“are you leading you? the impact of leadership on business”
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Aligning Minds. “Are You Leading You? The Impact of Leadership on Business”. Dr Darryl Cross , PhD FAPS, FAIM, PCC Leadership Coach & Psychologist. Playford Partnership Networking Breakfast, 12 June, 2009. Did you know?. - PowerPoint PPT PresentationTRANSCRIPT
““Are You Leading You? The Are You Leading You? The Impact of Leadership on Impact of Leadership on
Business”Business”Dr Darryl Cross, PhD
FAPS, FAIM, PCCLeadership Coach & Psychologist
Aligning Minds
Playford Partnership Networking Breakfast,12 June, 2009
Stanford Research Institute reports that organisational success and profit
is determined by 2 core aspects:
1. Job Knowledge & Technical Skills
2. Interpersonal & Communication Skills
What percentage however, is attributable to Box 1 in comparison to Box 2?
12.5% 87.5%
Vs
Vs
Did you know?
Emotional Intelligence
“When I compared leaders who were linked to strong performance with average performers, 90% of the difference was attributable to emotional intelligence rather than technical skills.”
[David Maister, The Australian Financial Review, July 2000 --*Source: What Makes a Leader?, Daniel Goleman (author of Emotional Intelligence, Bantam 1995 and Working with Emotional Intelligence, Bantam 1998), Harvard Business Review, November-December 1998]
“My entire education over-developed my IQ skills and nowhere along the line did anyone ever teach me social skills, interpersonal skills – more importantly, emotional skills – which are at the centre of developing trust.”
Can a good company become great and if so, how? What factors takes it from good to great?
Looked for companies that that had cumulative stock returns at or below the general stock market for 15 years, punctuated by a transition point, with cumulative returns at least 3 times the market over the next 15 years
Recent Developments in Leadership
[Jim Collins "Level 5 Leadership", Harvard Business Review, 2001, Page 67-76]
• 1,435 companies• From the Fortune 500 list• From 1965 – 1995• Found only 11 companies
Level 5 Leadership
The common theme?
• The key factor was the top executive.
• "The executives in the companies that went from good to great and sustained that performance for 15 years or more were all cut from the same cloth – one remarkably different from those which produced executives at the comparison companies in the study".
• The successful organisations all had a "Level 5" leader at the time of the transition.
LEVEL 5
LEVEL 4
LEVEL 3
LEVEL 2
LEVEL 1 Highly Capable Individual
Makes productive contributions thro' talent, knowledge, skills & good work habits
Contributing Team Member
Competent Manager
Effective Leader
Level 5 Executive
Contributes to the achievement of group objectives; works effectively with others in a group setting
Organises people and resources toward the effective and efficient pursuit of pre-determined objectives
Catalyses commitment to and vigorous pursuit of a clear and compelling vision: stimulates the group to high performance
Builds enduring greatness thro' a paradoxical combination of humility plus professional will
Level 5 leaders are a study in duality
Level 5 = Humility + Will
Modest & Wilful
Shy & Fearless
Personal Humility & Professional Will
For example:
Abraham Lincoln – "a quiet, peaceful, shy figure"
Nelson Mandella; Mother Teresa; Martin Luther King
Level 5 Leadership
EGO
Me
Needing to win
Needing to be right
Needing to be superior
Needing to have more
or get more
Needing to look good
Needing to achieve
Needing to have a reputation
Needing to possess
Self-importance
Self-granditure
Me
Me
I
II
Mine Mine
Mine
"In more than 2/3s of the comparison companies, we noted the presence of a gargantuan ego that contributed to the demise or continued mediocrity of the
company"
‘Corporate Athletes’
Corporate Coaches of Corporate Athletes
"When looking to enhance knowledge and ability, even the most elite and talented athletes need a coach, someone who will help them analyse their performance and set goals for what they want to achieve in the future, and direction in achieving those goals. Business is no different."
(Rebecca Spicer, "The Coaching Drill”,Dynamic Business, July 2007)
““People don’t People don’t care what you care what you know until they know until they know that you know that you care”care”
The Final Word