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Presented by Anthony Caponi Vice President Direct Consulting Associates
Building Your Power Team
Today’s Objectives • Interview Techniques: What to Look for • Being an Effective Leader • Motivating Power Teams for Successful Outcomes
Interview Techniques • Consistency is the Key • Asking Questions First • Experience Based Interview • Situational Questions
Hiring the Next Generation
• Millennials, AHHHH!!!!!
• 64% of them say it’s a priority for them to make the world a better place.
• 72% would like to be their own boss. But if they do have to work for a boss, 79% of them would want that boss to serve more as a coach or mentor.
• 88% prefer a collaborative work-culture rather than a competitive one.
• 74% want flexible work schedules.
• And 88% want “work-life integration,” which isn’t the same as work-life balance, since work and life now blend together inextricably.
Who Would You Hire?
Candidate 1 • Political Candidate
• Great Ambition not Great Results
• Lackluster 1sr Run
• Bid for US senate Gave Election Away
• Mediocre Lawyer, Could Not Defend the Guilty
• Lost a Second Election
• Took on Debt from Colleagues
Candidate 2 • Corporate Candidate • Humble beginnings • Doctorate in Economics • Life in Public Service • Built a company from the ground up to
Multi Billion Dollar Conglomerate • Set Up Charitable Organization and
Raised Millions of Dollars
Who Would You Hire?
Abraham Lincoln 16th President of the United States
Kenneth Lay CEO of Enron
"Lincoln, Abraham." Encyclopedia Britannica Online. Encyclopedia Britannica, n.d. Web. 10 June 2014. <http://www.britannica.com/EBchecked/media/112498>.
"Ken Lay's Children Inherit 4,000 Pensions." The Onion. N.p., 18 Dec. 2006. Web. 10 June 2014. <http://www.theonion.com/articles/ken-lays-children-inherit-4000-pensions%2C2117/>.
Givers and Takers • Give and Take by Adam Grant • Nice Guys Finish Last • …..Or Do They? • Why this is so Powerful • Otherish Givers • Long Term Approach • Kissing Up and Kicking Down • Interdependence v. Independence
How to Identify a “Taker” How do you talk about your team? Responsibility Bias
Taker – Kenneth Lay, CEO Enron
Giver – Jon Huntsman, CEO Huntsman Chemical Corporation
Both images: Grant, Adam M. Give and Take: A Revolutionary Approach to Success. New York, NY: Viking, 2013. Print.
Believe in Your People! • “Whether you think you can or can't you're right” -Henry Ford • See Everyone as a “Bloomer” • Skender Approach
– Identify high potential – Provide mentoring, support, and resources
Investment Theory of Intelligence
• Invest in the player not the talent • 10,000 hours of practice • Grit most important
Why do Givers Fail? • Otherish Giving • Self Interested?? • Connecting with Rewards • Too Much Empathy
What Can You do as an IT Leader? • Seek Help • Become a Mentor • Peer Recognition
Building Your Power Team? • Power Teams built on Trust, Respect, Defined Expectations, Accountability,
Recognition, and Reward. • Group V. Team • Excite, Unite, and Drive Towards a Goal • There is no “I” in team….
"Catholic Fire." : Blessed Mother Teresa of Calcutta. N.p., n.d. Web. 10 June 2014. <http://catholicfire.blogspot.com/2012/09/blessed-mother-teresa-of-calcutta.html>.
Carefrontion vs. Confrontation • Team Rule- Every individual regardless of rank or position is obligated to tell
others how they impact him or her-positively or negatively. This information is shared in a caring spirit and received as a sign of respect.
• Recognize Positive Behavior • Executive Rule- Managers must lead and leaders must manage • Feedback Correlated to Psychological Size • People Repeat Behavior that Pays Off • Celebrate Best Effort
Netflix Culture Document
• Nine Values – Judgment – Communication – Impact – Curiosity – Innovation – Courage – Passion – Honesty – Selflessness
Three Core Competencies
• Business Fundamentals • Interpersonal Skills • Self Interest • “IQ will get you hired, but EQ will get you promoted” –Daniel
Goleman • “Research clearly shows that the vast majority of executives that fail
in their jobs do so because of behavioral and cultural issues, not because of lack of skill or experience. It therefore, seems odd that most of the emphasis on succession planning, hiring, and promoting still focuses largely on evaluating skill and experience.” Warren Bennis author of “On Becoming a Leader”
Managing Change
• 85% of change agents FAIL!! • Why? • They did not account for the R-Factor? • What is the R-Factor? Relationships!!! • First Build Relationships then focus on execution
Power Gradient Principal
• Power- The authority to reward and penalize employees • Authority- The right to make a decision to say “yes” or “no” to
change. • Influence- The capacity to cause employees to act without having to
invoke power or authority • Dr. Ichak Adizes argues in his book “Managing Corporate Lifecycles” • Executives have the right to use power and authority except under
special circumstances, dynamic leaders use influence with the their direct reports, and place power an authority in the hands of employees lower in the chain-of-command, closer to the point of customer service.
Leadership in the Face of Change
Model A Event Emotion Behavior Model B Event Perception Emotion Behavior Learned Optimism
Closing Thoughts
• Think positively • Share feedback and let others get to know you • Listen and understand the other person’s perspective • Look for the opportunity in every challenge
