Demystifying Derailers
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Demystifying Derailers

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This webinar will take an in-depth look at the definition of derailers, what triggers them, and the solution. ...

This webinar will take an in-depth look at the definition of derailers, what triggers them, and the solution.

You will learn:

11 most commonly accepted derailers
What triggers the derailing behaviors
How to help leaders understand their derailing behaviors
How to move away from self-awareness to self-managemen

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Demystifying Derailers Demystifying Derailers Presentation Transcript

  • Demystifying DerailersHow to Help Leaders Manage their Personal Derailersa presentation brought to you by: Karen Harty
  • Karen Harty Karen is Regional Vice President of Enterprise Solutions for Profiles International. She has over twenty-five years experience in talent management and has worked both as a practitioner and provider to organizations as diverse as Cisco Systems, BNSF, and Providence Health and Services. What shes found is that while each organization has its unique culture and challenges, all organizations share the same goal: to understand and leverage talent. And therein lies her passion – working with clients to improve business results through a better utilization of their people. Ms. Hartys experienceRegional Vice President includes regional leadership positions with DDI, MOHR Enterprise Solutions Development, and Age Wave, Inc. She also owned and operated her own sales training and marketing consulting company for eight years. She has an MA in English from SFSU and is author of Fifty and Starting Over. Karen lives in Portland, OR, and works with clients throughout the West Coast and Mid-West. ® imagine great people www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
  • Who We Are • Founded 1991 • Over 45,000 clients served worldwide • Offices in nearly 130 countries • Founding member of the Association of Test Publishers • Microsoft Certified Partnerwww.profilesinternational.com©2012 Profiles International, Inc. All rights reserved. View slide
  • Creating Value for Clients We support our clients through the full employee life-cycle, helping them identify the best people for their jobs and then developing them to their fullest potential.www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved. View slide
  • Diverse Base of Marquee Clients Financial Services Retail & Consumer Travel & Hospitality Education & Government Technology Healthcare Energy & Utilities Business Services Client Highlights • 11,000 + active clients • Client base includes 152 Fortune 2000 companies • Represented in nearly 130 countrieswww.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Clients We’ve Servedwww.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • That Moment in Time1www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • You See It Coming….2www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • And then it happens…3www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Demystifying Derailers How to Help Leaders Manage their Personal Derailers a presentation brought to you by: Karen Harty4
  • What We’ll Cover1. Derailers – 11 most commonly accepted derailers – What triggers the derailing behavior2. Helping leaders understand their derailing behaviors3. From self-awareness to self-management5www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Derailers – A Literature Review • Hogan, J., & Hogan, R., & Kaiser, R.B. (2009) Management Derailment. Personality Assessment and Mitigation, APA Handbook of Industrial and Organizational Psychology. • Smart, G., & Street, R. (2008). Who. Ballantine Books. • Martin, J., & Schmidt, C. (2010, May). How to Keep Your Top Talent. Harvard Business Review. • Kaiser, R. B., & Hogan, R. (2010, December). How to (and How not to) Assess the Integrity of Managers. Consulting Psychology Journal: Practice and Research, 216-234. • V. Irwin, T. (2009). Derailed: Five Lessons from Catastrophic Failures of Leadership. Thomas Nelson • Dotlich, D, & Cairo, P. (2003) Why CEOs Fail – The 11 Behaviors that Can Derail Your Climb to the Top and How to Manage Them, Jossey- Bass6www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Our Perspective on Derailers - • Leadership failure is a behavioral phenomenon • While there are visible C-Suite failures, in fact, the vast majority of leaders will fail • They will be demoted, fired or sidelined7www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Our Perspective on Derailers - • Leaders fail because of who they are and how they act in certain situations • Stress ups the ante • They respond with a pattern of behavior that can sabotage – their jobs – their careers – and even their organizations8www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • It doesn’t have to happen9
  • How does your company help leaders who exhibit derailing behaviors?1. We don’t, we hope they go away.2. It gets addressed in performance reviews.3. Their direct supervisor provides immediate feedback.4. We hire an external coach.5. Person gets fired or sidelined. 10 www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
  • So What are Derailers?Strengths OverplayedFall back behaviors that worked in the pastSurface Under StressThey kick in when the stakes are the highest 11 www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
  • ArroganceConfidence Gone Awry – Blind belief in own opinions – Lack of openness to others’ perspective – Relies on self – Previous formula worked; therefore, keep repeating12www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • MelodramaCrying Wolf Syndrome – Center of Attention – Charisma – Speaks in extremes – Elevated Expectations13 www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
  • Volatility Excitability Turns Ugly - Unpredictable - Jekyll and Hyde - Extreme mood swings14www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Excessive CautionPrudence Becomes Paralysis – Fears mistakes, procrastinates, & over-analyzes – Obsesses – Seeks others approval in decision making15www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Habitual Distrust Vigilance Becomes Witch Hunting – Focuses on the negatives – Sees disaster around every corner – Looks for confirmation that people are acting out of self-interest or political interests.16www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • AloofnessCool Headedness Freezes Others Out – Disengages and disconnects – Isolation – Retreats from people who need guidance – Stoic – Prefers closed doors 17 www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
  • MischievousnessSpontaneity Turns Into Chaos – Rules are meant to be broken – Spontaneous and creative by nature – Under stress, destructively impulsive 18 www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
  • Eccentricity Flair Becomes Weird – Highly stylized – One time flash of brilliance – Launches too many initiatives19www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Passive Resistance Public Persona vs. Hidden Agenda – Subtle derailer – in public, neutral posture; in private works own agenda – Says one thing and does another – Creates a distrusting work culture20www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • PerfectionismDetail Orientation Goes Overboard – Gets the little things right – Structure solves every problem – Dislikes uncertainty & ambiguity21www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Eagerness to Please Need for Approval Becomes the End Game – Doesn’t deal with performance issues – Looks the other way – Wants to be liked at all costs22www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Which of these have you seen? 1. Arrogance 2. Melodrama 3. Volatility 4. Excessive Caution 5. Habitual Mistrust 6. Aloofness 7. Mischievousness 8. Eccentricity 9. Passive Resistance 10. Perfectionism 11. Eagerness to Please23www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • What Triggers DerailersSituation or Context Based Stressors • New Job • New Boss • Added Responsibilities • Downsizing • Poor PerformanceInternal Triggers • Insecurities • Replaying the Same Old Tape24www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • For Example25www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Stress Reaches a Boiling Point26www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • We React• Overwhelming need to get rid of the stress we’re experiencing• Revert back to who we are at the deepest level• Deploy behaviors that have worked in the pastAnd in our deluded state, we increase the volumeof that particular behavior27www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Examples Abound• There are very visible examples of public figures who have derailed.• Some have rebounded.• Others have not.• Examples? 28 www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
  • “And….How’s that working for you?”29Dr. Phil Attribute: Oldmaison (Charles LeBlanc) at Flickr.comwww.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • OK, That’s the Problem… what’s the Solution?• Get their attention• Have the leader take two types of assessments – One that provides 360 feedback – Another that looks at who they are at the deepest level• Share assessment results• Engage in candid discussion30www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Two Assessments • The ProfileXT Assessment • A 360 Tool – the Checkpoint • Individually the results are powerful • Together they tell a complete story on who the individual is, how he is being perceived and what he can do to manage his behaviors to avoid a derailment31www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • The ProfileXT®ProfileXT® – Twenty Factors that Define an Individual • Cognitive Capacity • Inherent Personality Traits • Motivational Interests – Evergreen in Nature32www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • The ProfileXT® AssessmentUncovers and Codifies aPerson’s Unique Set ofPersonal Attributes 33 www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
  • The ProfileXT® Assessment Why It Works: – Self assessment – PERFORMANCE BENCHMARKS – Easy to see fit and challenges – The “Ah Ha” Moment – Self-Management34www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Benchmark = The Rails35www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • What does this tell us about Mike?36www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Remember Mike • High Learning Index • High Assertive • Low Manageability • High Decisive • Low Objective Judgment • High Independence37www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Benchmark – Mike sees the Behavioral DNA of Others at his Level or Role • Provides context for struggles or success in current role • Allows for Discussion on self-management • Best Case Outcome: Mike realizes that he is “responsible for his own success” • Mike becomes interested in managing his derailing tendencies38www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • “We measure our self by our intentions; others measure us by our behaviors/actions”39
  • Checkpoint 360 • Taxonomy – 8 Leadership Competencies – 18 Skill Sets – 70 Items • Perceptual Feedback and Comments from – Boss, Boss’ Boss – Peers – Direct Reports – Others40www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Heightening Self Awareness • For a leader to understand the need to manage their behaviors, it is essential to understand how others perceive them. • We help our clients do this through our Checkpoint 360 multi-rater feedback system. Using the 70 specific leadership behaviors, leaders are rated by four audiences in their organizations, offering a complete picture of the perception of the leaders’ skills.www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved. 41
  • CheckPoint360º™ Feedback Self-Awareness42www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Self Awareness Self-Management • Dialing In • Dialing Up • Dialing Down43www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Mike now has Two Data Points • A deeper grasp his behavioral tendencies • Appreciation of the qualities of successful leaders at his level or in his role • Insight into how others perceive his leadership behaviors • Self Understanding leads to Self-Management44www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Questions?
  • www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Contact Us Profiles Assessment Asia (Pte.) Limited An Authorized Strategic Business Partner of Profiles International14 , Robinson Road, #08-01A, Far East Finance,Singapore 048545Email: info@profiles.com.sgTelephone: 65717031Fax: 63334636Website: http://www.profiles.com.sg Share , Connect and Follow Us Know your people..Grow your business