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Stacy L. Shamberger, Skyline GroupNorthern CA APA Conference
September 11, 2014
4 Quadrants of Leadership:Leadership Behaviors for Financial Professionals
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Line-up
• Leadership Overview• The 4 Quadrants of Leadership • Leadership Competencies • 360 Degree View• Balanced Leader• Trends in Impact and Measurable Success• Self Insight and Awareness• Fun!
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Leadership – Made or Born?
The most dangerous leadership myth is that leaders are born-that there is a genetic factor to leadership. This myth asserts that people simply either have certain charismatic qualities or not. That's nonsense; in fact, the opposite is true. Leaders are made rather than born. Warren G. Bennis, from his book; On Becoming a Great Leader
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Another Point of Debate
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Lead
ersh
ip
Managem
ent
IndividualContributor
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The Real Deal
Leader Manager
IndividualContributor
Team
Execute Set Goals Problem SolveProductivity
InnovateInfluenceCommunicateIntegrity
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Moving from Abstract to IMPACT!
ImpactBehaviorCompetency
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The 4 Quadrants of Leadership
Leading Self Leading Others
Leading Organization
Leading Implementation
Success
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Self Awareness, Insight
COMPETENCY ME OTHERS
KEYFAIRGOODVERY GOODEXECELLENT
1.2.3.4.5.6.7.8.9.10.
28.
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Competencies of Quadrant 1
• Emotional Control• Flexibility• Integrity• Resilience• Self-Confidence• Executive Presence• Work/Life Balance
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Competencies of Quadrant 2
• Assertiveness• Conflict Resolution• Influencing Others• Listening• Partnering and Relationship Building• Teamwork• Verbal Communication
Leading
Others
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Competencies of Quadrant 3
Leading
Organization • Creativity and Innovation
• Entrepreneurship• External Awareness• Inspirational Vision• Organizational Awareness• Service Motivation• Strategic Thinking
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Competencies of Quadrant 4
Leading
Implementation• Coaching and Mentoring• Customer Focus• Delegation• Effectiveness• Monitoring Performance• Planning and Organizing• Thoroughness
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Self Rating
COMPETENCY ME OTHERS
KEYFAIRGOODVERY GOODEXECELLENT
1.2.3.4.5.6.7.8.9.10.
28.
Emotional ControlFlexibility Integrity
ResilienceSelf ConfidenceExecutive PresenceWork Life Balance
GGVGFGVGF
FGEGVGVGG
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Development Opportunities
Strengths WeaknessesGre
ates
t
Opp
ortu
nity
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Balanced Leader
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Self Rating
COMPETENCY ME OTHERS
KEYFAIRGOODVERY GOODEXECELLENT
1.2.3.4.5.6.7.8.9.10.
28.
Emotional ControlFlexibility Integrity
ResilienceSelf ConfidenceExecutive PresenceWork Life Balance
GGVGFGVGF
FGEGVGVGG
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On Your Mark Get Set, Grow!
Panic Zone
Growth/Learn
Comfort Zone
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CZ = Stuck
Most Familiar StrengthsOld Habits
Lazy
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GZ = Transformation!
Growth Zone
Little familiarityRisky
Temptation to revert
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Growth Leads to….
• An expansion and Integration of skills• Confidence using new knowledge• Mastery• An improved you!
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Our Blind Spots
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The 360 View
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70 % Learn from Experience on the Job
20% Learn from Others
10% Development Programs/Formal Learning
70/20/10
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Types of Experiences
We learn from 3 different types of experiences:AssignmentsBosses (good and bad)Hardships
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70/20/10
• What experiences can I plan (70%)?
• Who can I learn from? How (20%)?
• What kind of structured development will help me the most (10%)?
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Impact
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How Leaders Make an Impact
Morale Employee Turnover
Productivity
Vision Innovation
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Business Strategy
Strategy Execution Business Results
Leadership
Culture
Interconnected Impact
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Overall Impact
Companies reporting strong leadership development programs are 1.5 times more likely to be found atop Fortune Magazine's “Most Admired Companies” list.
-Consulting Psychology Journal, 2003, “The Return on Investment of Leadership Development: Differentiating our Discipline”
Among employees who say their company offers poor development opportunities, 41% plan to leave within 12 months (versus only 12% who rate their opportunities as excellent). High turnover isn't cheap - the cost of losing
a typical worker is approximately $50,000. For managers, the cost is much higher.
-Business Week, 2009
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Productivity Impact
American Express Leadership ROI Study 2010
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Financial Impact
• Average increase of 5.2% in per employee productivity; valued at $44,380 per employee
• Average increase of 16.3% in cash flow; valued at $9,673 per employee
• Average increase of 6% in market value; valued at $8,882 per employee
• Increase company-wide profit margins by as much as 47%. • Increase in sales (up to 6.5%) • Notable decrease in turnover -Jackson Leadership Systems, Inc., 2006, “Leadership Development ROI: Using Talent Management to Drive Market Value”-Consulting Psychology Journal, 2004,“The Return on Investment of Leadership Development: Differentiating our Discipline”
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Talent Development Reporting Principles
• What data should we collect and how should the measures be defined?
• What do CFOs, CEOs and other senior leaders want to see and how should it be presented?
• How can we show the important role learning plays in achieving organizational goals?
TDRp addresses the vital need for enhanced executive-level reporting on talent development, much like GAAP (Generally Accepted Accounting Principles) provides reporting principles for
finance.
Center for Talent Reportingwww.centerfortalentreporting.org
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2014 Snap Shot Trends
Source: Bersin by Deloitte December 2013
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