Derailment - Dr. Karen Steadman Leadership Futures, Inc 2011
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Dr. Karen Steadman Leadership Futures, Inc. Copyright 2011 [email protected] A Chink in the Armor: Recognizing Derailing Behaviors in Corporate America Dr. Karen Steadman www.LeadershipFutures.com Estimates of Managerial Failure = ______% I of all managers will not succeed. The cost of a leadership hire that does not succeed has been estimated to be as high as ____X the individual’s salary in costs and productivity loss II . This $ figure does not include_________________________________________________________________________. Flaws in Organizational Assessment of Leadership: IQ vs. EQ – Leaders who are considered “Beyond Smart” have a (> than) or (< than), or (= to) chance of derailing when compared to their peers. High Potential vs. High Performance- It is believed that only ___ out of 10 currently high performing leaders are high potentials for succeeding at the next level. Without intervention, _____% of internal job moves fail III . Ability Engagement Aspirations TRUE/FALSE A leader who is risk-inclined is definitely more likely to derail than a leader who is risk-averse. Highest Potential for Derailment IV A and S and = Pr(D) Intrapersonal Skills Interpersonal Skills Business Skills Leadership Skills Inappropriate Behavior Poor Working Relationships Narrow Perspective Trouble Building and Maintaining a Team The most common factor V across catastrophic failures of leadership is ________________. It is estimated that the rate of occurrence for low integrity is ____% of senior managers IV . The corporate audience that is least likely to notice and report integrity issues is _______________.
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Downloadable and shareable handout of keynote speech "Predicting Derailing Behavior" by Dr. Karen Steadman
Transcript of Derailment - Dr. Karen Steadman Leadership Futures, Inc 2011
Dr. Karen Steadman Leadership Futures, Inc. Copyright 2011
A Chink in the Armor: Recognizing Derailing Behaviors in Corporate America Dr. Karen Steadman
www.LeadershipFutures.com
Estimates of Managerial Failure = ______%I of all managers will not succeed.
The cost of a leadership hire that does not succeed has been estimated to be as high
as ____X the individual’s salary in costs and productivity lossII. This $ figure does not
include_________________________________________________________________________.
Flaws in Organizational Assessment of Leadership:
IQ vs. EQ – Leaders who are considered “Beyond Smart” have a (> than) or (< than), or
(= to) chance of derailing when compared to their peers.
High Potential vs. High Performance- It is believed that only ___ out of 10 currently high
performing leaders are high potentials for succeeding at the next level. Without intervention, _____% of internal job moves failIII.
Ability
Engagement
Aspirations
TRUE/FALSE A leader who is risk-inclined is definitely more likely to derail than a leader
who is risk-averse.
Highest Potential for DerailmentIV
A and S and = Pr(D)
Intrapersonal Skills Interpersonal Skills Business Skills Leadership Skills
Inappropriate
Behavior
Poor Working
Relationships
Narrow Perspective Trouble Building
and Maintaining a
Team
The most common factorV across catastrophic failures of leadership is ________________.
It is estimated that the rate of occurrence for low integrity is ____% of senior managersIV.
The corporate audience that is least likely to notice and report integrity issues is
_______________.
Dr. Karen Steadman Leadership Futures, Inc. Copyright 2011
Warning Flags
Strategies to Minimize the Probability of Your Own Derailment
Remain an optimist, but a realistic optimist
Be open to learning new things
Seek diversity of thought and experience to increase self vs. other awareness
Create feedback loops early and calibrate often
Let it go
For Further Reading:
I. Hogan, J., & Hogan, R., & Kaiser, R.B. (2009) Management Derailment. Personality Assessment
and Mitigation, APA Handbook of Industrial and Organizational Psychology.
II. Smart, G., & Street, R. (2008). Who. Ballantine Books.
III. Martin, J., & Schmidt, C. (2010, May). How to Keep Your Top Talent. Harvard Business Review.
IV. Kaiser, R. B., & Hogan, R. (2010, December). How to (and How not to) Assess the Integrity of
Managers. Consulting Psychology Journal: Practice and Research, 216-234.
V. Irwin, T. (2009). Derailed: Five Lessons from Catastrophic Failures of Leadership. Thomas Nelson.
Dr. Karen Steadman is the Founder and CEO of Leadership Futures, Inc., a
coaching and human capital strategy firm that optimizes the
performance of leaders in complex systems. Her specialty expertise is
advising analytical leaders who are “Beyond Smart” of the best strategies
for leveraging the human factor with their teams, organizations and
shareholders. She is a licensed psychologist who graduated with highest
honors in Industrial and Systems Engineering from the Georgia Institute of
Technology and completed her Ph.D. in Counseling Psychology from the
University of Georgia. She has implemented leadership development programs in the
United States, Canada, South America, Europe, South Africa, India, Australia and Asia.
She is proud to be a board member for HOBY International whose mission is to inspire
and develop the next generation of leaders.
