Transcript Superior Essex Active Industries Organization & Leadership

Defining and Developing
Leadership for the 21st Century:
From Concept to Outcomes
Carl L. Harshman, Ph.D.
Founder and Chief Executive Officer
Certified iWAM Professionals are free to use this material as long as appropriate citations are included and proper credit is given.
Part 1
Lessons of Leadership:
What We Know from the
Last Four Decades
Carl L. Harshman
A. What We Don’t Know
Warren Bennis, an international guru on leadership
concludes, says that after decades of the study of
leadership effectiveness, that while various efforts
have brought some insights to an understanding of
the process of leadership as well as to the traits and
behaviors of leaders, but we are far from an
understanding. He laments that:
"Never have so many labored
so long to say so little."
Lesson #1 – Organization Life Cycle
Where you are in the Life Cycle determines
the kind of leadership you need.
Stable
Prime
Adolescence
Aristocracy
Early Bureaucracy (Witch Hunt)
Go-go
Bureaucracy
Infancy
Courtship
Death
Lesson #2 – All in It Together
Strategy, Culture, and Leadership are deeply
interconnected. To be effective, we must align leadership
with Strategy and Culture
Business
Strategy
Culture
Leadership
Lesson #3 – Leaders & Strategy
“Strategy without leadership goes nowhere;
Leadership without Strategy has nowhere to go.”
Carl L. Harshman
Customer
Focus
Business
Acumen
Innovation
Strategic
Perspective
Establishing
Stretch Goals
Analytical &
Problem Solving Skills
Communication
Lesson #4 – Leaders & Culture
Leaders—their values, fundamental beliefs, and
behaviors—are a powerful force in the creation
and maintenance of organizational culture.
“. . . leaders create and change cultures, while
managers and administrators live within
them.”
Edgar Schein
Organizational Culture and Leadership
Lesson #5 - Competencies
There appear to be about 28 core competencies that
account for the majority of effectiveness in leaders.
“No one knows what specific challenges we will face
in 2O2O, but we have a strong idea of what the
leaders who can meet those challenges will look like
and how they will get to be that way.”
Michael M. Lombardo and Robert W. Eichinger
The Leadership Machine
Lesson #6 – Leaders’ Versatility
From Latin “versatilis,” turning easily, having
complementary competencies and being able to shift
between them at the right time and at the right level is
critical.
“Master managers have that kind of flexible, agile
form where they can pivot on a dime, from holding a
blue sky session to tackling an immediate supply
chain problem, from forcing a tough issue that is
painful to acknowledge to containing conflict and
bringing people together on a divisive issue.”
Robert E. Kaplan & Robert B. Kaiser
Developing Versatile Leadership
Lesson #7 – Integrity & Ethics
Every major theory and model of leadership puts integrity at the
center of the milieu of what is critical for success of leaders and
the organization!
“[Integrity] is the unity that emerges when a particular
orientation becomes so firmly a part of group life that it
colors and directs a wide variety of attitudes, decisions,
and forms of organization and does so at many levels of
experiences. The building of integrity is part of what we
have called the "institutional embodiment of purpose,"
and its protection is a major function of leadership.
Wilkins, A.K.
Developing Corporate Character
5 Pillars of Effective Leaders
(Gallup Organization Research)
Focus on
Results
Leading
Change
Integrity
Personal
Capability
Interpersonal
Skills
What might be missing from this picture?
Lesson #8 – The Pipeline
Being good at one level of an organization
does not mean you will be good
at the next level of the organization.
“. . . Leadership entails a series of passages that
come with very specific values, skills, and time
requirements; leaders must not skip passages as
they take on more responsibility and influence
in an organization or they will end up working
at the wrong level and will clog the pipeline.”
Charan, Drotter, & Noel
The Leadership Pipeline
The Leadership Pipeline
Passage
Six
Passage
Five
Passage
Four
Passage
Three
Passage
Two
Passage
One
Lesson #9–Emotional Intelligence
Emotional Intelligence (EQ) may turn out to be
as important as intellectual intelligence (IQ) in
determining the effectiveness of leaders.
“Emotional Intelligence—especially at the highest
levels of a company—is the sine qua non for
leadership. Without it, a person can have first-class
training, an incisive mind, and an endless supply of
good ideas, but he still won't make a great leader.”
Daniel Goleman
Emotional Intelligence
Emotional Intelligence
(from the work of Daniel Goleman)
Self-Awareness
•Emotional Self-Awareness
• Accurate Self-Assessment
• Self-Confidence
Emotional Intelligence
Social Awareness
• Empathy
• Organizational Awareness
•Service Orientation
Self-Management
• Self-Control
• Trustworthiness
• Conscientiousness
•Adaptability
•Achievement Orientation
• Initiative
Competency Model
Social Skills
• Developing Others
• Leadership & Influence
•Communication
•Change Catalyst
• Conflict Management
•Building Bonds
•Teamwork & Collaboration
Lesson #10 – Learning Leaders
Several aspects of learning indicate that ongoing
learning is correlated with good leadership and that
effective leaders tend to learn more from experience
that less effective leaders.
“ Better learners . . . consistently engaged in
effective leadership practices more frequently
than those in the low learner category.”
Lillas Brown & Barry Pozner
Leadership & Organizational Development Journal
Leadership and Performance
To be effective, leaders have to perform.
How we define performance and how we predict
and manage it is the key to the future.
“Leadership is ultimately about producing results.”
Jack Zenger
The Extraordinary Leader
What’s the Missing Piece?
Intellect?
A Missing Piece?
Performance
Experience?
Emotions?
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Part 2
Future Lessons
of Leadership:
How to Move Forward
in the Next Decade
Carl L. Harshman, Ph.D.
Note: All the models and graphics in this presentation are copyrighted and/or registered.
Please obtain and attribute ownership properly if you choose to use any of them. Thank you.
View from this Session
30,000 feet
15,000 feet
5,000 feet
Organizational
Effectiveness
Leadership &
Performance Models
Leadership Development
Tools & Practices
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Organizational Effectiveness Framework
Mission
Business
Strategy
Culture
Vision
Values
Leadership
Critical Success Factors
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Adizes’ Organizational Life Cycle
Stable
Prime
Adolescence
Aristocracy
Early Bureaucracy
Go-go
Bureaucracy
Infancy
Courtship
Death
Provided by Carl L. Harshman & Associates, Inc.
See http://www.adizes.com/
Performance Model (Missing Piece?)
Culture of the Country  Environment  Organizational Culture
Context
(Role/Job)
Relationships 
Expectations 
Challenges 
Tasks 
Motivation
& Attitudes
Values, Beliefs
& Goals
I
n
t
e
r
p
r
e
t
E
v
a
l
u
a
t
e
= My Reality
Abilities &
Competencies
= My Decision
A
c
t
O
u
t
c
o
m
e
s
Emotions
Background
© 2008 The Institute for Work Attitude & Motivation and Carl L. Harshman, Ph.D.

Demographics

Personality
Patrick Merlevede of jobEQ.com originally presented the concept for the model in 2003
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Leadership Development Model
Business Strategy


Organization Culture


Competencies/Characteristics/Behaviors
Corporate Leadership Design & Oversight
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Note: The Leadership Development Model is registered to and copyrighted by Carl L. Harshman & Associates, Inc.
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Competencies & Characteristics

Competencies/Characteristics/Behaviors


Consider using the “Leadership Pipeline” concept to
construct the levels of the competency model
85% of all competency models are the same:
o
o


Don’t re-invent the wheel
Figure out the 15% that is unique to your organization
Use a framework that provides some basis for
competencies that is consistent with known facts
and principles (e.g. Lominger)
Connect the competencies to: Roles, Assessment,
Performance Management, and Succession Planning
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Competency Model
Competency
Category
Leadership Levels
Supervisors
Level 2
Managers
Level 3
Problem Solving
Customer Focus
Budget Management
Decision Making
Managing Work
Measuring Progress
Planning (Group)
Organizing
Accountability
Production / Results
Presentation Skills
Strategic Planning
Business Planning
Strategic Agility
Enterprise Perspective
Building Trust/Credibility
Developing Supervisors
Delegating
Building Effective Teams
Motivating Groups
Dealing with Ambiguity
Innovation / Creativity
Communication
Managerial Courage
Persuasion & Influence
Managing Vision &
Purpose
Leadership
Planning (Team)
Organizing
Directing
Training
Communicating
Sizing Up People
Interpersonal
Listening
Relating
Coaching & Mentoring
Conflict Management
Managing Relationships
Developing Corporate
Culture
Ethics & Values
Emotional Maturity
Models Ideal Behavior
Setting Ethical Standards


Business
Personal
Attributes
Professional*
Directors
Level 4
Officers & GMs
Level 5
Political Savvy
Developing Corporate
Culture
Learning Agility
Perseverance
Intellectual Horsepower
Technical Skills / Functional Expertise / Business Acumen / Industry Knowledge
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Leadership Development Model
Business Strategy


Organization Culture


Leadership Assessment Process
Competencies/Characteristics/Behaviors
Corporate Leadership Design & Oversight

-
Note: The Leadership Development Model is registered to and copyrighted by Carl L. Harshman & Associates, Inc.
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Leadership Assessment
Leadership Assessment Process
Principles of Leadership Assessment

1. Assess for development, not for performance
o Performance is evaluated elsewhere.
2. Only measure aspects of the leader that are known
to make a difference
o
Personality, for example, appears to predict a very
small percent of performance (as little as 5%)
3. Connect the assessment results to developmental
planning
o
Build a personal database to track growth
4. Assessment Tools
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Leadership Assessment Process
Leadership Assessment Tools

Motivational & Attitudinal Patterns (Metaprograms)
Inventory for Work Attitude and Motivation (iWAM)
Language and Behavior (LAB) Profile
Values, Goals, etc. (Criteria)
Language and Behavior (LAB) Profile
Values Systems Questionnaire (VSQ)
Leadership Behaviors
360° Survey (Self – Boss – Peers – Direct Reports
Abilities
Highlands Abilities Test
Strengths and Derailers
Hogan Assessment Systems
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Leadership Development Model
Business Strategy


Organization Culture


Leadership Assessment Process
Competencies/Characteristics/Behaviors
Corporate Leadership Design & Oversight

Leadership
Development
Plan and
Strategy

-
Note: The Leadership Development Model is registered to and copyrighted by Carl L. Harshman & Associates, Inc.
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Leadership Development Plan

Leadership
Development
Plan and
Strategy






Analysis of Current Assignment
Identify Career Goal(s)
Identify Major Development Needs/Opportunities
Draft Development Plan
Review with Leader/Manager/Coach/HR
“Contract” for the Plan
o
o
Leader agrees to “deliver on the promise”
Organization/Manager promises to support and encourage
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Career Analysis Form
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Development Planning Form
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Leadership Development Model
Business Strategy


Organization Culture


Leadership Assessment Process
Competencies/Characteristics/Behaviors
Corporate Leadership Design & Oversight


Leadership
Development
Plan and
Strategy
Education &
Action
Learning
Programs

-
Note: The Leadership Development Model is registered to and copyrighted by Carl L. Harshman & Associates, Inc.
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Education & Action Learning

Education &
Action
Learning
Programs
Education
Action Learning
Team Learning
Temporary Assignment
Workshop/Seminar
Rotation Assignment
Certificate
Short-term Project
Degree Program
Long-term Project
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Leadership Development Model
Business Strategy


Organization Culture


Leadership Assessment Process
Competencies/Characteristics/Behaviors
Corporate Leadership Design & Oversight


Leadership
Development
Plan and
Strategy
Education &
Action
Learning
Programs
Reassess &
Evaluate
Progress and
Potential

-
Note: The Leadership Development Model is registered to and copyrighted by Carl L. Harshman & Associates, Inc.
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Leadership Development Model
Business Strategy


Organization Culture


Leadership Assessment Process
Competencies/Characteristics/Behaviors
Corporate Leadership Design & Oversight


Leadership
Development
Plan and
Strategy
Education &
Action
Learning
Programs

Coaching & Mentoring Process
Reassess &
Evaluate
Progress and
Potential

-
Note: The Leadership Development Model is registered to and copyrighted by Carl L. Harshman & Associates, Inc.
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Coaching & Mentoring

Coaching & Mentoring Process
Mentoring





Gives expert advice
Diagnoses the problem described
Prescribes how to improve/solve the issue
Creates dependence on “the trusted advisor”
Mentor does most of the talking (80%)
Coaching




Builds personal capability and effectiveness
Creates higher quality decisions and the right results
Uses skillful questions, statements, challenges, ideas, and feedback
Lets the associate do most of the talking, working, and discovery (80%)
Note: The Leadership Development Model is registered to and copyrighted by Carl L. Harshman & Associates, Inc.
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Leadership Development Model
Business Strategy


Organization Culture


Leadership Assessment Process
Competencies/Characteristics/Behaviors
Corporate Leadership Design & Oversight


Performance Management System


Leadership
Development
Plan and
Strategy
Education &
Action
Learning
Programs

Coaching & Mentoring Process
Reassess &
Evaluate
Progress and
Potential
-
Note: The Leadership Development Model is registered to and copyrighted by Carl L. Harshman & Associates, Inc.
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Performance Management

Performance Management System

What gets measured and rewarded is what gets done

To encourage effective leadership development:
o
o
Planning and delivering on one’s leadership development
program should be a component of the annual
performance review.
Managers, coaches, and mentors of leaders should also
have those functions evaluated as part of their annual
performance review.
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Leadership Development Model


Organization Culture


Leadership Assessment Process
Competencies/Characteristics/Behaviors
Corporate Leadership Design & Oversight

Performance Management System


Leadership
Development
Plan and
Strategy
Education &
Action
Learning
Programs
Reassess &
Evaluate
Progress and
Potential
Coaching & Mentoring Process

Succession Planning & Management
Business Strategy

-
Note: The Leadership Development Model is registered to and copyrighted by Carl L. Harshman & Associates, Inc.
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Succession Planning
Succession Planning & Management




Formal succession planning takes an organization
from the “tribal” system to planned leadership
There are two kinds of succession planning:
o
Replacement Planning (AKA the “Bread Truck”)
o
Development Planning
Succession Planning should be done regularly,
should connect to the business strategy and
culture, and should reflect strong ties to the
leadership development process
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Leadership Development Model
Business Strategy


Organization Culture




Performance Management System


Leadership
Development
Plan and
Strategy
Education &
Action
Learning
Programs
Reassess &
Evaluate
Progress and
Potential
Coaching & Mentoring Process
Succession Planning & Management
Leadership Assessment Process
Competencies/Characteristics/Behaviors
Corporate Leadership Design & Oversight

Human Resources Systems
and Support and Leadership Development Database
Note: The Leadership Development Model is registered to and copyrighted by Carl L. Harshman & Associates, Inc.
43
Leadership Development Model
Business Strategy


Organization Culture




Performance Management System


Leadership
Development
Plan and
Strategy
Education &
Action
Learning
Programs
Reassess &
Evaluate
Progress and
Potential
Coaching & Mentoring Process
Succession Planning & Management
Leadership Assessment Process
Competencies/Characteristics/Behaviors
Corporate Leadership Design & Oversight

Human Resources Systems
and Support and Leadership Development Database
Note: The Leadership Development Model is registered to and copyrighted by Carl L. Harshman & Associates, Inc.
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Questions, Comments, or . . .


What struck you about this presentation?
What one thing did you see/hear/sense that will
make a difference in how you think about
leadership tomorrow?

What would you like to know more about?

What advice do you have for me as a presenter?
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For More Information




Lessons of Leadership Slides
Leadership Development Presentation
Information on Motivational and Attitudinal Patterns
A free iWAM assessment
Carl L. Harshman
Office:
Email:
Internet:
314 963.9170
[email protected]
www.iWAMinstitute.com
Office:
Email:
Internet:
314 961.9676
[email protected]
www.harshman.com
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