Innovative leaders are, by definition, resilient. They have learned to transform disruptions or failures into fuel for future innovation as well as sustained success. If you missed this hands-on session during Gala Week, this presentation will provide you an opportunity to review failing at innovation in a “safe” environment.

2. “For every failure, there’s an alternative course of
action. You just have to find it. When you come
to a road block, take a detour.”
– Mary Kay Ash

3. Failing Fast - Developing Resiliency
Objectives:
-
Explore professional failures or disruptions and their
impact on effective leadership
-
Examine common leadership failures or disruptions
and skills to use “failure as fuel”
-
Develop a personalized plan to improve
transformational leadership abilities and innovation

4. Please stand if you’ve
experienced failure or a
disruption in your ideal plan or
outcome for a work
assignment, project, or in a
management/leadership
responsibility.

5. Failures or disruptions in my
professional career are:
a. Good
b. Bad

7. “Grownups, in attempting to build “selfesteem” by rewarding every kid a trophy,
diminish the hard work and natural talents of
the kids who actually deserve them.
… confidence comes only when you develop
your talents with hard work, along lines of
excellence, whether those talents are hitting a
ball, sketching a landscape, or hiking an
arduous trail.”
- J.D. Mullane

8. Innovation requires effective leadership
s
Managers Deal with Complexity ~ Leaders Cope with Change
✔ Set direction
✔ Align people and resources
✔ Motivate and inspire
Opportunities for failure or disruption???
8
“What Leaders Really Do”, John P. Kotter

9. Dissecting a Failure or Disruption
s
Organize yourselves into groups of five.
• Select and describe a professional failure
• What caused the failure?
• Did you recover? How?
• What did you learn?
• How did you (or will you) apply the lesson later?
(15 Minutes)
9

10. The 10 Most Common Failures of Bad
Leaders
After scrutinizing 360-degree feedback data on over
11,000 leaders and evaluating the 10% considered least
effective, (Jenger and Folkman) found the 10 Most
Common Leadership Shortcomings.
Harvard Business Review, June 2009

11. Which leadership failures are you most likely to
experience?
11
Jenger and Folkman, Harvard Business Review, June 2009

12. When Failure Impacts Home Life
s
How to address failure with your home team?
– To share or not to share…
– Managing stress and relationships
Embrace mistakes—or at least don’t drown in perfectionism.
The Gifts of Imperfection: Let Go of Who You Think You're
Supposed to Be and Embrace Who You Are
by Brene Brown (Author)
http://www.ted.com/talks/brene_brown_on_vulnerability.html
12

13. Your Support Team
s
Leadership and failure can be lonely, but they don’t have to be.
• Identify a small group of trusted advisors to engage before,
during and after…
– More experienced advisor to guide (inside your organization)
– An advisor with wisdom and an outside perspective
– A trusted friend who will tell you the “truth” about your behaviors
• Participate in formal leadership development
– Educational Program
– Organizations outside of office (Not-for-Profit Organization)
• Seek feedback regularly and act on it
– Formal (360 Degree Feedback
– Informal (Employees, Peers, Manager, Others)
13
(15 Minutes)

14. Developing Your Plan for Improvement
s
Consider a current assignment, project or leadership role.
•
How will you exhibit effective leadership?
– Which of the three areas represents greatest opportunity?
•
Which of the 10 Common Leadership Failures are “watch outs” for you?
– What is your plan of action to address these areas?
•
What is your favorite escape to recover, replenish and regain
perspective?
•
Build or refine your Support Team
– What changes or additions are needed?
– When will you formalize the team?
(15 Minutes)
14

15. Discussion
Your specific questions or issues…
Keith@dkeithpigues.com
www.dkeithpigues.com
www.linkedin.com/in/dkeithpigues
@dkeithpigues
713-248-1539
D Keith Pigues - Official