Twenty First Century Leaders

Requirements for Today’s Top Tier

a presentation brought to you by:

Sherry Perkins

1 Century Leaders

2 st

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Sherry Perkins

•M.A. Organizational Development •30 Years Experience •Technology/Management/HR •Business Owner •Chair Waco WIB Alliance •SCORE Counselor •UOP Management Instructor

Vice President Enterprise Solutions

Consulting

imagine great people ®


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We support our clients through the full employee life-cycle, helping them identify the best people for their jobs and then developing them to their fullest potential.

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• Old versus New Leadership Assumptions • Leaders of Change versus Sustainability

(Organized Abandonment) • Fidelity in Feedback (Are we asking the

right questions?) • Are You a 21st Century Leader? If . . .

Then . . . What?

Today’s Topics

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Popular Topic

Google Search 11,400,000 entries

Google Scholar 1,520,000 entries

Schlecty, Rost, Hall, Friedman, House, Covey, Blanchard, Hersey, Mink, Argyris, Greenleaf, Reed, Collins, Bass, Kuczmarski, and many, many more

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Basis of Discussion Drucker (1999) Haney, Sirbasku, & McCann (2010)

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Basis of Discussion

“One does not “manage” people.

The task is to lead people.

And the goal is to make productive the specific strengths

and knowledge of each individual.”

Drucker (1999)

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“As a charismatic leader you must have the very highest

expectations of your people,

knowing that your expectations will become their expectations

– and that their expectations

will translate to unprecedented productivity, performance and

success.”

- ‘Leadership Charisma’, Haney, Sirbasku, McCann

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Leadership Perspective


6


Basis of Discussion

7


21st Century Leadership • Global, Multi-national Presence • “Extreme” Technology • Connected Universe

• Virtual Offices • Open-Systems (Matrix) • Team Leadership

• Fierce Competition • Creative Partnering • Complex Workforce

- Multi-cultural - Multi-generational - Multi-valued

8


In the end. . . . . What do we need to do and how do we do it?

9


President

VP Operations

Finance Mfg Distribution

Product Development

VP Sales and Service

Sales Customer Service

Traditional Hierarchical Team

10


Open-Systems Team Model (Pre-requisites)

Dr. Oscar Mink, Open Organization, 1979

Effective Communications

Clearly Understood Goals Member Authority and Accountability

Equal Reward for Team versus Individual Achievement

Decision Level at Lowest Level of

Competency

Members Who Are Capable and

Committed

Inspire Continuous Learning

11


Drucker 21st Century Leadership • Old Assumptions

• One Right Org. Structure • One Right Mgmt. Style

• New Assumptions

• Manage Tasks - Lead People • Change is the Norm • Information is the means, rather

than the end • “Knowledge-worker” is critical • Leaders must self-manage • Feedback is critical to

development 12


Argyris, C. (1978)

Double-Loop Learning

Retrieved from http://www.leadershipnow.com/leadingblog/2008/05/learning_requires_personal_res.html. 13


Stages of Concern Model

Awareness

Informational

Personal

Management

Consequences

Collaboration or Implementation

Improve or Choose Better Solution

Scale 4 3 2 1

Concerns Based Adoption Model (CBAM), Hall and Rutherford (1979) Retrieved from http://www.techlearning.com/article/42264

Compliance Stability Influence Dominance

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Scale I Scale II Scale III Scale IV Scale V

Control, Ambition, Results

Orientation

Social Influence, Positive

Expectancy, Expressiveness

Patience, Composure, Team Player

Precision, Analytical,

Quality Orientation

OMINANCE

NFLUENCE

TEADINESS

OMPLIANCE

Internal Versus External Motivation

OTIVATIONAL NTENSITY

Scales That Influence Behavior

15


Haney, Sirbasku, McCann Charismatic Leadership

• Old Assumptions • Leaders are Born not Made • People Either Possess Charisma or

They Don’t • New Perspective

• Leader Effectiveness Charismatic Appeal

• Charisma Drives Employee Engagement

• Engagement is Directly Linked to Productivity and Accountability

• Charisma Can Be Developed 16


The magnitude of your people’s contribution to the organization will be directly proportional to how engaged they are with the organization

and their jobs.

Enhancing Your Leadership Charisma: A Step-by-Step Guide

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…a 51% Gap in Operating Income!

…a 39% Gap in Earnings per Share!

Source: Towers Perrin ‘Global Workforce Study’ (surveyed nearly 90,000 employees in 18 countries.)

…which equates to:

Engagement = Productivity & Profitability

…between high and low engagement organizations


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“…we looked at fifty global companies over a year, correlating employee engagement levels with financial results...

The companies with high employee engagement had a in operating income and in earnings per share.

Conversely, companies with low levels of engagement saw

and earnings per

Source: Towers Perrin ‘Global Workforce Study’ (surveyed nearly 90,000 employees in 18 countries.)

Engagement = Productivity & Profitability

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Levels of Engagement

Highly Engaged Great Match

Fully Accountable Contagious Enthusiasm

Enthusiastic Pursuit of Goals Fully Committed

Pro-active

Engaged Supportive of Goals

Good Match Easily Motivated

Involved Focused

Understands Expectations Secure

Dis-engaged Fair Match

Not interested Questions Expectations

Avoids Participation Easily Distracted Apathetic , Aloof

Dissatisfied, Insecure

Highly Dis-engaged Poor Match Destructive Disruptive

Discourages Others Aggressive Resistance

Fearful, Bitter Does not know expectations


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Highly Engaged Great Match

Fully Accountable Contagious Enthusiasm

Enthusiastic Pursuit of Goals Fully Committed

Pro-active

Engaged Supportive of Goals

Good Match Easily Motivated

Involved Focused

Understands Expectations Secure

Dis-engaged Fair Match

Not interested Questions Expectations

Avoids Participation Easily Distracted Apathetic , Aloof

Dissatisfied, Insecure

Highly Dis-engaged Poor Match Destructive Disruptive

Discourages Others Aggressive Resistance

Fearful, Bitter Does not know expectations


21

Leader Effectiveness


'The extent to which you are perceived as being charismatic is

directly proportional to the extent to which people either feel or do better

after each interaction with you'.

The ‘Charismatic Equation’

22


Leadership Charisma Survey

23


10 9 8 7 6 5 4 3 2 1

10 9 8 7 6 5 4 3 2 1

10 9 8 7 6 5 4 3 2 1

10 9 8 7 6 5 4 3 2 1

10 9 8 7 6 5 4 3 2 1

10 9 8 7 6 5 4 3 2 1

Occupational Interests Enterprising

Financial/Admin People Service

Technical

Mechanical

Creative

Are they motivated by this kind of work?

Will they be comfortable in the job environment?

10 9 8 7 6 5 4 3 2 1

10 9 8 7 6 5 4 3 2 1

10 9 8 7 6 5 4 3 2 1

10 9 8 7 6 5 4 3 2 1

10 9 8 7 6 5 4 3 2 1

10 9 8 7 6 5 4 3 2 1

10 9 8 7 6 5 4 3 2 1

10 9 8 7 6 5 4 3 2 1

10 9 8 7 6 5 4 3 2 1

Behavioral Traits Energy Level

Assertiveness

Sociability

Manageability Attitude

Decisiveness

Accommodating

Independence

Objective Judgment

Can they cope with the mental demands?

Thinking Style 10 9 8

7

6 5 4 3 2 1

10 9 8 7 6 5 4 3 2 1

10 9 8 7 6 5 4 3 2 1

10 9 8 7 6 5 4 3 2 1

10 9 8 7 6 5 4 3 2 1

Learning Index

Verbal Skill

Verbal Reasoning

Numerical Ability Numeric Reasoning

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Critical Competencies / Skills That Drive Engagement

Communication

Production

Relationships Development of Others

Personal Development

Adaptability

Listens Communicates

Takes Action

Cultivates Talents Motivates

Displays Commitment Seeks Improvement

Thinks Creatively

Facilitates Team Success * Builds

Personal Relationships

25


Anonymous & Confidential

Anonymous & Confidential

Each Leader/ Manager

‘Self’

‘Boss’

Peers

Direct Reports

Feedback is Critical

Clients Partners

26


Select Six (6) Critical Skills Communication: Listens to Others Processes Information Communicates Effectively Leadership: Instills Trust Provides Direction Delegates Responsibility Adaptability: Adjusts to Circumstances Thinks Creatively Relationships: Builds Personal Relationships Facilitates Team Success

Task Management: Works Efficiently Works Competently Production: Takes Action Achieves Results Development of Others: Cultivates Individual Talents Motivates Successfully Personal Development: Displays Commitment Seeks Improvement

X

X

X

X

X

X

Self and Bosses Only 27


What are the most important skills in my position?

28


CheckPoint 360 Leadership Survey

How Do We Measure Effectiveness?

29


Skill Set Analysis

30


Survey Summary of the 70 Items

31


Development Summary Overview

32


33


34


Do you have what it takes to be a 21st Century Leader?

1. Absolutely 100%

2. I’m more than half way there. 3. No. Leadership is not my cup of tea. 4. I don’t know. I’d like to participate in a Checkpoint 360 leadership survey and Charisma analysis.

35


Your Missing Piece May Be Feedback

36

Questions?


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