Pegram harrison develop yourself

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  • 1. Develop Yourself Dr Pegram Harrison pegram.harrison@sbs.ox.ac.uk Fellow in Entrepreneurship Saïd Business School No 1 in the UK Executive Education – Financial Times 2012 22 June 2013
  • 2. Leading People What is the most common cause of derailment among leaders?
  • 3. Lack of Self Awareness Misleading People !
  • 4. Self Awareness and Personality Rationale: The most effective leaders are those who are most self-aware. Why? •  They understand their own personality and its effect on others. •  They can use that to motivate & influence others.
  • 5. Self-Awareness and Personality 1.  Personality Traits 2.  Personality Profile 3.  Behaviour
  • 6. Important to remember: Personality is NOT the same as Behaviour
  • 7. Personality & Behaviour •  Left-handed people can learn to use their right hands, but they’re still lefties. •  The hand you prefer is personality; the hand you use is behaviour.
  • 8. Personality & Behaviour •  Personality is who you are. Behaviour is what you do. •  Personality is how you prefer to behave when there are no constraints •  You can change behaviour, but not personality •  You can learn to behave in unconscious ways that seem like personality, but really aren’t (eg, sociable introverts)
  • 9. Big 5 Personality Model 1.  Negative Emotionality (or Emotional Reactions) 2.  Extraversion 3.  Openness to Experience 4.  Agreeableness 5.  Conscientiousness
  • 10. E: Extraversion (Intrapersonal Patterns) Disposition to get energy from social contact and to be dominant in groups Reserved, perceived as serious, prefer working alone, avoid leadership roles Outgoing, sociable, talkative, dominant, assertive + Thoughtful, thorough, non-disruptive, rich inner life - Not enough contact with others, small networks + High communicators, inclusive, good networkers - Don’t listen, don’t have time, bulldozers LOW HIGH
  • 11. Sample NEO Results £20 30 40 50 60 70 ³80 £20 30 40 50 60 70 ³80 N E O A C N1 N2 N3 N4 N5 N6 E1 E2 E3 E4 E5 E6 O1 O2 O3 O4 O5 O6 A1 A2 A3 A4 A5 A6 C1 C2 C3 C4 C5 C6 21/09/2010 Imported 23/09/2010 Oxford
  • 12. Consider your profile in terms of Tasks and Roles What does your profile suggest you prefer in types of tasks (eg: creative vs controlled)? Teams What roles does it suggest you like to adopt in teams? Organisations and Institutions What kinds of organisations do you feel comfortable in? (large corporation, small family firms) Coping What might you do to compensate for some of your profile features? Leadership What do you feel about authority (leader, follower, adaptable?)
  • 13. Two Examples: Women Transforming Leadership Management Acceleration
  • 14. Women Transforming Leadership
  • 15. Women and Men
  • 16. Women in the Workforce
  • 17. Women on Boards Women on boards leads to better performance
  • 18. Women as Leaders Overall Leadership Effectiveness by Gender and Position M F 1. Top Mgt, Executive, Senior Team Members 57.7 67.7 2. Reports to Top Mgt, Supervisors Middle Mgrs 48.9 56.2 3. Middle Managers 49.9 52.7 4. Supervisors, Frontline Mgrs 52.5 52.6 5. Individual Contributor 52.7 53.9 Women outperform men at all levels Zenger & Folkman, 2011: 7,280 leaders (64% men) using 360 feedback
  • 19. Women as Leaders Male Female 1. Takes initiative 48 56 2. Practices self-development 48 55 3. Displays high integrity and honesty 48 55 4. Drives for results 48 54 5. Develops others 48 54 6. Inspires and motivates others 49 54 7. Builds relationship 49 54 8. Collaboration and teamwork 49 53 9. Establishes stretch goals 49 53 10. Champions changes 49 53 11. Solves problems and analyses issues 50 52 12. Communicates powerfully and prolifically 50 52 13. Connects the group to the outside world 50 51 14. Innovates 50 51 15. Technical or professional expertise 50 51 16. Develops strategic perspective 51 49 Zenger & Folkman, 2011
  • 20. If the UK had the same level of female entrepreneurship as the US... ....600,000 additional female-owned businesses would mean an additional £42 billion for the UK economy Women as Entrepreneurs
  • 21. Women and careers Barriers that do seem to be real: •  The Peacock Problem Women wait to be picked, while men push themselves forward •  The Imposter Syndrome Women more often lack belief in their own abilities (50%W vs 70%M) •  The Voltaire effect Le mieux est l'ennemi du bien Institute of Leadership and Management, Ambition and Gender at Work, 2011
  • 22. Women as Negotiators Myth: women aren’t competitive or assertive enough to excel in negotiation Fact: research shows almost no difference between W and M in negotiation style. Difference is in the target: M tend to aim higher, and to be motivated by challenge. Myth: wage gaps exist because W don’t negotiate well Fact: W tend to negotiate on more than just money: time, opportunity, other benefits.
  • 23. Women BEFORE negotiating •  Get out of your own way: don’t emphasize weakness •  Make your value visible: to yourself and others •  Do your homework: understand what’s appropriate •  Know what you want: set an appropriate target •  Expect challenges: it’s a game; play it •  Engage the other person: men find this harder
  • 24. Management Acceleration Programme
  • 25. Management Acceleration Programme www.sbs.ox.ac.uk/execed/Management/map/Pages/default.aspx
  • 26. MAP Learning Model Skills for today Knowledge for TomorrowM1 M2 M3 Manager Leader
  • 27. MAP Learning Model
  • 28. MAP Learning Model Managing Self & Organisation Today Tomorrow Your Impact Leadership for your whole career Managing in a changing envt YOU!
  • 29. MAP of MAPS
  • 30. MAPS Framework Abilities Mission Perceptions Standards
  • 31. MAPS framework detail Present Future Your view ABILITIES MISSION What you believe you can do What you want to do Your view of capabilities and performance, especially relating to what you want to do Things you care most about: interests, desires, career, aspirations, values Others’ view PERCEPTIONS STANDARDS How others see you What the organization expects of you How appropriate others see your abilities and performance, including interpretations and assumptions about observations Expected performance and behaviour, given roles and responsibilities. Expected contributions to organisation’s roles and values.
  • 32. Information for MAPS framework Present Future Your view ABILITIES MISSION Self-assessment Professional assessment Track record Developmental planning Career development discussions Personal goal-setting Values clarification Others’ view PERCEPTIONS STANDARDS Direct feedback Psychometrics Customer feedback Performance reviews Roles and responsibilities Role models Competency models Core competencies Organisational culture & strategy Competitive challenges Market demands
  • 33. Questions for MAPS framework Present Future Your view ABILITIES MISSION How do you see your performance and abilities? What do you do well? Where can you offer your expertise to others? What can you improve? When do you turns to others for assistance? What do you care most about? What is really important to you? What gives you the greatest sense of satisfaction and reward at work? What are the activities and challenges that truly excite you at work? What do you want to learn at work? Others’ view PERCEPTIONS STANDARDS What have you heard from others about your abilities? What is your reputation among colleagues at different levels? When to others turn to you as a resource? How well do you perform in areas critical to your job? What standards are you expected to meet? What is in your personal performance contract? What business changes would be hard for you? What abilities must you develop to improve? What are the success factors in the role you aspire to?
  • 34. Examples I have always wanted to run a business unit, but I realise I need to learn a lot more about managing the financials. Mission – Abilities I’m pretty good at working on my own, but my boss reorganized us into teams and I need to learn how to work more collaboratively. Abilities – Standards I thought I was a good presenter, but I started to sense that I would sometimes loose my audience. Some people have said that my logic is hard to follow. Abilities – Perceptions I want to move into a supervisory position, but other people aren’t sure that I’m qualified. Mission – Perceptions
  • 35. Abilities Mission Perceptions Standards
  • 36. WWW.SBS.OXFORD.EDU   EDUCATING  LEADERS  FOR  800  YEARS   Dr Pegram Harrison pegram.harrison@sbs.ox.ac.uk Fellow in Entrepreneurship, University of Oxford Saïd Business School No 1 in the UK for Executive Education – Financial Times 2012