Leadership: identifying leadership blindspots

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Overview of the key Leadership Blind Spots as identified by Malandro and how to overcome them!

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  • Everyone has them – even you. Both individuals and teams have them
  • Mind maps Debate positions instead of exploring new solutions
  • Demonstrate how this works.
  • Everyone has them – even you. Both individuals and teams have them
  • The 1958 Edsel featured dramatic styling, a high performance V-8 engine, and distinctive technical innovations such as push button transmission controls on the steering wheel hub. The Edsel was a hot performer on the road and did respectably in the showroom, too. During the 1958 model year, 63,110 Edsels were produced. Edsel outsold DeSoto, Chrysler, and Studebaker. For every two Mercurys sold, one Edsel was sold. Not bad for a car in its first year of life, especially when you consider that Mercury was a well-established brand that had almost 20 years of brand loyalty and product history behind it.In 1959, Edsel sales nose-dived. Here's why: First, the distinctive styling was made blander. Second, the car was now offered with an economy six-cylinder engine as an option - hardly the way to bolster the car's performance image. The model line-up was substantially reduced. So were the number of dealers. The innovative push-button transmission controls were gone, replaced with the conventional column lever used in Fords. No wonder the car bombed.All of these changes were made at the behest of Ford Group Vice-President, Robert McNamara, later U.S. Secretary of Defense during the Kennedy and Johnson Administrations. McNamara didn't like the Edsel. It looked too flashy, he thought, and it offended his sense of what an automobile should be - a no-nonsense, practical car. McNamara was a big fan of the bland and compact Ford Falcon, introduced about the same time the Edsel died. At the press preview dinner in 1957, before the Edsel had even been introduced to the public, McNamara told an associate, "I've got a plan for phasing it out." One automotive historian wrote that the Edsel would have survived if McNamara hadn't "axed it to bolster his ego."In January 1958 (only four months after introduction), McNamara disbanded the independent Edsel Division, folding it into the Lincoln-Mercury Division. Edsel dealers were soon told to get other franchises to represent, killing dealer enthusiasm and support. In November of 1959, a few weeks after the introduction of the 1960 Edsel, production ended for good.
  • Everyone has them – even you. Both individuals and teams have them
  • Everyone has them – even you. Both individuals and teams have them
  • Everyone has them – even you. Both individuals and teams have them
  • Everyone has them – even you. Both individuals and teams have them
  • Everyone has them – even you. Both individuals and teams have them
  • Everyone has them – even you. Both individuals and teams have them
  • Everyone has them – even you. Both individuals and teams have them
  • Everyone has them – even you. Both individuals and teams have them
  • Everyone has them – even you. Both individuals and teams have them
  • Everyone has them – even you. Both individuals and teams have them
  • You can change how you workChange your behavior and change your work
  • Leadership: identifying leadership blindspots

    1. 1. Leadership:Overcoming Blind Spots Kurt Nelson, PhD
    2. 2. “Leadership is the art of getting someone else to do something you want done because he wants to do it.” Dwight D. Eisenhower
    3. 3. Fearless Leadership “The courage to take a bold stand, actdecisively, and engage with others in an extraordinary way.” Malandro
    4. 4. FEARAre you a fearless leader?
    5. 5. Loretta Malandro wrote a great book on fearless leadership One of her key insights was that we all have Blind Spots
    6. 6. Blind SpotsThis was my 1970 Volkswagen Karmann Ghia – it was a great car!
    7. 7. Blind Spots However…it had a number of blind spots that hidthings (i.e., cars, people, dogs, etc…) from your view
    8. 8. Blind Spots However…it had a number of blind spots that hidthings (i.e., cars, people, dogs, etc…) from your view
    9. 9. Leadership Blind Spots“Unproductive behavior that undermines business results and working relationships.” Malandro
    10. 10. Malandro identified 10 Blind Spots Let’s see what they are…
    11. 11. Going it alone
    12. 12. Symptoms Not asking for help Not accepting help Not talking about stressNot including others in decisions Malandro
    13. 13. Being insensitive to your impact on others
    14. 14. Perception “We judge others on their behavior butexpect them to judge us by our intention.” Malandro
    15. 15. Having an “I know”attitude (I’m right)
    16. 16. Arrogant“Having an answer for everything, rigid and fixed views, lack of intellectual curiosity, not listening,diminishing what others have to say, arguing with everyone who does not agree with your point of view, refusing to explore alternatives and options” Malandro
    17. 17. Avoiding difficult (crucial) conversations
    18. 18. Crucial Conversations“Understand that you make the situation worse for others when you don‟t have those crucial conversations when the crucial moment happens” Vital Smarts
    19. 19. Blaming others or circumstances
    20. 20. Accountability“Being personally accountable for business results and your impact on people, even when others accept zero accountability.” Malandro
    21. 21. If you use these two words…“Yeah, but...”You might need to take more accountability
    22. 22. Treating commitments casually
    23. 23. Symptoms Not keeping commitments Not fulfilling promises on time Always maintaining an “escape hatch”Not providing a clear commitment or non commitment
    24. 24. Conspiring against others
    25. 25. Minnesota Nice “When Im angry at someone, I dont let them know. I just smile pleasantly to his or her faceand then proceed to talk about them behind their back.” Urban Dictionary
    26. 26. Withholding emotional commitment
    27. 27. Hearts and Minds “When an organization can capture both the “hearts and minds” – emotional andintellectual commitment – people engage and focus energy on implementing change.” Malandro
    28. 28. Not taking a stand
    29. 29. Indecision“An indecisive leader cripples a group or organization by sapping the energy and drive of people.” Malandro
    30. 30. Tolerating good enough
    31. 31. Accountability“Settling for the „status quo‟ is never reaching for greatness.” Unknown
    32. 32. Removing The Blind Spots
    33. 33. Truly Blind “If I told you what blind spots you have,you would deny them, or you would argue, debate, and defend why you do what you do.” Malandro
    34. 34. What can youdo to identify your blind spots?
    35. 35. 1. Find people who can help you identify your blind spots and ask them to help? Must be people who feel comfortable telling you the truth…
    36. 36. 1. Find people who can help you identify your blind spots and ask them to help? Must be people who feel comfortable telling you the truth… …that is the hard part
    37. 37. 2. Empathy practice – take 10-minutes to look back at the last few hours of your day. Write down your specific behaviors (like it was avideo that showed only the actual behaviors) and actively look to identify any of the 10 blind spots.It is hard to do this without some self-editing / bias – but try to be brutally honest about it – it really can help
    38. 38. Create an Action PlanWhat is your Action Planfor identifying your blind spots and taking bold action to do something about them?
    39. 39. Ultimately who is accountable? Insert Your Name Here
    40. 40. We should wear this badge everday…
    41. 41. 100% Accountable PledgeI will fully and completely take charge of my own actions. I will not accept lessthan the best from myself or my team. Iwill hold myself accountable for both my own and my team’s results. I will onlymake commitments that I can make and that I intend to keep. I will not make excuses.
    42. 42. I cannot change anyone’s behavior but my own – so I will focus on how I canchange to achieve success. I will ask for help when I need it. I will gladly accept help when it is offered. I will be open to insights that others have and listen to their ideas, thoughts, and opinions without bias. I will search outinformation on my blind spots from those who work with me. I will not blame others or circumstances for not meeting commitments. I will engage 100% in everything that I do.
    43. 43. I will “play to win” and not “play to not lose.” I will take bold action whennecessary. I will speak the truth. I will not tolerate good enough. I will face difficult situations and hold crucial conversations when necessary. I will actively examine how my behavior is impacting others. I will not make excuses.I will strive to be a fearless leader whomakes a difference everyday. I will holdmyself accountable to all these things.
    44. 44. To learn more… www.malandro.com www.lanterngroup.comhttp://thelanterngroup.wordpress.com Twitter - @WhatMotivates Kurt Nelson, PhD e: Kurt@lanterngroup.com p: 612-396-6392
    45. 45. Thank You

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