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What’s YourRoadmap for Cultivating Leadership?
Carol E. MurrayPrincipal
The Lifework Institute
Donald M. WisePresident & Chief Executive Officer
Metzler Real Estate
Moderated byPresented by
2 Habits of Top-Rated LeadersLearning from the Best
“We are what we repeatedly do. Excellence, therefore, is not an act but a habit.” - Aristotle.
Morning reflection and planning Evening insight and resolve
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Which of these 15 competencies is most highly correlated to leadership effectiveness and business results?
Source: Mastering Leadership by Robert J . Anderson and Will iam A. Adams, Wiley Publishing, 2015.
Poll
1. Achieves results2. Ambition3. Collaborator4. Composure5. Decisiveness6. Driven7. Fosters Teamwork8. Integrity
9. Interpersonal Intelligence10. Mentoring & Developing11. Personal Learner12. Purposeful and Visionary13. Selfless Leader14. Strategic Focus15. Sustainable Productivity
#3: Interpersonal Intelligence, Strategic Focus, Mentoring and Developing, Collaborator, Sustainable Productivity (between .82 and .84)
Competencies Most Highly Correlated to Leadership Effectiveness
Interpersonal Intell igence
Strategic Focus
Sustainable Productiv ity
Mentoring and Developing
Collaborator
Source: Mastering Leadership by Robert J . Anderson and Will iam A. Adams, Wiley Publishing, 2015.
#2: Fosters Teamwork = .89Competencies Most Highly Correlated to Leadership Effectiveness
Fosters Teamwork: The leader’s ability to foster high-performance teamwork among members who report to him/her, across the organization, and within teams in which he/she participates.
Source: Mastering Leadership by Robert J . Anderson and Will iam A. Adams, Wiley Publishing, 2015.
Collaborator
Mentoring & Developing
SustainableProductiv ity
Strategic Focus
Interpersonal Intell igence
Fosters Teamwork
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#1: Purposeful and Visionary = .91Competencies Most Highly Correlated to Leadership Effectiveness
Purposeful and Visionary: The extent to which the leader clearly communicates and models commitment to personal purpose and vision.
Source: Mastering Leadership by Robert J . Anderson and Will iam A. Adams, Wiley Publishing 2015
Collaborator
Mentoring & Developing
SustainableProductiv ity
Strategic Focus
Interpersonal Intell igence
Fosters Teamwork
Purposeful and Vis ionary
Competencies Most Highly Correlated to Leadership Effectiveness(#1) Purposeful and Visionary
+(#2) Fosters Teamwork
.94 correlation to leadership effectiveness
AND business results=
Source: Mastering Leadership by Robert J . Anderson and Will iam A. Adams, Wiley Publishing, 2015.
FostersTeamwork
Purposeful and Vis ionary
Combined
What is the work of leaders?
Getting from
Point BPoint A
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Entails three phases:What is the work of leaders?
Create/refine a vision or desired
outcome
Engage others to own the vision & work together to
get there
Create conditions for successful execution
1 2 3
Strengths Used in the Leading Process
VisionAlignment
andOwnership
Execution
Crafting and refining VISION
and bringing it alive
Building ALIGNMENT and OWNERSHIP
(engaging the Head, Hands, and Heart)
Supporting EXECUTION by
creating conditions for success
Research: Everything DiSC Work of Leaders Assessment.
Strengths Used in the Leading Process
• Decisiveness• Addressing problems• Attention to detail• Decide independently• Push forward / urgency• Get stuff done• Measure progress• Present information / explain
rationale
Execution
Supporting EXECUTION by
creating conditions for success
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VisionAlignment
andOwnership
Execution
• Decisiveness• Addressing problems• Attention to detail• Decide independently
• Push forward / urgency• Get stuff done• Measure progress• Present information /
explain rationale
When Strengths Become HINDRANCES in the Leading Process
Framework for Enhancing Leadership
Alignment and
OwnershipExecutionVision
• Do we have the right vision?• Is everyone clear on where
we’re headed? • Do we all have the same
outcomes in mind?• Is everyone clear on why it
matters?• Have we tested our
assumptions?
• Are the people excited about what needs to be done?
• Have they “weighed in”?• Do they own it?• How do I know?
• Have we created conditions for successful execution?
• Do they have the tools and resources necessary?
• Are the right plans in place?• Do we have feedback
mechanisms and milestones in place?
• How are we learning fromwhat we are doing?
Building and Maintaining Alignment and Ownership“A vision without a task is but a dream,a task without a vision is drudgery,a vision and a task is the hope of the world.”- Anonymous, from a church wall in Sussex, England, c. 1730
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Building and Maintaining Alignment and Ownership• More than half the leaders surveyed report little or no
training or guidance in the practice of building “alignment.”• Only 47% report having a clear understanding of what
“building alignment” even means.
Source: The Work of Leaders: How Vis ion, Alignment and Execution Will Change the Way You Lead, Wiley, 2013.
Building and Maintaining Alignment and Ownership“Alignment refers to the act of getting buy-in for the vision from everyone who will have a role in making it a reality. Alignment ensures that people are on the same page, both from a task and an emotional perspective.”
Research: Everything DiSC Work of Leaders Assessment.
Building and Maintaining Alignment and Ownership
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Just How Much Does Alignment Matter?
When leader fails to achieve alignment
When leader achieves alignment
Confusion Clarity of goals and roles
Complaining Resourcefulness
Compliance and apathy Ownership and accountability
Low morale High morale
Internal competition and strife Collaboration and support
Poor execution Can-do attitude and results
Gossip Adults showing up to work
Building and Maintaining Alignment and Ownership
Building Alignment through Inspiration“If you want to build a ship, don’t drum up people to collect wood and don’t assign them tasks and work, but rather teach them to long for the endless immensity of the sea.”- Antoine de Sainte-Exupery
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Framework for Enhancing Leadership
Alignment and
OwnershipExecutionVision
• Do we have the right vision?• Is everyone clear on where
we’re headed? • Do we all have the same
outcomes in mind?• Is everyone clear on why it
matters?• Have we tested our
assumptions?
• Are the people excited about what needs to be done?
• Have they “weighed in”?• Do they own it?• How do I know?
• Have we created conditions for successful execution?
• Do they have the tools and resources necessary?
• Are the right plans in place?• Do we have feedback
mechanisms and milestones in place?
• How are we learning fromwhat we are doing?
2 Habits of Top-Rated LeadersBuilding Alignment through Inspiration
“We are what we repeatedly do. Excellence, therefore, is not an act but a habit.” - Aristotle.
Morning reflection and planning Evening insight and resolve
Tips for Leadership Development§ Decide which competency to develop and why it
matters.
§ Become a student. Immerse yourself in learning.§ Start a new habit.§ Keep it “top of mind” on a daily basis.§ Create opportunities to practice the new habit
when it is easy.
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Resources Available for ULI MembersWant Your Personal Leadership Roadmap?Consider utilizing one or both of these self-assessment instruments:
§ The Leadership Circle Profile Self Assessment – free once you purchase the book Mastering Leadership
§ The Everything DiSC Work of Leaders – Vis it ourLEADERSHI PMATT E RS.co m where you can download a sample report and purchase with a s ignificant discount
For additional information about the tools, resources, and books mentioned today, or to sign up for weekly Carol’s Comments, inspirational quotes designed to help you keep your leadership practices top of mind, visit:
OurLEADERSHIPMATTERS.com
Find resources for ULI Members including: § a white paper on “Tips for Developing Leadership Competencies”§ other useful books for organizational effectiveness and teambuilding
Question and Answer Session“Effective leadership is not about making speeches or being liked; leadership is
defined by results not attributes.” - Peter Drucker
“Leaders don’t create followers. They create more leaders.” - Tom
Peters
“Before you are a leader, success is all about growing
yourself. When you become a leader, success is all about
growing others.” - Jack Welch
“Leadership is the ability to translate
vision into reality.” -Warren Bennis
“Leadership is a series of behaviors rather than a role
for heroes.” - Margaret Wheatley
“The key to successful leadership is influence, not
authority .” - Kenneth H. Blanchard
“The pess imist complains about the wind. The optimis t
expects it to change. The leader adjusts the sails .” -John
Maxwell
“As we look into the next century , leaders wil l be those who empower others.” - Bil l
Gates
“Management is doing things right; leadership is doing the right things.” -
Peter Drucker
“If your actions inspire others to dream more, learn more, do more, and become more,
you are a leader.” - John Quincy Adams
Competencies Most Highly Correlated to Leadership EffectivenessA mbi t i on
Dri ven
S el f l ess Leader
Integri t y
Composure
A chi eves resul t s
Deci si veness
P ersonal Learner
Col l aborator
Mentori ng & Devel opi ng
S ustai nabl e P roduct i vi t y
S t rategi c F ocus
Interpersonal Intel l i gence
F osters T eamwork
P urposeful & V i si onary
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§ Interpersonal Intelligence: the interpersonal effectiveness with which the leaders listens, engages in conflict and controversy, deals with the feelings of others, and manages his/her own feelings.
§ Strategic Focus: the extent to which the leader thinks and plans rigorously and strategically to ensure that the organization will thrive in the near and long term.
§ Mentoring and Developing: the leader’s ability to develop others through mentoring and maintaining growth-enhancing relationships.
§ Collaborator: the extent to which the leaders engages others in a manner that allows the parties involved to discover common ground.
§ Sustainable Productivity: the leader’s ability to achieve results in a way that maintains or enhances the overall long-term effectiveness of the organization. It measures how well he/she balances human/technical resources to sustain long-term high performance.
Competencies Most Highly Correlated to Leadership Effectiveness