360 likes | 506 Views
Stacy L. Shamberger, Skyline Group Northern 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
E N D
Stacy L. Shamberger, Skyline Group Northern 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
Leadership Management Individual Contributor
The Real Deal Team Leader Manager Innovate Influence Communicate Integrity Execute Set Goals Problem Solve Productivity Individual Contributor
Self Awareness, Insight COMPETENCY ME OTHERS 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. KEY FAIR GOOD VERY GOOD EXECELLENT 28.
Competencies of Quadrant 1 • Emotional Control • Flexibility • Integrity • Resilience • Self-Confidence • Executive Presence • Work/Life Balance
Leading Others Competencies of Quadrant 2 • Assertiveness • Conflict Resolution • Influencing Others • Listening • Partnering and Relationship Building • Teamwork • Verbal Communication
Competencies of Quadrant 3 • Creativity and Innovation • Entrepreneurship • External Awareness • Inspirational Vision • Organizational Awareness • Service Motivation • Strategic Thinking • Leading Organization
Competencies of Quadrant 4 • Coaching and Mentoring • Customer Focus • Delegation • Effectiveness • Monitoring Performance • Planning and Organizing • Thoroughness • Leading Implementation
Self Rating COMPETENCY ME OTHERS Emotional Control F G E G VG VG G 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. G G VG F G VG F Flexibility Integrity Resilience Self Confidence Executive Presence Work Life Balance KEY FAIR GOOD VERY GOOD EXECELLENT 28.
Development Opportunities Greatest Opportunity Strengths Weaknesses
Self Rating COMPETENCY ME OTHERS Emotional Control F G E G VG VG G 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. G G VG F G VG F Flexibility Integrity Resilience Self Confidence Executive Presence Work Life Balance KEY FAIR GOOD VERY GOOD EXECELLENT 28.
On Your Mark Get Set, Grow! Panic Zone Growth/Learn Comfort Zone
CZ = Stuck Most Familiar Strengths Old Habits Lazy
GZ = Transformation! Growth Zone Little familiarity Risky Temptation to revert
Growth Leads to…. • An expansion and Integration of skills • Confidence using new knowledge • Mastery • An improved you!
70/20/10 70 % Learn from Experience on the Job 20% Learn from Others 10% Development Programs/Formal Learning
Types of Experiences • We learn from 3 different types of experiences: • Assignments • Bosses (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%)?
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 Reporting www.centerfortalentreporting.org
2014 Snap Shot Trends Source: Bersin by Deloitte December 2013
Stacy Shamberger twitter: @StacyShamberger e-mail:shamberger@skylineg.com