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“Are You Leading You? The Impact of Leadership on Business”

Aligning Minds. “Are You Leading You? The Impact of Leadership on Business”. Dr Darryl Cross , PhD FAPS, FAIM, PCC Leadership Coach & Psychologist. Playford Partnership Networking Breakfast, 12 June, 2009. Did you know?.

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“Are You Leading You? The Impact of Leadership on Business”

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  1. Aligning Minds “Are You Leading You? The Impact of Leadership on Business” Dr Darryl Cross, PhD FAPS, FAIM, PCC Leadership Coach & Psychologist Playford Partnership Networking Breakfast, 12 June, 2009

  2. Did you know? Stanford Research Institutereports that organisational success and profit is determined by 2 core aspects: 1. Job Knowledge & Technical Skills 2. Interpersonal & Communication Skills Vs What percentage however, is attributable to Box 1 in comparison to Box 2? 12.5% 87.5% Vs

  3. Emotional Intelligence • “When I compared leaders who were linked to strong performance with average performers, 90% of the difference was attributable to emotional intelligence rather than technical skills.” • “My entire education over-developed my IQ skills and nowhere along the line did anyone ever teach me social skills, interpersonal skills – more importantly, emotional skills – which are at the centre of developing trust.” [David Maister, The Australian Financial Review, July 2000 -- *Source: What Makes a Leader?, Daniel Goleman (author of Emotional Intelligence, Bantam 1995 and Working with Emotional Intelligence, Bantam 1998), Harvard Business Review, November-December 1998]

  4. Recent Developments in Leadership • Can a good company become great and if so, how? What factors takes it from good to great? • Looked for companies that that had cumulative stock returns at or below the general stock market for 15 years, punctuated by a transition point, with cumulative returns at least 3 times the market over the next 15 years [Jim Collins "Level 5 Leadership", Harvard Business Review, 2001, Page 67-76]

  5. 1,435 companies • From the Fortune 500 list • From 1965 – 1995 • Found only 11 companies

  6. Level 5 Leadership • The common theme? • The key factor was the top executive. • "The executives in the companies that went from good to great and sustained that performance for 15 years or more were all cut from the same cloth – one remarkably different from those which produced executives at the comparison companies in the study". • The successful organisations all had a "Level 5" leader at the time of the transition.

  7. Level 5 Executive LEVEL 5 Builds enduring greatness thro' a paradoxical combination of humility plus professional will Catalyses commitment to and vigorous pursuit of a clear and compelling vision: stimulates the group to high performance LEVEL 4 Effective Leader Organises people and resources toward the effective and efficient pursuit of pre-determined objectives Competent Manager LEVEL 3 Contributes to the achievement of group objectives; works effectively with others in a group setting Contributing Team Member LEVEL 2 Makes productive contributions thro' talent, knowledge, skills & good work habits Highly Capable Individual LEVEL 1

  8. Level 5 Leadership • Level 5 leaders are a study in duality • Level 5 = Humility + Will • Modest & Wilful • Shy & Fearless • Personal Humility & Professional Will For example: Abraham Lincoln – "a quiet, peaceful, shy figure" Nelson Mandella; Mother Teresa; Martin Luther King

  9. Me Needing to win Needing to look good Mine Needing to be right Needing to achieve Self-granditure Needing to be superior Needing to possess EGO I I Needing to have a reputation Needing to have more or get more Self-importance Mine Mine Me Me I "In more than 2/3s of the comparison companies, we noted the presence of a gargantuan ego that contributed to the demise or continued mediocrity of the company"

  10. Corporate Coaches of Corporate Athletes ‘Corporate Athletes’

  11. "When looking to enhance knowledge and ability, even the most elite and talented athletes need a coach, someone who will help them analyse their performance and set goals for what they want to achieve in the future, and direction in achieving those goals. Business is no different." (Rebecca Spicer, "The Coaching Drill”, Dynamic Business, July 2007)

  12. The Final Word “People don’t care what you know until they know that you care”

  13. www.DrDarryl.com darryl@crossways.com.au

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