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Leadership Success Today:Bigger, Better,
Bolder
Kevin D. WildeVP, Organization Effectiveness and
Chief Learning officerGeneral Mills
February, [email protected]
© 2013
Taking GOOD notes …
• “Working Knowledge” ColumnTalent Management Magazine
www.talentmgt.com
• Dancing with the Talent Stars:25 Moves That Matter Now
– Talent Management– Learning Strategies– Executive Development– HR Excellence
www.amazon.com
• Collection of book chapters, etcwww.kevinwildeonline.com
© 2013
3
BIGGERBETTERBOLDER
© 2013
Derailment Patterns:
Lacked Organization Savvy, Executive Presence,Team Development
Lacked Strength inStrategy AND Execution
Failed to Grow ThroughTransition
Developed CracksIn Character
RESULTS
TRUST
© 2013
Derailment Lessons Learned
Organization Contributed:
Faulty Selection
Delayed Action
Inadequate Support in Transition
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Derailment Lessons Learned
Individual Shortcomings:
Didn’t address gaps: “What didn’t matter before, matters now.”
Blocked self-insight:“I am successful because of some things and despite of some things.”
Didn’t grow in transition:“What worked before doesn’t work now.”
© 2013
Shifting Gears In A Career
Technical/Functional(Personal Expertise)
Managerial(Set Objectives, Coach,
Develop)
Leadership(Vision, Strategy)
Professional Manager Executive
© 2013
Focus on what matters by career stage
• Results/Action Oriented
• Teamwork• Functional/Tech
Skills• Problem Solving• Planning & Org
• Managing & Measuring• Translating Strategy
into Plans• Coach & Develop
Others• Building Teams• Judgment
• Strategic Agility• Manage
Vision/Purpose• Leadership
Credibility/Impact• Organization
Agility/Savvy• Dealing w/Ambiguity
Perf
orm
ance
Diff
eren
tiato
rs
• Creativity – Idea Generation
• Maturity• Influence Skills• Intellectual
Horsepower
• Broad Perspective• Personal Courage• Organizational Agility• Personal Learning
• Managing Through Systems
• Sizing up People
Professional
“Gets Stuff Done”
Manager
“Gets the Right StuffDone – Through Others”
Executive
“Builds Vision, Strategy & Org to Achieve Results”
© 2013
Four Dangers
Lack of self awareness – personal preferences in change and impact on others
Lack of learning mindset – willing to reach for new skills, knowledge and approach
Lack of support – people support (boss, peers, reports) and other resources
Lack of personal practices – resiliency, startup routine
© 2013
Better: Check for Derailment Hints• How is my influence across the organization?• Am I seen as a team builder or territory fighter?
• Problem solver or blame fixer?• How effective is my communication?• How strong is my team?
• Do I lead with clear strategies that win?• Am I known for good execution and getting results?
• Am I adaptive or stuck?• Am I curious or relying on old ways of success?
• Am I trusted? • Do I actively build trust?
• Never ‘wink at the truth’ to get results• Reinforce values
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11
BIGGERBETTERBOLDER
© 2013
Three strengths raises leadership effectiveness to the 81st percentile
0 1 2 3 4 50
10
20
30
40
50
60
70
80
90
100
34
6472
8189 91
Number of Strengths
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“Great Leaders …
…are not defined by the absence of weaknesses …
… but rather the possession of a few profound strengths.”
LEADERSHIP POTENTIAL ACCELERATORS
1) Sees the future
– Sets compelling sense of direction– Develops winning strategies– Anticipates problems
2) Navigates the organization
– Influences the organization by breaking down barriers– Collaborates across boundaries
3) Invests in people
– Provides employees coaching and feedback to enhance performance– Builds a strong team
Potential vs Leadership 360
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BIGGERBETTERBOLDER
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“A + B” = “Powerful Combination”
(A)
Good Judgment
(B)
Bold
If these are BOTH strengths . . .
the probability of being an extraordinary leader: 1% + 11%
12% 88%!
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Parts of Effective Bold Leadership
Bold
Self
Team
Change
© 2013
Self: They do everything possible to achieve
goals They are energized and excited to take
on challenging goals They have the courage to make the
changes
What is Bold
Leadership?
Change: They are quick to recognizes situations
where change is needed They are willing to challenge standard
approaches
Team: They create an atmosphere of
continual improvement They push self and others to exceed
the expected results They are skillful at getting people to
stretch for goals that go beyond what they originally thought possible © 2013
Key Levers to Increase Bold Leadership
Bold
Strategy and
Direction
Drive for Results
Inspire &Motivate
© 2013
Strategy and Direction
Provides the team with a compelling sense of direction.
Helps people understand how their work contributes to broader business objectives.
© 2013
Strategy and Direction
“Takes the long view, balancing short term and long term organization needs.”
“Demonstrates forward thinking about tomorrow’s issues.”
“Translates organization’s vision and objectives into challenging and meaningful goals”
© 2013
Individual Accountability• Holds me accountable for both getting
results and how they are achieved.
• Clarify roles and responsibilities so that each team members has a very clear understanding of their specific duties and deliverables.
• Provides straight forward feedback both positive and corrective.
• Follow-up on a regular basis with individuals to check on progress of deliverables
• Ensure that there are consequences for high and low performance. © 2013
Drive for Results “Aggressively pursues all assignments and projects until completion.”
“Consistently meets or exceed expectations.”
“Follows through on assignments to ensure successful completion.”
© 2013
Feedback and Coaching
• Provides me with timely and actionable feedback that helps me improve.
• Provides coaching and develops my strengths.
• Delegates responsibilities and assignments in a manner that develops others.
© 2013
Inspire and Motivate“Energizing people to go the extra mile.”
“Skillfully persuades others so that it results in a commitment.”
“Assembles coalitions and builds informal, behind the scenes support.”
© 2013
BIGGER:Watch for Derailment and
Build Transition Agility
BETTER: Accelerate Your Profound
Strengths
BOLDER: Invest in Bold as Well as
Judgment
© 2013
