Learning and Development Director · Meeting leadership challenges Leadership Challenges 2019...

©Advanced People Strategies Ltd 2020

Advanced People Strategies

Learning and Development DirectorRob Field


Charismatic or Humble leaders Does it really matter?

CHARISMA HUMILITY

Selecting and Developing Talent in a Digital World


Charisma is “a compelling attractiveness that can inspire devotion in others...”

Humility is “freedom from pride or arrogance: the quality or state of low self-preoccupation…”

Charisma & Humility Definitions


Objectives:

Share the latest research on leadership and what makes a high performing leader in a digital world.

1.How proven techniques can be adapted to be successful in todays fast paced, agile world.

2.Share examples of how we apply this with clients in a real world scenario

3.


The challenge for HR & L&D (and the organisation!)

Self-managed versus

organisationally-led

development Tactical self-

management versus organisational skill

gaps

Leaders with different

ability levels, requiring skills

at different times

Proactively preparing leaders

to be ready for senior positions and pressure to

not wait

Leaders in different time

zones How to get

everyone together to make decisions

Evidence that the crucial

skills needed for growth are

acquiredDemonstrate the

expected ROI

Budget constraints

How to do more with less, how to

support the smaller divisions

Geographical spreadDispersed workforce


50% of

managers FAIL

About 66% are

ineffectiveHogan, et al., (2011)

The challenge for HR & L&D (and the organisation!)

95% of HR

Leaders say Burnout

is biggest threat to

employee turnover

Harvard Business Review 2019


Meeting leadership challenges

Leadership Challenges 2019

Leading a Team Inspiring Others Developing Employees

Guiding Change Managing InternalStakeholders


Meeting leadership challenges

Leadership Challenges 2019

Leading a Team Inspiring Others Developing Employees

Guiding Change Managing InternalStakeholders

Has this really changed? The methodology has!!


Digital Transformation

“Digital transformation does not necessarily mean something ‘new’Instead, technology allows companies to rapidly experiment with new ideas, often borrowed from other sectors.

“The most successful ‘new’

approaches are quite often updated versions of established practices, using

the latest technology.”

Prof Feng Li, of Cass Business School Prof Feng Li, of Cass Business School

”


Rapid assessment of motivations & personality

ICEBERG MODEL

Behaving

Relating

Feeling

Thinking

Cognition|Values

Experiencing Experiencing

EverydayUnder

pressure


When organisations are working to identify new leaders, too often they gravitate toward those who are charismatic, narcissistic, and inappropriately self-confident. These individuals tend to emerge because they are well-liked and masters in the art of office politics. However, decades of data and research prove that people with these characteristics are extremely ineffective leaders, and can ultimately destroy the organisations they have been chosen to serve.

Bob Hogan

Emergence vs Effectiveness

Real Managers: Emergence vs. Effectiveness

▪Luthans’ landmark research is often ignored.▪Studied 457 managers from different organisations over 4 years.▪Used assessments, interviews, ratings, and behaviouralobservations.▪Gathered performance data at end of study.

▪Concerns leader Effectiveness.

▪Found 11 Fortune 1000 companies with 15 years of mediocre performance and then 15 years of superior performance.

▪The CEOs of the companies with superior performance were humble and competitive—not high emergent or charismatic.

▪Say goodbye to the myth of charismatic leadership.

Jim Collins: Good to Great


• Spend time networking• Ambition to get ahead• Self promote• Less open to feedback

• Spend time working with their teams• Ambition is for the organisation not

themselves• Recognise achievements of others• Open and coachable

EMERGENT EFFECTIVE

Great leaders in 2020 and beyond?

"I can take this company to the next level"

Beware the leader who says

It might sound like…


“I can make America great again”

Great leaders in 2020 and beyond?

• Spend time networking• Ambition to get ahead• Self promote• Less open to feedback

• Spend time working with their teams• Ambition is for the organisation not

themselves• Recognise achievements of others• Open and coachable

EMERGENT EFFECTIVE

"I can take this company to the next level"


Humility or Charisma?

Why do the 50% Fail?

Focus on

efficiency &

execution NOT

People

Which would you prefer, charismatic leaders or Humble leaders?

Show of hands


Charisma or Humility?

What's the impact of too much?

Narcissism; Politicking;

maintaining silos; Bullying

What's the impact of too humble?

Fly under the radar and get

overlooked

CHARISMA HUMILITY


• BOLD• MISCHIEVOUS• COLORFUL• IMAGINATIVE

Charisma cluster – Hogan Development Survey (HDS)


BOLD Socially poised, arrogant, and entitled

MISCHIEVOUS Charming, manipulative, and impulsive

COLORFUL Smart, interesting and self-dramatizing

IMAGINATIVE Creative, impractical, and eccentric

Charisma cluster – Definitions


Humility

Source: Vergauwe, Wille, B., Hofmans, J., Kaiser, R., & De Fruyt, F. (2018) The Double-Edged Sword of Leader Charisma. Journal of Personality and Social Psychology, 114, 110-130.


On your tables, rapidly rank the profiles 1-3Based on the data available

Notice what you focused on. Was it:

• Flight risk?• Performance?• Revenue?• Strengths?• Development needs?

Table Exercise


Managers

Mirco Alsharek

Cathy Ailsbury

Carlia Hoffa

Christophe Rackets

Dimitrios Manolas

View candidates side by side to understand strengths and shortcomings : Who stands out? HOGAN CONFIGURE


Executives

Christophe Rackets

Carlia Hoffa

Cathy Alisbury

Mirco Alsharek

Dimitrios Manolas




Executives

Christophe Rackets

Carlia Hoffa

Cathy Alisbury

Mirco Alsharek

Dimitrios Manolas

Managers

Mirco Alsharek

Cathy Ailsbury

Carlia Hoffa

Christophe Rackets

Dimitrios Manolas


Larger groups or specific roles – Competency reports to rapidly assess job fit

321

4

9 Job Families

64 competency/skill areas

Each job family is made up of 8-10 competency areas.

You can create a profile out of any 10 competencies


Managers

Mirco Alsharek

Cathy Ailsbury

Carlia Hoffa

Christophe Rackets

Dimitrios Manolas

Rapid Adaptable Assessment Agile Leadership Development

Closing the gap is the next challengeIn our digital world it is possible.


Diversity & InclusionGeographically dispersed

Why virtual skills development? : Ongoing challenges to HR and L&D

• Global involvement?• Cross cultural reach?• No travel cost/time?• No external venue cost?• Flexible attendance?• No need for minimum numbers


Flexible skills development

Why virtual? : Flexible programme

Assessing and developing against the same domains

Decision making

Developing people

Driving change

Driving performance

Driving strategy

Inspiring others

Leading others

Managing conflict

Managing resources

Team building

Accountability

Caring about people

Dealing with ambiguity

Dependability

Driving for results

Flexibility

Handling stress

Overcoming obstacles

Planning & organising

Taking initiative

Customer focus

Influencing others

Leveraging diversity

Leveraging people skills

Listening to others

Negotiating

Networking

Relationship building

Teamwork

Verbal communication

Anticipating problems

Driving innovation

Leveraging work skills

Political savvy

Presenting to others

Processing information

Sales focus

Setting goals

Solving problems

Written communication


Tap into data, digital and virtual to develop skills, not just knowledge

HBR suggests leaders should:• Get feedback• Engage in self-observation• Practice self management


Why virtual? : APS Cloud applications

Virtual Leadership Development

Development/Assessment centreWebinars

CoachingBlendedLearning

Supporting:

Transitioning

Onboarding

Talent development

Enhance L&D programmes


Final Thoughts

Charisma destroys engagement. Organisationsthat value charisma often overlook their most effective leaders.

The next generation of effective leaders may be hidden in plain sight. In this fast-paced digital world we need to leverage data to identify and develop leaders who have the potential to create agile organisationsthat thrive.

Humility creates engagement but it needs to be accompanied with competence.

1. 2. 3.


Look out for the post event communications from APS in your email inbox

Sample ReportsDr Robert Hogan

video presentation on Humility

Related articles on todays topics

Whitepapers Hogan Validity Evidence


Stand Number 65

Come and see us afterwards on stand 65


Advanced People Strategies

Learning and Development DirectorRob Field

Date post:	04-Aug-2020
Category:	Documents
Upload:	others
View:	0 times
Download:	0 times

Learning and Development Director · Meeting leadership challenges Leadership Challenges 2019...

Documents