Defining and Developing Leadership for the 21 st Century: From Concept to Outcomes Carl L. Harshman,...

Defining and DevelopingLeadership for the 21st Century:

From Concept to Outcomes

Carl L. Harshman, Ph.D.Founder and Chief Executive Officer

Certified iWAM Professionals are free to use this material as long as appropriate citations are included and proper credit is given.

Lessons of Leadership:What We Know from the

Last Four Decades

Carl L. Harshman

Part 1

A. What We Don’t Know

Warren Bennis, an international guru on leadership concludes, says that after decades of the study of leadership effectiveness, that while various efforts have brought some insights to an understanding of the process of leadership as well as to the traits and behaviors of leaders, but we are far from an understanding. He laments that:

"Never have so many laboredso long to say so little."

CourtshipCourtship

InfancyInfancy

Go-goGo-go

AdolescenceAdolescence

PrimePrime

StableStable

AristocracyAristocracy

Early Bureaucracy (Witch Early Bureaucracy (Witch Hunt)Hunt)

BureaucracyBureaucracy

DeatDeathh

Lesson #1 – Organization Life Cycle

Where you are in the Life Cycle determines the kind of leadership you need.

Lesson #2 – All in It Together

Strategy, Culture, and Leadership are deeply interconnected. To be effective, we must align leadership with Strategy and Culture

Culture

Leadership

BusinessStrategy

Lesson #3 – Leaders & Strategy

“Strategy without leadership goes nowhere;Leadership without Strategy has nowhere to go.”

Carl L. Harshman

StrategicPerspective

CustomerFocus

InnovationBusinessAcumen

Communication

Analytical &Problem Solving Skills

EstablishingStretch Goals

Lesson #4 – Leaders & Culture

Leaders—their values, fundamental beliefs, and behaviors—are a powerful force in the creation and maintenance of organizational culture.

“. . . leaders create and change cultures, while managers and administrators live within them.”

Edgar ScheinOrganizational Culture and Leadership

Lesson #5 - Competencies

There appear to be about 28 core competencies that account for the majority of effectiveness in leaders.

“No one knows what specific challenges we will face in 2O2O, but we have a strong idea of what the leaders who can meet those challenges will look like and how they will get to be that way.”

Michael M. Lombardo and Robert W. EichingerThe Leadership Machine

Lesson #6 – Leaders’ VersatilityFrom Latin “versatilis,” turning easily, having complementary competencies and being able to shift between them at the right time and at the right level is critical.

“Master managers have that kind of flexible, agile form where they can pivot on a dime, from holding a blue sky session to tackling an immediate supply chain problem, from forcing a tough issue that is painful to acknowledge to containing conflict and bringing people together on a divisive issue.”

Robert E. Kaplan & Robert B. KaiserDeveloping Versatile Leadership

Lesson #7 – Integrity & Ethics

Every major theory and model of leadership puts integrity at the center of the milieu of what is critical for success of leaders and the organization!

“[Integrity] is the unity that emerges when a particular orientation becomes so firmly a part of group life that it colors and directs a wide variety of attitudes, decisions, and forms of organization and does so at many levels of experiences. The building of integrity is part of what we have called the "institutional embodiment of purpose," and its protection is a major function of leadership.

Wilkins, A.K.Developing Corporate

Character

5 Pillars of Effective Leaders(Gallup Organization Research)

Integrity

Focus on Results

Personal Capability

Interpersonal Skills

Leading Change

What might be missing from this picture?

Lesson #8 – The Pipeline

Being good at one level of an organizationdoes not mean you will be good

at the next level of the organization.

“. . . Leadership entails a series of passages that come with very specific values, skills, and time requirements; leaders must not skip passages as they take on more responsibility and influence in an organization or they will end up working at the wrong level and will clog the pipeline.”

Charan, Drotter, & NoelThe Leadership Pipeline

Functional Manager

Enterprise Manager

Group Manager

Business Manager

Manager of Managers

Manage Others

Manage Self

PassageThree

PassageFive

PassageOne

PassageTwo

PassageFour

PassageSix

The Leadership Pipeline

Lesson #9–Emotional Intelligence

Emotional Intelligence (EQ) may turn out to be as important as intellectual intelligence (IQ) in determining the effectiveness of leaders.

“Emotional Intelligence—especially at the highest levels of a company—is the sine qua non for leadership. Without it, a person can have first-class training, an incisive mind, and an endless supply of good ideas, but he still won't make a great leader.”

Daniel GolemanEmotional Intelligence

ie

Self-Awareness

•Emotional Self-Awareness

• Accurate Self-Assessment

• Self-Confidence

Social Awareness

• Empathy

• Organizational Awareness

•Service Orientation

Social Skills• Developing Others

• Leadership & Influence•Communication•Change Catalyst

• Conflict Management•Building Bonds

•Teamwork & Collaboration

Self-Management• Self-Control

• Trustworthiness• Conscientiousness

•Adaptability•Achievement Orientation

• Initiative

Competency ModelEmotional Intelligence

Emotional Intelligence(from the work of Daniel Goleman)

ie

Lesson #10 – Learning Leaders

Several aspects of learning indicate that ongoing learning is correlated with good leadership and that effective leaders tend to learn more from experience that less effective leaders.

“ Better learners . . . consistently engaged in effective leadership practices more frequently than those in the low learner category.”

Lillas Brown & Barry PoznerLeadership & Organizational Development Journal

Leadership and Performance

To be effective, leaders have to perform.

How we define performance and how we predict and manage it is the key to the future.

“Leadership is ultimately about producing results.”Jack Zenger

The Extraordinary Leader

What’s the Missing Piece?

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Performance

A Missing Piece?Intellect?

Emotions?Experience?

Future Lessonsof Leadership:

How to Move Forwardin the Next Decade

Carl L. Harshman, Ph.D.

Note: All the models and graphics in this presentation are copyrighted and/or registered. Please obtain and attribute ownership properly if you choose to use any of them. Thank you.

Part 2

View from this Session

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OrganizationalEffectiveness

Leadership & Performance Models

Leadership Development Tools & Practices

Organizational Effectiveness Framework

Culture

Leadership

BusinessStrategy

Mission

Vision Values

Critical Success Factors 21

CourtshipCourtship

InfancyInfancy

Go-goGo-go

AdolescenceAdolescence

PrimePrime

StableStable

AristocracyAristocracy

Early BureaucracyEarly Bureaucracy

BureaucracyBureaucracy

DeatDeathh

Adizes’ Organizational Life Cycle

See http://www.adizes.com/Provided by Carl L. Harshman & Associates, Inc.

= My Reality

Motivation& Attitudes

Interpret

Emotions

= My Decision

Values, Beliefs& Goals

Evaluate

Patrick Merlevede of jobEQ.com originally presented the concept for the model in 2003

Context(Role/Job)

Relationships

Expectations

Challenges

Tasks

Culture of the Country Environment Organizational Culture

Background Demographics Personality

© 2008 The Institute for Work Attitude & Motivation and Carl L. Harshman, Ph.D.

Abilities &Competencies

Act

Performance Model (Missing Piece?)

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Leadership Development Model

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Business StrategyOrganization Culture

Corporate Leadership Design & Oversight

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24Note: The Leadership Development Model is registered to and copyrighted by Carl L. Harshman & Associates, Inc.

Competencies & Characteristics

Consider using the “Leadership Pipeline” concept to construct the levels of the competency model

85% of all competency models are the same:o Don’t re-invent the wheelo Figure out the 15% that is unique to your

organization

Use a framework that provides some basis for competencies that is consistent with known facts and principles (e.g. Lominger)

Connect the competencies to: Roles, Assessment, Performance Management, and Succession Planning

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Com

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Competency Model

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Competency Category

Leadership Levels Supervisors

Level 2 Managers

Level 3 Directors Level 4

Officers & GMs Level 5

Business

Problem Solving

Customer Focus

Budget Management

Decision Making

Managing Work

Measuring Progress

Planning (Group)

Organizing

Accountability

Production / Results

Presentation Skills

Strategic Planning

Business Planning

Strategic Agility

Enterprise Perspective

Leadership

Planning (Team)

Organizing

Directing

Training

Communicating

Sizing Up People

Building Trust/Credibility

Developing Supervisors

Delegating

Building Effective Teams

Motivating Groups

Dealing with Ambiguity

Innovation / Creativity

Communication

Managerial Courage

Persuasion & Influence

Managing Vision & Purpose

Political Savvy

Developing Corporate Culture

Interpersonal Listening

Relating

Coaching & Mentoring

Conflict Management Managing Relationships

Developing Corporate Culture

Personal Attributes

Ethics & Values

Learning Agility

Perseverance

Intellectual Horsepower

Emotional Maturity Models Ideal Behavior Setting Ethical Standards

Professional* Technical Skills / Functional Expertise / Business Acumen / Industry Knowledge


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Leadership Assessment

Principles of Leadership Assessment

1. Assess for development, not for performanceo Performance is evaluated elsewhere.

2. Only measure aspects of the leader that are known to make a differenceo Personality, for example, appears to predict a

very small percent of performance (as little as 5%)

3. Connect the assessment results to developmental planningo Build a personal database to track growth

4. Assessment Tools

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Leadership Assessment Tools

Motivational & Attitudinal Patterns (Metaprograms)Inventory for Work Attitude and Motivation (iWAM)Language and Behavior (LAB) Profile

Values, Goals, etc. (Criteria)Language and Behavior (LAB) ProfileValues Systems Questionnaire (VSQ)

Leadership Behaviors360° Survey (Self – Boss – Peers – Direct Reports

AbilitiesHighlands Abilities Test

Strengths and DerailersHogan Assessment Systems

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LeadershipDevelopment

Plan and Strategy


Leadership Development Plan

Analysis of Current Assignment Identify Career Goal(s) Identify Major Development Needs/Opportunities Draft Development Plan Review with Leader/Manager/Coach/HR “Contract” for the Plan

o Leader agrees to “deliver on the promise”o Organization/Manager promises to support and

encourage

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Plan and Strategy

Career Analysis Form

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Development Planning Form

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Plan and Strategy

Education

&Action

Learning Programs


Education & Action Learning

Education Action Learning

Team Learning Temporary Assignment

Workshop/Seminar Rotation Assignment

Certificate Short-term Project

Degree Program Long-term Project

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Education &Action

Learning Programs


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Reassess &Evaluate

Progress and Potential



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Coaching & Mentoring Process


Coaching & Mentoring

Mentoring Gives expert advice Diagnoses the problem described Prescribes how to improve/solve the issue Creates dependence on “the trusted advisor” Mentor does most of the talking (80%)

Coaching Builds personal capability and effectiveness Creates higher quality decisions and the right results Uses skillful questions, statements, challenges, ideas, and feedback Lets the associate do most of the talking, working, and discovery

(80%)

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Note: The Leadership Development Model is registered to and copyrighted by Carl L. Harshman & Associates, Inc.


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Performance Management System


Performance Management

What gets measured and rewarded is what gets done

To encourage effective leadership development:

o Planning and delivering on one’s leadership development program should be a component of the annual performance review.

o Managers, coaches, and mentors of leaders should also have those functions evaluated as part of their annual performance review.

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Succession Planning

Formal succession planning takes an organization from the “tribal” system to planned leadership

There are two kinds of succession planning:o Replacement Planning (AKA the “Bread Truck”)

o Development Planning

Succession Planning should be done regularly, should connect to the business strategy and culture, and should reflect strong ties to the leadership development process

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Human Resources Systems and Support and Leadership Development Database

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Education &Action

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Questions, Comments, or . . .

What struck you about this presentation?

What one thing did you see/hear/sense that will make a difference in how you think about leadership tomorrow?

What would you like to know more about?

What advice do you have for me as a presenter?

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For More Information

Lessons of Leadership Slides Leadership Development Presentation Information on Motivational and Attitudinal

Patterns A free iWAM assessment

Carl L. Harshman

Office: 314 963.9170Email: [email protected]: www.iWAMinstitute.com

Office: 314 961.9676Email: [email protected]: www.harshman.com

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Defining and Developing Leadership for the 21 st Century: From Concept to Outcomes Carl L. Harshman,...

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