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Leading to Succeed in the 21st Century
Defining and Developing Your Critical Success Competencies
Contact:
Jared D. Lock, Ph.D.
913-451-9220
Assessment Neutral Content Custom Solutions TM
Carr and Associates At A Glance World’s leading provider of psychological
selection and development solutions Provide valuable solutions to help
organizations Hire the right people Develop their employees into high
quality talent Provide salient performance
improvement solutions to existing populations
40+ years of research and implementation experience with a staff of trained and licensed psychologists
Legally defensible Predictive, with demonstrable bottom-line
results
MISSION
We deliver insightful
psychological
assessment services
that enhance human
productivity of
individuals and
organizations
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Objectives
The purpose of this session is to: Create understanding concerning the importance of
personal characteristics in management/leadership and how to manage a more successful career
Define the most important leadership competencies needed in the 21st Century
Learn how to model leadership in your organization Best practices concerning measurement and
development How to link leadership to Talent Management
Limits – 1.5 hours
Do Leadership Characteristics Impact Work Performance?
Assessment Neutral Content Custom Solutions TM
A Thought Experiment Think about the past 100 years
How many people have died as a result of natural disasters (e.g., Typhoons, Tsunamis, Earthquakes, Hurricanes, etc.)?
How many people have died of medical issues (e.g., Cancer, Heart attacks, AIDS, etc.)?
How many people have died as a result of poor management/leadership?
Do you have your numbers?
A Thought Experiment Whatever number you came up with is trivial
Stalin murdered 50,000,000 of his own people Hitler = 11,000,000 Darfur – Lifespan from 58 to 34 in 15 years
How about the financial impact of failed executives? $ 1,350,000,000 in the U.S. alone and counting Bernie Madoff, Ken Lay, Jeffrey Skilling
The point? Leadership is either a function of circumstances Or leadership is a function of personal character We believe leadership is related to personal
characteristics
More Recent Research
Executive leadership quality explains as much as 45% of an organization’s performance (Day and Lord, Journal of Management, 1986)
Top 10% management/executives out-produce bottom 10% by 500%. In net profit terms, the bottom 10% lost $1.1M while the upper 10% gained $4.5M (Zenger and Folkman, The Extraordinary Leader, 2002)
In the last decade, failure rates among top executives range from 30%-75% (McKinsey, The War for Talent, 2001)
Median tenure at senior levels has plunged below three years (Drake-Beam-Morin and Booz Allen Hamilton, 2006)
When asked whether executives thought their companies developed people well, only 3% said “yes” (The War for Talent, 2001—McKinsey)
Personal Character and Leadership The leadership literature is huge and can be
separated into two traditions The Troubadour Tradition
The opinions of gurus and former CEO’s Very entertaining Very unscientific
The Academic Tradition Empirical research from academia Very scientific Often trivial
How to Define / Evaluate Leadership Leadership is defined in terms of the ability to build and
maintain a high performing team
Leadership effectiveness is judged in terms of the team’s performance relative to the competition
It is not about salary level It is not about technical competence It is about personal characteristics and getting
things accomplished through others
ACTIVITY -- Where do you exceed and where do you trail the competition? What leadership characteristics are needed to improve your positioning?
Leadership Themes -- Positive Implicit Leadership Themes that work
Integrity – “Does the Right Thing” Decisiveness – “Thinks Critically and Solves
Problems” Competence – “Take Ownership For Quality
Results” Vision – “Fosters Organizational Improvement”
Good To Great Themes CEOs of Fortune 1000 companies with 15 years
of sustained performance Amazingly persistent “Does the Right Thing” Humble “Passion for Learning”
Leadership Themes – Negative
Five Fatal Flaws (Zenger and Folkman, 2003) Inability to learn from mistakes
Lack of core interpersonal skills
Lack of openness to new or different ideas
Lack of accountability
Lack of initiative
Why Do Executive Careers Stall? (Lombardo and Eichinger, 2002)
Don’t relate well to others
Are self-centered
Don’t inspire or build talent
Are too narrow
Don’t deliver results
“Executives coming off a string of successes are particularly prone to underestimating current obstacles. In business and in leadership, the past does not ensure the future. In fact, the future depends on embracing the new: new understanding, new solutions, new mastery. Those who learn to do this well will most likely succeed.” (Sydney Finkelstein, Why Smart Executives Fail, 2003)
How To Model Leadership in Your Organization
Assessment Neutral Content Custom Solutions TM
Breadth of Measurement
Solutions should provide some form of evaluation for all 5 performance categories
Each additional category adds about 15% to 20% accuracy to your prediction
We think of job performance in terms of 5 very broad categories
The goal of any Leadership definition exercise should be to predict and improve future job performance – otherwise, you are wasting people’s time.
Technical Fit – Experience and Judgment
What the person knows
What education the person has received
Whether the person has the capacity to learn new things
How the person solves problems
Measures
Cognitive ability measures Skill based assessments Convergence between cognitive and personality
Job Fit Positive -- Personal Fit
Based on 50 years of peer rating research
People describe one another in terms of five broad themes:
Emotional Control Push and Drive Agreeableness / Interpersonal Sensitivity Attention to Details / Rules Intellect/Openness to Experience
Lots of different names and configurations
Use the one that matches your organization’s needs
Job Fit Negative – The Dark Side
Bright Side - What you see in a job interview and day-to-day
Dark Side - Potential derailers that appear:
After prolonged exposure During stress During heavy workloads When the person isn’t paying attention During times of change
Excitable
Skeptical
Cautious
Reserved
Leisurely
Bold
Mischievous
Colorful
Imaginative
Diligent
Dutiful
“Emotionally Volatile”
“Habitual Distrust”
“Excessive Caution”
“Aloofness”
“Passive Resistance”
“Arrogance”
“Mischievousness”
“Melodrama”
“Eccentricity”
“Perfectionism”
“Eagerness to Please”90>
Derailers Defined
Leader Organization Derailer
Howard Dean Presidential Candidate Excitable
Richard Nixon U.S. President Skeptical
Lloyd Ward Maytag Cautious
Rick Thoman Xerox Reserved
George Bush (41) U.S. President Leisurely
Jeff Skilling Enron Bold
Bernie Ebbers WorldCom Mischievous
Joseph Nacchio Qwest Communications Colorful
Jerry Levin AOL Time Warner Imaginative
Jimmy Carter U.S. President Diligent
Oliver North U.S. Military Dutiful
Leadership Derailment In Action!Leadership Derailment In Action!
Identifies the kind of environment in which a leader wants to work
Identifies the kind of environment a leader creates for his/her subordinates
Defines how an organization can motivate a leader to perform more productively
Leaders prefer to work with others who share their values, dislike those who don’t
Leaders are happiest working in environments that are consistent with their values
Culture / Satisfaction Fit
Competencies falls into four hierarchical, interacting domains.
Scientific Model of Leader Performance
All competency models can be described in terms of four broad “domains”
Each competency domain builds on the preceding one with “Intrapersonal Skills” being the bedrock
The more fundamental the domain, the more difficult it is to develop
These domains lend themselves to all forms of assessment (e.g., personality, 360, assessment centers, performance reviews, etc.)
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Linking Leadership to Talent Management
Assessment Neutral Content Custom Solutions TM
Using Leadership Competencies – Best Practices
Group and Team
Improvement
Strategic Alignment / Business Outcomes
Assessment / Technology
Services
Performance Improvement
Development
Promotion / Succession
Planning
Selection / On-Boarding
Maximum Human
Performance
Talent Management Best Practices
They think strategically about (and aggressively identify) the best people in the company, regardless of organizational politics (Selection/On-Boarding)
They focus decisions on objective and subjective data to ensure their practices are working (Validity and Prediction)
They use multiple measurements to identify employee potential and their processes build off of one another (Information Sharing and Reporting)
They create processes to give all employees the chance to succeed even if a promotion is not imminent (Development)
They track their success and build in changes to improve on a year-over-year basis (Ongoing ROI)
5 talent management practices of best in class organizations
General Tenants of Good Talent Management Programs
Thorough job analyses should be used to define successful job performance across the organization (esp. for succession)
The database should include education, experience, training, personal characteristics, future career desires, and other pertinent information
Talent management should focus on both Past and current job performance Future potential
Subjective and objective data should be collected to insure assessment of past and future performance
The “5 quadrants” can help define performance
Talent Management – Best Practices
You MUST define leadership for YOUR organization Job analysis Meta-analytic research Is it really your Mission Statement? Use the 5 Quadrants of the pie
You MUST define where you stand from a competitive standpoint in your industry
You MUST define where you want to go in your industry
Then, determine the questions you want to answer for each leadership foci
They are different depending on your focus
Talent Management – Measurement
Configure a customized measurement to meet your specific needs
Connect your competencies to measures of current job performance
Connect your competencies to measures of future job performance
Competencies should be defined for all 5 performance quadrants
Make sure your outputs specifically address the questions you are asking
Are Your Assessments Working?
Percent Prediction of Future Job Performance
Coin Toss (random) 0%
Unstructured Interview 10%
Skills Testing 20%
Cognitive Ability Testing 30%
Structured Interview 20%
Assessment 30%
Structured Interview + Assessments 50-60%
Structured Interview + Assess + Simulations 60-70%
Fit Recommendation Function Leadership level
Technical Fit Job Fit Satisfaction Fit Overall Fit
Accounting/Finance
Head of Function
Managerial Level
Operations
Head of Function
Managerial Level
Sales
Head of Function
Managerial Level
Marketing
Head of Function
Managerial Level
Assessments for Development
Assessments for ImprovementName: Job Title: V.P. of Operations
Date Created: September 24, 2008 Date Reviewed:
My Development
What is the FIRST target strength / development need you will be focusing on? Being more open to other people’s ideas.
Description: Being able to participate in meetings or discussions without dominating, pressing my point or my ideas. And, be able to listen and support alternative views and ideas.
Why is this important to your future success?
Explain: Leading a team to an objective when I am closed minded, stubborn, and head strong does not propel the organization to higher levels of performance. It tears down, demoralizes, and limits the team, and thus tells the team I am not willing to support the values and principles of CCI, so I am sending wrong message to them.
My Plan of Action
What I Will Do What Success Will Look Like When I Will Evaluate Success Who Will See My Change
When I make a stand I will let people know the reasoning behind that
Here are questions I asked myself.
Here is why this is the right thing for this company.
Ask them what that looks like to them.
Maybe not responding at all at that time, especially if I have a biased opinion.
Others will feel like they have the opportunity to be heard.
Should see more creative ideas.
Gives me a better understanding as to what they need, especially if I ask them what can I do for them (service).
Others realize the reasoning behind the decision. What is relevant or not.
Jared and I will be discussing my actions over last couple of weeks by October 17th.
Reevaluate those conversations I had throughout the day by looking at them before finishing the day.
Taking notes during meetings or conversations on others viewpoints.
Peers and direct reports should see and hear it through my interaction with them.
Organization will see changes on ideas taking hold.
Assessments for Comparison
Leading to Succeed in the 21st Century
Defining and Developing Your Critical Success Competencies
Contact:
Jared D. Lock, Ph.D.
913-451-9220
Assessment Neutral Content Custom Solutions TM
