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Founded 1989 Advancing Leadership Success
1. Execu4ve Search 2. Advancing Leadership Ins4tute 3. Strategic Organiza4on
Philosophy: Leadership from Within
Team: Advanced prac44oners and scholars providing customized Development opportuni4es and processes
About DDJ Myers, Ltd.
You are a paJern, a storybook with three integrated 4me dimensions:
• The past is the history
• The present moment is the center of being and ac4on • The future is the trajectory of our felt imagina4on
Archetype
How you perceive yourself and how you present yourself influences your presence and rela4onships with others.
Reflection Exercise
Go back to when you were 10-12 years old.
What was your dominant personality trait?
How does this dominant characteristic show up in the work environment?
Strategist: Game of chess Change catalyst: Turnaround activity Transactor: Deal making Builder: Entrepreneurial leadership Innovator: Creative idea generator Processor: Exercise in efficiency Coach: People development Communicator: Stage management
Good at dealing with developments
Provide vision, strategic direction
Out-of-the-box thinking Create new organizational forms
Generate future growth
Best in turbulent times, long-term orientation, and seeing the big picture.
Strategist Competencies
Love messy situations Masters at re-engineering
Create new organizational blueprints
Reorganize for opportunity
Best at major changes, such as M&A, having a new CEO on-board, and designing a
compensation philosophy
Change Catalyst Competencies
Deal makers Skilled at identifying opportunities
Drive complex negotiations
Best at closure, reading people, and connecting
important issues between the board and senior leadership team
Transactor Competencies
Dream of designing and creating new products, services, and organizations
Talented and determined to make their dreams come true
Creative, adaptable, and achievement-oriented
Best when focus is needed in ambiguous situations
Builder Competencies
Focused on the new Possess the capacity to solve extremely difficult problems
Endlessly living in the future
Drift to the unusual Creative and imaginative
Best at being idea generators
Innovator Competencies
Create order out of disorder Talented at setting boundaries
Good at time management.
Respect lines of control Collaborative
Systematic outlook
Best at creating order out of disorder
Processor Competencies
High empathetic EQ Create high-performance teams
Create high-performance cultures
Develop people Inspire trust
Best at supporting change so that people feel included, as well as creating knowledge
Coach Competencies
Communicate broad themes Great influencers
Use simple language
Good networking skills Will ask for outside help
Best at influencing the mindsets of board members and
other constituents to overcome crises
Communicator Competencies
Not the best people managers Tend to be more abstract
Find the world of people to be messy
Prefer not to be in interpersonal relationships Not great at aligning behavior with strategy
Not superb at providing specific instructions Can contribute to communication issues
Strategist Shadow Side
Become quickly bored (short-term orientation) Need to be challenged
Not suited to incremental change
Need immediate results to feel satisfied Can be callous
Tend to think in black and white Innocent actions can have disastrous consequences
Change Catalyst Shadow Side
Need constant stimulation Can be domineering and overenthusiastic
Might lose interest after deal is closed
Lack of self-discipline with structure Quickly react and overreact
Hard to read
Transactor Shadow Side
Difficulty working with others who move slow Impatience is a reflection of inner anxiety Complexity sometimes outweighs need
Need for control in start-up phase can bog down in mid-cycle
Builder Shadow Side
Domineering style can create a false sense of consensus amongst board members
Stimulated by ideas, not people Talented yet may lack social graces
May not be able to effectively express themselves
Poor social sensors Trouble conforming
Innovator Shadow Side
Potential lack of flexibility Difficulty moving forward if a task is not 100% complete
Prefer to be market followers, not innovators
Not truly visionary Can be lost without structure
Can fall back on old routines
Processor Shadow Side
May over-identify with people May not be able to make tough decisions Protect underperforming board members
Difficulty in giving honest, constructive feedback May be overly optimistic about capacity of people to change
Coach Shadow Side
Not detail-oriented Might overextend or over-please
Can appear to have a lack of focus and vision
May over-talk and retell stories May appear to be performing or not be sincere
May have no true north Flatter others in self-serving way
Communicator Shadow Side
Reflection Exercise
Which one thing will you do differently in order to enhance the teams ease of
success?
Reflection Exercise
Which of the eight archetypes best represent your team as a whole? How does the world outside your team environment characterize the team’s personality? What personality needs to be added to your team dynamic?
Ideal Leader
Understands repertoire of styles Realistically knows that certain adaptations are not easy
Accesses the natural archetype of the other team members
Asks team members to step into roles that best suit their skills Connects style to context
Team Advantages
Optimize interactions more effectively Improve communication
Listen with greater capacity for dignity Transparency about strengths and weaknesses