Leadership DNA
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Transcript of Leadership DNA
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Leadership DNA
Learn the Difference Between Average Management & Effective Leadership
Presented by:
John F. Bradford
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Why take the troubleto make
Extraordinary Leaders of managers?
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19%
14%
9%
0 5 10 15 20
Average Percent Employee Turnover
Least Effective30%
Middle 60%
Most Effective10%
Insurance Company Management Team – 360 Assessed
Statistics from The Extraordinary Leader, by Jack Zenger and Joe Folkman
Great leaders have lower turnover
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39%
49%
68%
0 20 40 60 80
Customer Satisfaction (%)
Least Effective20%
Middle 60%
Most Effective20%
High Tech Co. Management Leadership Team – 360Assessed
Statistics from The Extraordinary Leader, by Jack Zenger and Joe Folkman
Great leaders have more satisfied customers
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-$1.2M
$2.4M
$4.5M
-2
-1
0
1
2
3
4
5
Net
In
com
e (m
illi
ons)
Least Effective10%
Middle 80% Most Effective10%
Mortgage Bank Leadership Team – 360Assessed
Statistics from The Extraordinary Leader, by Jack Zenger and Joe Folkman
Great leaders generate higher net income
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Statistics from The Extraordinary Leader, by Jack Zenger and Joe Folkman
Poor leaders cause
disengagement & ‘mental turnover’
Leadership Effectiveness Impacts Employee Engagement
Lead
ersh
ip E
ffec
tiven
ess
Employee Engagement
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Poor leaders cause disengagement and both physical & ‘mental turnover’
“People leave people” – Jim Sirbasku
“The doors are open, the lights are on but no one’s home” – Anon
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Statistics from The Extraordinary Leader, by Jack Zenger and Joe Folkman
Great leaders make
a remarkable difference
Average leaders have average
impact
Poor leaders cause
disengagement & ‘mental turnover’
Leadership Effectiveness Impacts Employee Engagement
Lead
ersh
ip E
ffec
tiven
ess
Employee Engagement
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What special about the “Leadership DNA”
of the Extraordinary Leader?
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Profiles Leadership Research
• Started in 1992 – still ongoing
• Research team included– clinical psychologists – industrial / organizational psychologists – business leaders
• Initial study of 3,600 leaders
• Ongoing research with over 500,000 leaders using Profiles model to date!
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Communication• Listens to Others• Processes Information • Communicates Effectively
Leadership• Instills Trust• Provides Direction • Delegates Responsibility
8 Universal Management Competencies
18 Skill Sets 8 Universal Management Competencies
18 Skill Sets
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Relationships• Builds Personal Relationships • Facilitates Team Success
Task Management• Works Efficiently • Works Competently
Adaptability• Adjusts to Circumstances • Thinks Creatively
8 Universal Management Competencies
18 Skill Sets 8 Universal Management Competencies
18 Skill Sets
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Production• Takes Action • Achieve Results
Personal Development• Displays Commitment • Seeks Improvement
Development of Others• Cultivates Individual Talents • Motivates Successfully
8 Universal Management Competencies
18 Skill Sets 8 Universal Management Competencies
18 Skill Sets
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CommunicationListens to Others
Solicits ideas, opinions & suggestions from others
Creates a comfortable climate for airing concerns
Listens to all points of view with an open mind
Listen carefully without interrupting
Summarizes input then checks for understanding
8 Universal Management Competencies
18 Skill Sets 8 Universal Management Competencies
18 Skill Sets
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But personally speaking…
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Great leaders get results
Production – Achieves ResultsProduction – Takes Action
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Extraordinary Leadersmake
Extraordinary People
- There are no ordinary people,
just ordinary leaders!
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Recruit only The very best
NEVER compromise
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On a scale of
competence where
10 is an
excellent manager...
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…a 7 is amoderately
good manager
…the problem
is...
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……7s 7s hire hire 5s...5s...
……5s 5s hirehire3s...3s...
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And even the best can only do so much...
…when surrounded by clowns!Extraordinary Extraordinary
Leaders hire 10s!!Leaders hire 10s!!
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Put the right Put the right people in the people in the
right jobsright jobs
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“It’s not experience – or college degrees or other accepted
factors…
…(it) hinges on fit with
the job.”
Source: Herbert M. Greenberg and Jeanne Greenberg, “Job Matching for Better Sales Performance,” Harvard Business Review,
Vol. 58, No. 5.
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“…(it) hinges on fit with the job…”
• Can deal with the mental demands of the position
• Are comfortable with the demands of the environment and people they must work with
• Enjoy the work and are motivated to do it
‘Superior’ producers fit their jobs and:
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What happens if What happens if you don’t put the you don’t put the
right people in the right people in the right jobs?right jobs?
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“…“…companies will need companies will need to reorient their to reorient their recruitment and recruitment and
selection processes by selection processes by hiring “for fit” rather hiring “for fit” rather
than mere credentials…”than mere credentials…”
““Contented Cows Give Better Milk”Contented Cows Give Better Milk”Bill Catlette & Richard HaddenBill Catlette & Richard Hadden
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o Use assessmentsUse assessmentso Profile best performersProfile best performerso Do lots of interviewsDo lots of interviewso Hire Slow! Hire Slow!
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Great leaders build personal Great leaders build personal relationships with their peoplerelationships with their people
Development of Others – Motivates Successfully & Cultivate Individual TalentsRelationships – Builds Personal Relationships
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They accomplish long term goals by They accomplish long term goals by planning daily stepsplanning daily steps
Leadership – Provide DirectionProduction – Takes Action
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Great leaders don’t
procrastinate
Production - Takes Action
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They see obstacles as opportunities for creative change in the
organisation
Production - Takes Action & Achieve ResultsAdaptability – Adjusts to Circumstances
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Extraordinary leaders are extraordinary communicators
Communication – Listens to OthersCommunication – Communicates Effectively
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They share a contagious enthusiasm They share a contagious enthusiasm that promotes a positive attitude that promotes a positive attitude
Development of Others – Motivates Successfully Personal Development – Displays Commitment
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Great leaders motivate successfully
Development of Others – Motivates Successfully
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They have genuine self confidence and keep a positive outlook
Adaptability – Thinks CreativelyPersonal Development – Display Commitment
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Profiles Leadership Research
• Started in 1992 – still ongoing
• Research team included– clinical psychologists – industrial / organizational psychologists – business leaders
• Initial study of 3,600 leaders
• Ongoing research with over 500,000 leaders using Profiles model to date!
![Page 38: Leadership DNA](https://reader034.fdocuments.us/reader034/viewer/2022051322/54459eacafaf9fdf2a8b45e4/html5/thumbnails/38.jpg)
Communication• Listens to Others• Processes Information • Communicates Effectively
Leadership• Instills Trust• Provides Direction • Delegates Responsibility
8 Universal Management Competencies
18 Skill Sets 8 Universal Management Competencies
18 Skill Sets
![Page 39: Leadership DNA](https://reader034.fdocuments.us/reader034/viewer/2022051322/54459eacafaf9fdf2a8b45e4/html5/thumbnails/39.jpg)
Relationships• Builds Personal Relationships • Facilitates Team Success
Task Management• Works Efficiently • Works Competently
Adaptability• Adjusts to Circumstances • Thinks Creatively
8 Universal Management Competencies
18 Skill Sets 8 Universal Management Competencies
18 Skill Sets
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Production• Takes Action • Achieve Results
Personal Development• Displays Commitment • Seeks Improvement
Development of Others• Cultivates Individual Talents • Motivates Successfully
8 Universal Management Competencies
18 Skill Sets 8 Universal Management Competencies
18 Skill Sets
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How much of this “Leadership DNA”
your leaders / managers have?
But how can you tell… But how can you tell…
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“Inspect what you expect!”
You must:
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CommunicationListens to Others
Solicits ideas, opinions & suggestions from others
Creates a comfortable climate for airing concerns
Listens to all points of view with an open mind
Listen carefully without interrupting
Summarizes input then checks for understanding
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5. Always5. Always
4. Often4. Often
3. Sometimes3. Sometimes
2. Seldom2. Seldom
1. Never1. Never
0. Don’t Know0. Don’t Know
Deiric, do you: Deiric, do you:
““Listen Carefully without Listen Carefully without interruptinginterrupting”?”?
Deiric, do you: Deiric, do you:
““Listen Carefully without Listen Carefully without interruptinginterrupting”?”?
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5. Always5. Always
4. Often4. Often
3. Sometimes3. Sometimes
2. Seldom2. Seldom
1. Never1. Never
0. Don’t Know0. Don’t Know
Boss, Direct Report, Peer:Boss, Direct Report, Peer:Does Deiric: Does Deiric:
““Listen Carefully without interruptingListen Carefully without interrupting”?”?
Boss, Direct Report, Peer:Boss, Direct Report, Peer:Does Deiric: Does Deiric:
““Listen Carefully without interruptingListen Carefully without interrupting”?”?
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Favourable Zone
FavourableFavourableZoneZone
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Thank You!
John F. Bradford, Sr. Vice President Consulting ServicesProfiles International, Inc.
5205 Lakeshore Dr. Waco, Texas 76710254-495-5500 [email protected]