th percentile

Autonomy – 89th percentile

Abstract Reasoning – 82nd percentile

Source: Research performed by Dr. Larry R. Richards, Hildebrandt International

Who Am I? Women Leader Attributes

PersuasivenessWomen leaders are more persuasive than their male counterparts.

ResilienceFeeling the sting of rejection, learning from adversity and carrying on with an “I’ll show you” attitude.

Inclusiveness and Team-BuildingAn inclusive, team-building leadership style of problem solving and decision-making.

Rule Breakers and Risk TakersWomen leaders are more likely to ignore rules and take risks.

Source: Caliper Corporation, “The Qualities That Distinguish Women Leaders”

Who Am I?  Emotional Intelligence

Self-Awareness• Emotional Self-Awareness• Accurate Self-Assessment• Self-Confidence

Self-Management• Emotional Self-Control• Transparency• Adaptability• Achievement• Initiative• Optimism

Social Awareness• Empathy• Organizational Awareness• Service Orientation

Relationship Management• Developing Others• Inspirational Leadership• Change Catalyst• Influence• Conflict Management• Teamwork & Collaboration

SocialAwareness

Self-Awareness

RelationshipManagement

Self-Management

Source: Emotional Intelligence by Daniel Goleman

Who Am I? Emotional Intelligence

Emotional self-awareness is the single most important quality of

effective leaders.

The Leadership Challenge

What do I do?

Model the way

Inspire a shared vision

Challenge the process

Enable others to act

The Five Practices of Exemplary Leadership

Encourage the heart

What Do I Do? Kouzes and Posner Model

Source: The Leadership Challenge: Fourth Edition by James M. Kouzes and Barry Z. Posner

What Do I Do? Zenger and Folkman Model

Character Integrity and honesty

Personal Capability Professional expertise, problem solving, innovation, self-development

Focus on Results Commitment to results, stretch goals, take responsibility for outcomes

Interpersonal Skills Communication, inspirational, relationship focus, develop others, collaborative

Leading Change Strategic perspective, change champions, connect the internal with the external

Source: The Extraordinary Leader: Turning Good Managers into Great Leaders by John H. Zenger and Joseph Folkman

What Do I Do? The Making of an Expert

Practice, practice, practice

Focused and deliberate thought

Skills

Invest time

Find coaches and mentors

Source: The Making of an Expert by Anders K. Ericsson, Michael J. Prietula and Edward T. Cokely

What Do I Do? Requirements for Success

ImportancePersonal Skills

Professional Management Executive

Technical Skills

Managerial Skills

Changing Requirements for Success

Source: Preventing Derailment: What to Do Before It’s Too Late, Michael Lombardo and Robert Eichinger, Center for Creative Leadership

Skills

What Do I Do? Leadership Derailers

Inability to learn from mistakes

Interpersonal incompetence

Lack of openness to new ideas

Tendency to blame others for problems

Lack of initiative

What Do I Do? Principles of Execution

Alignment and consistency

Take responsibility

Believe

Set realistic expectations

Take time . . . work hard . . . be persistent . . . endure

What Do I Do? Servant Leadership

“The first responsibility of a leader is to influence reality. The last is to say thank you. In between, the

leader is a servant.”

~ Max DuPree, CEO of Herman Miller

The Leadership Challenge

What results do I get?

What Results Do I Get? Key Outcomes

Results . . . and

Engaged and committed team

Growth – personal, team, business

Innovation and change

Sustainability

What Results Do I Get? Key Outcomes

Be a better leader, have a richer life

Perform better

Feel better

Have greater harmony

Source: “Be a Better Leader, Have a Richer Life” by Stewart D. Friedman (Harvard Business Review)

Our Leadership Panel

Susan G. Boswell, Managing Partner, Quarles & Brady, Tucson office

Toni M. Massaro, Dean and Regents’ Professor, Milton O. Riepe Chair in Constitutional Law, University of Arizona

Kevin Ruegg, CEO/Executive Director, Arizona Foundation for Legal Services and Education, Inc.

The Leadership Challenge: Final Thoughts

What do you personally do well as a leader?

What will you need to learn to be a more effective leader in the future?

To what extent do you, personally, appreciate – even enjoy – the process of change? What can you do to become more comfortable with change?

Ancient Wisdom

Knowing others is intelligence;knowing yourself is true wisdom.Mastering others is strength;mastering yourself is true power.

~ Tao Te Ching