Stacy L. Shamberger, Skyline GroupNorthern CA APA Conference

September 11, 2014

4 Quadrants of Leadership:Leadership Behaviors for Financial Professionals

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!

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

Another Point of Debate

Lead

ersh

ip

Managem

ent

IndividualContributor

The Real Deal

Leader Manager

IndividualContributor

Team

Execute Set Goals Problem SolveProductivity

InnovateInfluenceCommunicateIntegrity

Moving from Abstract to IMPACT!

ImpactBehaviorCompetency

The 4 Quadrants of Leadership

Leading Self Leading Others

Leading Organization

Leading Implementation

Success

Self Awareness, Insight

COMPETENCY ME OTHERS

KEYFAIRGOODVERY GOODEXECELLENT

1.2.3.4.5.6.7.8.9.10.

28.

Competencies of Quadrant 1

• Emotional Control• Flexibility• Integrity• Resilience• Self-Confidence• Executive Presence• Work/Life Balance

Competencies of Quadrant 2

• Assertiveness• Conflict Resolution• Influencing Others• Listening• Partnering and Relationship Building• Teamwork• Verbal Communication

Leading

Others

Competencies of Quadrant 3

Leading

Organization • Creativity and Innovation

• Entrepreneurship• External Awareness• Inspirational Vision• Organizational Awareness• Service Motivation• Strategic Thinking

Competencies of Quadrant 4

Leading

Implementation• Coaching and Mentoring• Customer Focus• Delegation• Effectiveness• Monitoring Performance• Planning and Organizing• Thoroughness

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

Development Opportunities

Strengths WeaknessesGre

ates

t

Opp

ortu

nity

Balanced Leader

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

On Your Mark Get Set, Grow!

Panic Zone

Growth/Learn

Comfort Zone

CZ = Stuck

Most Familiar StrengthsOld Habits

Lazy

GZ = Transformation!

Growth Zone

Little familiarityRisky

Temptation to revert

Growth Leads to….

• An expansion and Integration of skills• Confidence using new knowledge• Mastery• An improved you!

Our Blind Spots

The 360 View

70 % Learn from Experience on the Job

20% Learn from Others

10% Development Programs/Formal Learning

70/20/10

Types of Experiences

We learn from 3 different types of experiences:AssignmentsBosses (good and bad)Hardships

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%)?

Impact

How Leaders Make an Impact

Morale Employee Turnover

Productivity

Vision Innovation

Business Strategy

Strategy Execution Business Results

Leadership

Culture

Interconnected Impact

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

Productivity Impact

American Express Leadership ROI Study 2010

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”

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

2014 Snap Shot Trends

Source: Bersin by Deloitte December 2013

Stacy Shambergertwitter: @StacyShamberger

e-mail:shamberger@skylineg.com