Twenty First Century Leaders

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The topic includes a comparative examination of the theories espoused by acknowledged management scientist, Peter Drucker, author of Management Challenges for the 21st Century and concepts posited by …

The topic includes a comparative examination of the theories espoused by acknowledged management scientist, Peter Drucker, author of Management Challenges for the 21st Century and concepts posited by Profiles International, Inc. founders, Bud Haney and Jim Sirbasku, authors of Leadership Charisma: Step by Step to Being a More Successful Charismatic Leader.

Join us for a lively discussion of theories and practical applications for enhancing leader readiness for this century. You may be surprised and challenged by this approach to examining leader effectiveness. Come join in the sharing. Bring your favorite theory or theorist and let’s talk about L-E-A-D-E-R-S-H-I-P.

Topics will include:

Old versus New Leadership Assumptions (Signs of the Times)
Leaders of Change versus Sustainability (Organized Abandonment)
Fidelity in Feedback (Are we asking the right questions?)
Are You a 21st Century Leader? If. . .then. . .what? (Moving toward greater effectiveness)

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  • 1. 21Century st Leaders Requirements for Today’s Top Tiera presentation brought to you by: Sherry Perkins
  • 2. Sherry Perkins • M.A. Organizational Development • 30 Years Experience • Technology/Management/HR • Business Owner Vice President Enterprise Solutions • Chair Waco WIB Alliance Consulting • SCORE Counselor • UOP Management Instructor ® imagine great peoplewww.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 3. 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.
  • 4. 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.
  • 5. 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.
  • 6. Clients We’ve Servedwww.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 7. Today’s Topics• Old versus New Leadership Assumptions• Leaders of Change versus Sustainability (Organized Abandonment)• Fidelity in Feedback (Are we asking the right questions?)• Are You a 21st Century Leader? If . . . Then . . . What? 1www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 8. Popular Topic Google Search 11,400,000 entries Google Scholar 1,520,000 entries Schlecty, Rost, Hall, Friedman, House, Covey, Blanchard, Hersey, Mink, Argyris, Greenleaf, Reed, Collins, Bass, Kuczmarski, and many, many more2www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 9. Basis of Discussion Drucker (1999) Haney, Sirbasku, & McCann (2010)3www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 10. Basis of Discussion Drucker (1999) “One does not “manage” people. The task is to lead people. And the goal is to make productive the specific strengths and knowledge of each individual.”4www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 11. “As a charismatic leader you must have the very highest expectations of your people, knowing that your expectations will become their expectations – and that their expectations will translate to unprecedented productivity, performance and success.” - ‘Leadership Charisma’, Haney, Sirbasku, McCann5www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 12. Leadership Perspective6www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 13. Basis of Discussion7www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 14. 21st Century Leadership• Global, Multi-national Presence• “Extreme” Technology• Connected Universe• Fierce Competition• Creative Partnering• Complex Workforce - Multi-cultural - Multi-generational - Multi-valued• Virtual Offices• Open-Systems (Matrix)• Team Leadership 8 www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
  • 15. In the end. . . . .What do we need to do and how do we do it?9www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 16. Traditional Hierarchical Team President Product VP Sales and VP Operations Development Service Finance Mfg Distribution Customer Sales Service10www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 17. Open-Systems Team Model (Pre-requisites) Dr. Oscar Mink, Open Organization, 1979Effective Decision Level atCommunications Lowest Level of CompetencyEqual Reward forTeam versus Members WhoIndividual Are Capable andAchievement CommittedClearly Understood Goals Inspire ContinuousMember Authority and LearningAccountability 11 www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
  • 18. Drucker 21st Century Leadership• Old Assumptions • One Right Org. Structure • One Right Mgmt. Style• New Assumptions • Manage Tasks - Lead People • Change is the Norm • Information is the means, rather than the end • “Knowledge-worker” is critical • Leaders must self-manage • Feedback is critical to development 12 www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
  • 19. Double-Loop Learning Argyris, C. (1978) Retrieved from http://www.leadershipnow.com/leadingblog/2008/05/learning_requires_personal_res.html.13www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 20. Stages of Concern Model Improve or Choose Better Collaboration or Solution Implementation Consequences Management Personal Informational Awareness Scale 4 3 2 1 Compliance Stability Influence Dominance14Concerns Based Adoption Model (CBAM), Hall and Rutherford (1979)Retrieved from http://www.techlearning.com/article/42264www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 21. Scales That Influence BehaviorScale I Scale II Scale III Scale IV Scale V OMINANCE TEADINESS OTIVATIONAL NTENSITY NFLUENCE OMPLIANCE Control, Social Influence, Precision, Internal Patience,Ambition, Positive Analytical, Versus Composure, Results Expectancy, Quality External Team PlayerOrientation Expressiveness Orientation Motivation15www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 22. Haney, Sirbasku, McCann Charismatic Leadership• Old Assumptions • Leaders are Born not Made • People Either Possess Charisma or They Don’t• New Perspective • Leader Effectiveness Charismatic Appeal • Charisma Drives Employee Engagement • Engagement is Directly Linked to Productivity and Accountability • Charisma Can Be Developed 16 www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
  • 23. Enhancing Your Leadership Charisma: A Step-by-Step Guide The  magnitude  of  your  people’s  contribution to the organization will be directly proportionalto how engaged they are with the organization and their jobs.17www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 24. Enhancing Your Leadership Charisma: A Step-by-Step GuideEngagement = Productivity & Profitability …which equates to: …a 51% Gap in Operating Income! …a 39% Gap in Earnings per Share! …between high and low engagement organizations Source: Towers Perrin ‘Global Workforce Study’ (surveyed nearly 90,000 employees in 18 countries.) 18 www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
  • 25. Enhancing Your Leadership Charisma: A Step-by-Step GuideEngagement = Productivity & Profitability “…we  looked  at  fifty  global  companies  over  a  year,  correlating  employee   engagement levels with financial results...The companies with high employee engagement had a in operating income and in earnings per share. Conversely, companies with low levels of engagement saw and earnings per Source: Towers Perrin ‘Global Workforce Study’ (surveyed nearly 90,000 employees in 18 countries.) 19 www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
  • 26. Levels of Engagement Highly Engaged Engaged Supportive of Goals Great Match Good Match Fully Accountable Easily Motivated Contagious Enthusiasm Involved Enthusiastic Pursuit of Goals Focused Fully Committed Understands Expectations Pro-active Secure Levels of Engagement Dis-engaged Highly Dis-engaged Fair Match Poor Match Not interested Destructive Questions Expectations Disruptive Avoids Participation Discourages Others Easily Distracted Aggressive Resistance Apathetic , Aloof Fearful, Bitter Dissatisfied, Insecure Does not know expectations20www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 27. Levels of Engagement Highly Engaged Engaged Supportive of Goals Great Match Good Match Fully Accountable Easily Motivated Contagious Enthusiasm Involved Enthusiastic Pursuit of Goals Focused Fully Committed Understands Expectations Pro-active Leader Secure Levels of Engagement Effectiveness Dis-engaged Highly Dis-engaged Fair Match Poor Match Not interested Destructive Questions Expectations Disruptive Avoids Participation Discourages Others Easily Distracted Aggressive Resistance Apathetic , Aloof Fearful, Bitter Dissatisfied, Insecure Does not know expectations21www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 28. The ‘Charismatic Equation’ The extent to which you are perceived as being charismatic is directly proportional to the extent to which people either feel or do better after each interaction with you.22www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 29. Leadership Charisma Survey 23www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 30. Thinking Style Learning Index 1 2 3 4 5 6 7 8 9 10Can they cope with Verbal Skill 1 2 3 4 5 6 7 8 9 10 Verbal Reasoningthe mental demands? 1 2 3 4 5 6 7 8 9 10 Numerical Ability 1 2 3 4 5 6 7 8 9 10 Numeric Reasoning 1 2 3 4 5 6 7 8 9 10 Behavioral Traits Energy Level 1 2 3 4 5 6 7 8 9 10 Assertiveness 1 2 3 4 5 6 7 8 9 10 SociabilityWill they be 1 2 3 4 5 6 7 8 9 10 Manageability 1 2 3 4 5 6 7 8 9 10comfortable in the Attitude Decisiveness 1 2 3 4 5 6 7 8 9 10job environment? Accommodating 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 10 10 Independence 1 2 3 4 5 6 7 8 9 10 Objective Judgment 1 2 3 4 5 6 7 8 9 10 Occupational Interests Enterprising 1 2 3 4 5 6 7 8 9 10Are they motivated Financial/Admin People Service 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 10 10by this kind of work? Technical 1 2 3 4 5 6 7 8 9 10 24 Mechanical 1 2 3 4 5 6 7 8 9 10 www.profilesinternational.com Creative 1 2 3 4 5 6 7 8 9 10 ©2012 Profiles International, Inc. All rights reserved.
  • 31. Critical Competencies / Skills That Drive EngagementThinks Creatively Listens Communication Communicates AdaptabilityDisplaysCommitmentSeeksImprovement Personal Takes Action Production DevelopmentCultivates Talents Development Facilitates Team RelationshipsMotivates of Others Success * Builds Personal Relationships 25 www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
  • 32. Feedback is Critical Clients ‘Self’ Partners Anonymous Each Direct Leader/ & Confidential ‘Boss’ Reports Manager Anonymous & Confidential Peers26www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 33. Select Six (6) Critical SkillsCommunication: Listens to Others Task Management: Processes Information  Works EfficientlyX Communicates Effectively X  Works CompetentlyLeadership: Production: Instills Trust  Takes Action Provides Direction X  Achieves Results Delegates Responsibility Development of Others:Adaptability:  Cultivates Individual TalentsX Adjusts to Circumstances  Motivates Successfully X Thinks Creatively Personal Development:Relationships:  Displays CommitmentX Builds Personal Relationships  Seeks Improvement Facilitates Team Success27 Self and Bosses Onlywww.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 34. What are the most important skills in my position?28www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 35. How Do We Measure Effectiveness? CheckPoint 360 Leadership Survey29www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 36. Skill Set Analysis30www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 37. Survey Summary of the 70 Items31www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 38. Development Summary Overview32www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 39. 33www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 40. 34www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 41. Do you have what it takes to be a 21st Century Leader?1. Absolutely 100%2. I’m more than half way there.3. No. Leadership is not my cup of tea.4. I don’t know. I’d like to participate in a Checkpoint 360 leadership survey and Charisma analysis. 35 www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
  • 42. Your Missing Piece May Be Feedback36www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 43. Questions?
  • 44. www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 45. 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