apa conference keynote
TRANSCRIPT
Stacy L. Shamberger, Skyline GroupNorthern CA APA Conference
September 11, 2014
4 Quadrants of Leadership:Leadership Behaviors for Financial Professionals
Line-up
• Leadership Overview• The 4 Quadrants of Leadership • Leadership Competencies • 360 Degree View• Balanced Leader• Trends in Impact and Measurable Success• Self Insight and Awareness• Fun!
Leadership – Made or Born?
The most dangerous leadership myth is that leaders are born-that there is a genetic factor to leadership. This myth asserts that people simply either have certain charismatic qualities or not. That's nonsense; in fact, the opposite is true. Leaders are made rather than born. Warren G. Bennis, from his book; On Becoming a Great Leader
Another Point of Debate
Lead
ersh
ip
Managem
ent
IndividualContributor
The Real Deal
Leader Manager
IndividualContributor
Team
Execute Set Goals Problem SolveProductivity
InnovateInfluenceCommunicateIntegrity
Moving from Abstract to IMPACT!
ImpactBehaviorCompetency
The 4 Quadrants of Leadership
Leading Self Leading Others
Leading Organization
Leading Implementation
Success
Self Awareness, Insight COMPETENCY ME OTHERS
KEYFAIRGOODVERY GOODEXECELLENT
1.2.3.4.5.6.7.8.9.10.
28.
Competencies of Quadrant 1
• Emotional Control• Flexibility• Integrity• Resilience• Self-Confidence• Executive Presence• Work/Life Balance
Competencies of Quadrant 2
• Assertiveness• Conflict Resolution• Influencing Others• Listening• Partnering and Relationship Building• Teamwork• Verbal Communication
Leading
Others
Competencies of Quadrant 3
Leading
Organization • Creativity and Innovation• Entrepreneurship• External Awareness• Inspirational Vision• Organizational Awareness• Service Motivation• Strategic Thinking
Competencies of Quadrant 4
Leading
Implementation• Coaching and Mentoring• Customer Focus• Delegation• Effectiveness• Monitoring Performance• Planning and Organizing• Thoroughness
Self Rating COMPETENCY ME OTHERS
KEYFAIRGOODVERY GOODEXECELLENT
1.2.3.4.5.6.7.8.9.10.
28.
Emotional ControlFlexibility IntegrityResilienceSelf ConfidenceExecutive PresenceWork Life Balance
GGVGFGVGF
FGEGVGVGG
Development Opportunities
Strengths WeaknessesGre
ates
t
Oppor
tunit
y
Balanced Leader
Self Rating COMPETENCY ME OTHERS
KEYFAIRGOODVERY GOODEXECELLENT
1.2.3.4.5.6.7.8.9.10.
28.
Emotional ControlFlexibility IntegrityResilienceSelf ConfidenceExecutive PresenceWork Life Balance
GGVGFGVGF
FGEGVGVGG
On Your Mark Get Set, Grow!
Panic Zone
Growth/Learn
Comfort Zone
CZ = Stuck
Most Familiar StrengthsOld Habits
Lazy
GZ = Transformation!
Growth Zone
Little familiarityRisky
Temptation to revert
Growth Leads to….• An expansion and Integration of skills• Confidence using new knowledge• Mastery• An improved you!
Our Blind Spots
The 360 View
70 % Learn from Experience on the Job
20% Learn from Others
10% Development Programs/Formal Learning
70/20/10
Types of Experiences
We learn from 3 different types of experiences:AssignmentsBosses (good and bad)Hardships
70/20/10• What experiences can I plan (70%)?
• Who can I learn from? How (20%)?
• What kind of structured development will help me the most (10%)?
Impact
How Leaders Make an Impact
Morale Employee Turnover
Productivity
Vision Innovation
Business Strategy
Strategy Execution Business Results
Leadership Culture
Interconnected Impact
Overall ImpactCompanies reporting strong leadership development programs are 1.5 times more likely to be found atop Fortune Magazine's “Most Admired Companies” list.
-Consulting Psychology Journal, 2003, “The Return on Investment of Leadership Development: Differentiating our Discipline”
Among employees who say their company offers poor development opportunities, 41% plan to leave within 12 months (versus only 12% who rate their opportunities as excellent). High turnover isn't cheap - the cost of losing
a typical worker is approximately $50,000. For managers, the cost is much higher.
-Business Week, 2009
Productivity Impact
American Express Leadership ROI Study 2010
Financial Impact• Average increase of 5.2% in per employee productivity; valued
at $44,380 per employee • Average increase of 16.3% in cash flow; valued at $9,673 per
employee • Average increase of 6% in market value; valued at $8,882 per
employee • Increase company-wide profit margins by as much as 47%. • Increase in sales (up to 6.5%) • Notable decrease in turnover -Jackson Leadership Systems, Inc., 2006, “Leadership Development ROI: Using Talent Management to Drive Market Value”-Consulting Psychology Journal, 2004,“The Return on Investment of Leadership Development: Differentiating our Discipline”
Talent Development Reporting Principles
• What data should we collect and how should the measures be defined?
• What do CFOs, CEOs and other senior leaders want to see and how should it be presented?
• How can we show the important role learning plays in achieving organizational goals?
TDRp addresses the vital need for enhanced executive-level reporting on talent development, much like GAAP (Generally Accepted Accounting Principles) provides reporting principles for
finance.
Center for Talent Reportingwww.centerfortalentreporting.org
2014 Snap Shot Trends
Source: Bersin by Deloitte December 2013
