When Leaders Really Matter: Becoming Indispensable
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This document discusses what it takes for leaders to become indispensable. It notes that many people feel underappreciated, unchallenged, and ineffective in their jobs. It states that to turn this around, leaders must make real changes in themselves and their lives. The document outlines three forces that shape leaders: the external environment, internal organizational dynamics, and leader selection systems. It advocates identifying one's strengths and their complement, then focusing on improving the complement through activities like cross-training and 360-degree feedback. The document discusses skill combinations that result in higher performance, such as drive for results paired with integrity and honesty. It provides examples of strengths and their complements that make leaders indispensable.
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When Leaders Really Matter: Becoming Indispensable
- 1. When Leaders Really Matter: Becoming Indispensable 1
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- 5. 5
- 6. Executive Vice President, Education & Engagement 6
- 7. Could you disappear? 7
- 8. Could you disappear? 8
- 9. Didn’t show up for a week?
- 10. Didn’t come home for dinner?
- 11. Nobody ever saw you again
- 12. Would it matter?
- 13. It’s how many people feel in their jobs
- 14. Underappreciated
- 15. Unchallenged
- 16. Ineffective
- 17. Often irrelevant
- 18. It’s what we bring to our jobs, our homes, our lives
- 19. More importantly, what we don’t bring that leaves us feeling disposable
- 20. If you want to turn that around, you have to start by making real changes in life & yourself.
- 21. 3 Forces That Shape Leaders 1. External environment
- 22. 3 Forces That Shape Leaders 1. External environment 2. Internal org dynamics
- 23. 3 Forces That Shape Leaders 1. External environment 2. Internal org dynamics 3. Leader selection systems
- 24. If you want to get to the top, you must develop skills that complement your strengths
- 25. Must identify your strengths
- 26. Must identify your strengths 360 Degree Evaluation
- 27. Must identify your strengths Ask co-workers, supervisors, direct reports three questions
- 28. What leadership skills do you think are my strengths?
- 29. Is there anything I do that might be considered a fatal flaw that could derail my career or lead me to fail, in my current job if it's not addressed?
- 30. What leadership ability, if outstanding, would have significant impact on the productivity or effectiveness of my organization?
- 31. What leadership abilities of mine have significant impact on you?
- 32. Engage in cross- training
- 33. Engage in cross- training 2 activities produce improvement
- 34. Doing more of what you already do only leads to incremental increases
- 35. Work on skills that compliment – nonlinear development
- 36. Identify your strength and it’s compliment. Then focus on improving compliment.
- 37. Studied 250,000 360-degree surveys of 30,000 leaders to identify skill combinations that result in higher performance. John H. Zenger, Joseph Folkman, and Scott K. Edinger
- 38. Correlate with positive business outcomes.
- 39. A. Character B. Personal capability & getting results C. Interpersonal skills D. Leading change
- 40. Such strengths allow a leader’s inevitable weaknesses to be overlooked
- 41. Leadership effectiveness #1 top trait in top 1/3
- 43. Drive For Results Innovates Planning & organization Integrity & trust
- 44. Drive For Results Innovates Planning & organization Integrity & trust Anticipates problems Clear vision of desired results Effective feedback
- 45. Displays Integrity & Honesty
- 46. Displays Integrity & Honesty Assertiveness Decisiveness Trust
- 47. Displays Integrity & Honesty Assertiveness Decisiveness Trust Positive Attitude Deals well with ambiguity Inspires & motivates others
- 48. Innovates
- 49. Innovates Champions Change Learns quickly from success/failure Strategic perspective
- 50. Innovates Champions Change Learns quickly from success/failure Strategic perspective Takes initiative Risk taker, challenges status quo Supports others in taking risks
- 52. Problem solver, analyzer Takes initiative Planning & organization Decisiveness
- 53. Problem solver, analyzer Takes initiative Planning & organization Decisiveness Innovates Strategic Perspective Acts independently
- 55. Powerful Communicator Innovates Develops Others Inspires & Motivates Others
- 56. Powerful Communicator Innovates Develops Others Inspires & Motivates Others Establish stretch goals Networking Trust
- 58. Strategic Perspective Innovates Customer Focus Business Acumen
- 59. Strategic Perspective Innovates Customer Focus Business Acumen Establish Stretch Goals Champions Change Inspires & Motivates Others
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- 66. jhurt@velvetchainsaw.com velvetchainsaw.com @JeffHurt