STRATEGIC LEADERSHIP ISSUES
“Feedback from Others - Leadership Styles Inventory (LSI) - 2
Steve King Madison, WI
[email protected] 847-370-8118
Terry Ann Saber Principal
Saber Advisory Group, LLC Dassel, MN
[email protected] 612-202-6313
Cheryl L. Thomas Managing Director
Impacting People, LLC Wadsworth, IL
[email protected] 847-274-8783
Lisa Yaffe UW-Madison Center for Professional
and Executive Development Mundelen, IL
[email protected] 847-274-2067
August 1, 2018
Graduate School of BankingAugust 2018
IMPACTING PEOPLE LLC 1
LifeStyles Inventory 2
Feedback from Others
Debrief
Agenda
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•Overview
•Reviewing Your Report
•Working with Feedback
•Next Steps
What Feedback is…
Information about how we are doing in our
efforts to reach a goal.
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What Feedback isn’t…
•It is not right/wrong
•It is not advice
•It is not a value judgement or recommendation for improvement
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Knower vs. LearnerKnower (Fixed) Mode Learner (Growth) Mode
Believes that intelligence is
essentially fixed and additional effort
does little to enhance it.
Believes that intelligence is
essentially fluid and can be
significantly increased through effort.
Is blind or denies a learning gap;
therefore, is often close-minded
toward new ideas and approaches.
Recognizes and accepts a learning
gap; therefore, is open-minded
toward new ideas and approaches.
Places little value on feedback that is
inconsistent with their perspective.
Actively seeks out feedback,
especially perspectives that differ
from their own.
Is preoccupied with preserving the
appearance of competencies; reacts
defensively when challenged.
Readily acknowledges own
incompetence; embraces challenge
as an opportunity to learn and
improve.
Experiences mistakes and setbacks
as frustrating failures – or proof of
inability – and often misses the
learning opportunity in them.
Experiences mistakes and setbacks
as a natural part of the learning curve
– or as confirmation of effort – and
persists in the face of frustration.
Stagen, Learning to Learn, http://stagen.com/library/ pdf/Learning To Learn.pdf
EXPERIENCE OF MISTAKES
AND SET BACKS
WHEN COMPETENCY
IS CHALLENGED
FEEDBACK
ATTITUDE TOWARD
LEARNING GAP
INTELLIGENCE
AND EFFORT
Carol Dweck,
Mindsets
Johari Window
Arena Blind Spot
FacadeI don’t know
that I don’t know
You
Know
You
Don’t
Know
I Know I Don’t Know
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Stimulus + Thinking = Response
LSI 1 (Self-Description)
▪ Measures our thoughts and
attitudes about ourselves (self-
concept) which influence our
behavior
LSI 2 (Description by Others)
▪ Provides feedback on how our
behavior is experienced by
others (perceptions by others)
Feedback And Your
Development
Copyright © 2015 by Human Synergistics International. All rights reserved.
Enables you to compare how you describe yourself to how thousands of other people describe themselves.
Enables you to compare how others describe you to how others describe thousands of individuals.
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LSI 2 Reports•Self Description (LSI 1 most current)
•Description by Others (LSI 2)
•Comparison of LSI 1 results and LSI 2
•Results comparison to Norm
•Satisfaction Items
•Summary Perceptions
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LSI 2 Reports
OPEN YOUR ENVELOPES!
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LSI Circumplex
•Composed of 12 styles
•Each style represents a distinct way of thinking and behaving
•The thinking and behaviors styles are positioned on the circumplex according to the extent to which each promotes the fulfillment of either satisfaction or security needs and has a task or peopleorientation
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Research and development by Robert A. Cooke, Ph.D. and J. Clayton Lafferty, Ph.D.
Copyright © 1973-2015 by Human Synergistics International. All Rights Reserved.
IMPACTING PEOPLE LLC
LSI Style Clusters
11
Constructive Passive/Defensive Aggressive/Defensive
Characterize self-enhancing thinking
and behavior that contribute to one’s
level of satisfaction, ability to develop
healthy relationships and work
effectively with people and
accomplish tasks
Represent self-protecting
thinking and behavior that
promote the fulfillment of
security needs through
interaction with people.
Reflects self-promoting
thinking and behavior used
to maintain one’s
status/position and fulfill
security needs through task-
related activities
Research and development by Robert A. Cooke, Ph.D. and J. Clayton Lafferty, Ph.D.
Copyright © 1973-2015 by Human Synergistics International. All Rights Reserved.
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Optimal PerformanceConstructive behaviors are correlated with:•Salary
•Organizational Level
•Problem-Solving Capabilities
•Managerial Success (Employee Engagement)
•Interest in Self-Improvement
•Quality of Professional / Personal Relationships
•Physical and Mental Health
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Copyright © 2015 by Human Synergistics International. All rights reserved.
LSI 1 – Self Assessment
Consider the results:
1. Has it changed?
2. Why might it have changed?
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Working with LSI -1 Results
Self-awareness is the starting point for growth1. Identify areas of agreement and disagreement
between last year and this year
2. Think about results compared to the Norm
3. Identify 2-3 factors that may have contributed to the change
a) Intentional cultivation of more Constructive/less Defensive mindset
b) Other factors affecting degree of Constructive/Defensive mindset now vs. a year ago
4. Think about what additional shifts you’d like to make
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Working with Your LSI 2 Reports
1. Identify your Primary and Secondary Styles for LSI1 & LSI2• Note number of raters (“n = x” on LSI2 page)
• Range of response (std. deviation on back of LSI2 page)
2. Identify areas of agreement and disagreement between LSI 1 and LSI 2 results
3. Think about results compared to Norm
4. Note your satisfaction ratings
5. Summary Perceptions - Identify similarities between your scores and those of your raters on average, and also among your raters
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Research and development by Robert A. Cooke, Ph.D. and J. Clayton Lafferty, Ph.D.
Copyright © 1973-2015 by Human Synergistics International. All Rights Reserved.
LSI 1 vs. LSI 2:Example 1
LSI 1 LSI 2
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LSI 1 vs. LSI 2:Example 2
LSI 1 LSI 2
Research and development by Robert A. Cooke, Ph.D. and J. Clayton Lafferty, Ph.D.
Copyright © 1973-2015 by Human Synergistics International. All Rights Reserved.
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Summary Perceptions
1. Choose 2-3 items that caught your attention
2. Think about why there might be differences
3. Make note of any follow up you might pursue
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Copyright © 2015 Human Synergistics International
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Moving from Thought to Action
•The question is “How can I be more effective?”•Specifically define what you want to change and why•Increase confidence by concentrating on what you do well•Practice using more effective behavior in your mind•Remember that change does not happen overnight
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Using Your Self-Development Guide
•Table of Contents
•Style Descriptions•General Style Characteristics•Management-related Characteristics•Relationship to other styles•Comparison Graph
•Self Development Thought Starters/Self Development Plan
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Internalizing the Styles1. Pick a style (Primary or one you would like
to work on)
2. Find the description of the style in the
Development Guide (section 3)
3. Read about the style – through the
Relationship to Other Styles section.
4. Complete the Thought Starter sections.
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Exploring Comparisons
•Confirmed Strength
•Unrecognized Strength
•Stumbling Block
•Blind Spot
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Alternative Thoughts and Behaviors
Defensive Style Alternative Style
5 o’clock (Dependent) 11 o’clock (Achievement)
6 o’clock (Avoidance) 12 o’clock (Self-Actualizing)
7 o’clock (Oppositional) 1 o’clock (Humanistic-Encouraging)
8 o’clock (Power) 2 o’clock (Affiliative)
10 o’clock (Perfectionistic) 11 o’clock (Achievement)
9 o’clock (Competitive) 1 o’clock (Humanistic-Encouraging)
3 o’clock (Approval) 1 o’clock (Humanistic-Encouraging)
4 o’clock (Conventional) 2 o’clock (Affiliative)
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Copyright © 2015 by Human Synergistics International. All rights reserved.
Guidelines for Change
1. Identify 1 or 2 areas for focus
2. Look at the results for Self and Others as a basis for very specific behaviors that can be developed further to increase effectiveness
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Copyright © 2015 Human Synergistics International
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Guidelines for Change
3. Work Slowly
4. Confide in a few trusted colleagues
5. Expect to make mistakes
6. Periodically monitor your progress
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Next Steps
Incorporate feedback into the next phase of your GSB
Leadership Development Plan
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Next Steps
•Office Hours available
•Sign-up available after class
•And remember to Thank your Raters!
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QUESTIONS?
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Appendix
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Human Synergistics
•40+ years of research
•Valid and reliable
•Normed globally
•Linked to team and organizational behaviors
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High-Performing
Individuals
High-Performing
Teams
High-Performing
Organizations
Copyright © 2015 by Human Synergistics International. All rights reserved.
Copyright © 2015 Human Synergistics International Research and development by: J. Clayton Lafferty, Ph.D. and Robert A. Cooke, Ph.D.
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Satisfaction vs. Security
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Higher-Order SatisfactionRepresents thinking and behavior
motivated by a need for satisfaction:
the sense of gratification, pleasure or
contentment that comes from doing
simply because it is personally fulfilling.
Lower-Order Security Represents thinking and behavior
motivated by a need for security:
the strong desire to protect one’s self
from what one perceives as dangerous
or threatening.
Research and development by Robert A. Cooke, Ph.D. and J. Clayton Lafferty, Ph.D.
Copyright © 1973-2015 by Human Synergistics International. All Rights Reserved.
IMPACTING PEOPLE LLC
Task vs. People
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Task Orientation
Represent thinking
and behavior that is
primarily concerned
with tasks
People Orientation Represent thinking and
behavior that is oriented
toward people
Research and development by Robert A. Cooke, Ph.D. and J. Clayton Lafferty, Ph.D.
Copyright © 1973-2015 by Human Synergistics International. All Rights Reserved.
IMPACTING PEOPLE LLC
LSI Circumplex–Statistical Norming
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The bold center ring
In the circumplex
reflects the median
Score for each of the
12 styles
Research and development by Robert A. Cooke, Ph.D. and J. Clayton Lafferty, Ph.D.
Copyright © 1973-2015 by Human Synergistics International. All Rights Reserved.
IMPACTING PEOPLE LLC
Specific Style Interpretation
Describes the styles most characteristic of your thinking (LSI 1) and your behaviors (LSI 2)
Primary style is the style that is most characteristic of your current thinking and behavior as indicated by the most extended style in the profile
Secondary style is the style that you likely use in conjunction with or as a substitute for your primary style as indicated by the second most extended style in your profile
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SecondaryPrimary