Developing Smart Doers
into Smart Leaders
Avoiding the “My Way” Trap


                  Diana Zarnoch
                   ...
BlessingWhite Research
All research mentioned
in this presentation can
be downloaded from the
BlessingWhite website.
Click...
We will begin shortly
This session will begin at 7:00 p.m. GMT / 3:00
 p.m. EST / 2:00 p.m. CST / 12:00 p.m. PST

 Also: M...
BlessingWhite – Who We Are
• A global leadership consulting
 firm dedicated to creating
 sustainable high-performance
 org...
Housekeeping
                      Send a Chat message or
                      question to the speaker

    Use emoticons...
Today
• Who are your “smart employees”?
• What do they want?
• What can happen when they are promoted into
 leadership rol...
Diana Zarnoch
   BlessingWhite
      Consultant
               &
 Technical Talent
  Practice Leader




                 ...
Who are your
“smart employees”…
    …and what do they want?



              8 | © 2009 BlessingWhite, Inc. All Rights Res...
Experts, highly educated and skilled
              individuals
               who work in a
wide variety of functional dis...
Scientists, analysts, software developers,
engineers, mathematicians, accountants…




                           10 | © 2...
Poll
Who are your “smart doers”? (Pick all that fit)
• Engineers
• Scientists
• Creative/Designers
• Software developers, ...
Needs of Smart Employees
• Achievement

• Autonomy

• Professional Identification

• Participation in Mission and Goals

•...
Implications


      “It takes deft leadership, not
 supervision, to unleash and align their
   energy and talents to deli...
What can happen
when they…
       …become leaders?


            14 | © 2009 BlessingWhite, Inc. All Rights Reserved.
They Stay in Their Comfort Zone

                        … and never
                        quite getting
               ...
They Manage Everyone’s Projects




           ….or not!
                       16 | © 2009 BlessingWhite, Inc. All Rights...
They Experience a Tug-of-War

   Develop themselves or their team?




                       17 | © 2009 BlessingWhite, I...
They Micromanage



Because they
are still the
experts



                   18 | © 2009 BlessingWhite, Inc. All Rights Re...
Implications of the “My Way” Trap




                        19 | © 2009 BlessingWhite, Inc. All Rights Reserved.
Poll
Which trap do leaders in your organization fall into most?
• Staying in their comfort zone, not leading
• Managing ev...
What’s required…
…for them to lead successfully?



                 21 | © 2009 BlessingWhite, Inc. All Rights Reserved.
Competing Dynamics of Leadership


                    Competence       Connection
              Business Aptitude      Tr...
What Matters Most?
      High
                         (6) Empathy
                         (5) Trustworthiness
          ...
Leadership = Relationship
You cannot be a leader without followers.
Give followers:
• Community
• Authenticity
• Significa...
areresultsschedule? or
                   is the budget?
                    is thedeliverables?
                         ...
What can you do…

 …to develop “smarter” leaders?



                 26 | © 2009 BlessingWhite, Inc. All Rights Reserved.
1. Provide Alternative Career Paths

• Professional vs. managerial track
• Development for all paths
• Tools to support ca...
2. Expect Them to Be Leaders & Coaches
• Define leadership and coaching for them.
• Hold them accountable – and reward the...
3. Provide Development Opportunities
• High-potential tracks
• New manager on-boarding/transition programs
• Training or s...
4. Expect Them to Remain “Smart”
Challenge and satisfy their needs as “smart employees”:
• Achievement
• Autonomy
• Partic...
If You Remember Only 3 Things…
“Smart” leaders of “smart” employees need to:



• Be just enough of an expert to lead, not...
Questions? Thank You!

Diana Zarnoch
1.908.904.1000 x8162     Please give us
                          Please give us
    ...
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Developing Smart Doers Into Smart Leaders

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Slides from Diana Zarnoch's webcast held on Oct 29, 2009 on Leading Technical Professionals: Description
Successful businesses rely on the expertise of highly skilled employees who can be independent, rebellious, intellectually agile and insular. Typically, these smart employees move into leadership roles because of their technical expertise, not their business savvy or people skills. Many fail.

Diana Zarnoch will reveal six characteristics that make expert employees more challenging to lead and present lessons learned in helping new leaders coach and inspire their expert teams to succeed instead of micro-managing them out the door!

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Developing Smart Doers Into Smart Leaders

  1. 1. Developing Smart Doers into Smart Leaders Avoiding the “My Way” Trap Diana Zarnoch Technical Talent Practice Leader Fraser Marlow VP Marketing 29 October 2009
  2. 2. BlessingWhite Research All research mentioned in this presentation can be downloaded from the BlessingWhite website. Click on ‘Research and Articles’ on the homepage. A copy of the slides will be provided after the presentation. 2 | © 2009 BlessingWhite, Inc. All Rights Reserved.
  3. 3. We will begin shortly This session will begin at 7:00 p.m. GMT / 3:00 p.m. EST / 2:00 p.m. CST / 12:00 p.m. PST Also: Mark your calendar for the November session! Also: Mark your calendar for the November session! Uncertainty's Antidote: Uncertainty's Antidote: Three Leadership Imperatives Three Leadership Imperatives 19 November 2009, 19 November 2009, Three leadership imperatives to condition the environment for Three leadership imperatives to condition the environment for future success & specific strategies for turning worried and future success & specific strategies for turning worried and unsettled employees into engaged employees. unsettled employees into engaged employees. 3 | © 2009 BlessingWhite, Inc. All Rights Reserved.
  4. 4. BlessingWhite – Who We Are • A global leadership consulting firm dedicated to creating sustainable high-performance organizations • Aligning Organizational Culture to Strategy • Leadership • Engaging Employees 4 | © 2009 BlessingWhite, Inc. All Rights Reserved.
  5. 5. Housekeeping Send a Chat message or question to the speaker Use emoticons to provide feedback Speed up or Slow Down Answer ‘Yes’ or ‘No’ Raise hand to signal a question Session will be conducted in ‘Presentation Mode’ • Attendee lines are muted. • Questions may be submitted via Chat 5 | © 2009 BlessingWhite, Inc. All Rights Reserved.
  6. 6. Today • Who are your “smart employees”? • What do they want? • What can happen when they are promoted into leadership roles? • What do you need them need to do? • How can you develop “smarter” leaders? 6 | © 2009 BlessingWhite, Inc. All Rights Reserved.
  7. 7. Diana Zarnoch BlessingWhite Consultant & Technical Talent Practice Leader 7 | © 2009 BlessingWhite, Inc. All Rights Reserved.
  8. 8. Who are your “smart employees”… …and what do they want? 8 | © 2009 BlessingWhite, Inc. All Rights Reserved.
  9. 9. Experts, highly educated and skilled individuals who work in a wide variety of functional disciplines and industries. They have strong views about how their work should be done and prefer a high degree of control in how they perform their jobs. 9 | © 2009 BlessingWhite, Inc. All Rights Reserved.
  10. 10. Scientists, analysts, software developers, engineers, mathematicians, accountants… 10 | © 2009 BlessingWhite, Inc. All Rights Reserved.
  11. 11. Poll Who are your “smart doers”? (Pick all that fit) • Engineers • Scientists • Creative/Designers • Software developers, IT specialists or programmers • Financial analysts or mathematicians • All of the above • Something different than the above 11 | © 2009 BlessingWhite, Inc. All Rights Reserved.
  12. 12. Needs of Smart Employees • Achievement • Autonomy • Professional Identification • Participation in Mission and Goals • Collegial Support and Sharing • Keeping Current Leading Technical Professionals © BlessingWhite, Inc. 12 | © 2009 BlessingWhite, Inc. All Rights Reserved.
  13. 13. Implications “It takes deft leadership, not supervision, to unleash and align their energy and talents to deliver what your organization requires.” − Christopher Rice, “Smartest Employees Most Difficult to Manage,” Talent Management 13 | © 2009 BlessingWhite, Inc. All Rights Reserved.
  14. 14. What can happen when they… …become leaders? 14 | © 2009 BlessingWhite, Inc. All Rights Reserved.
  15. 15. They Stay in Their Comfort Zone … and never quite getting around to leading. 15 | © 2009 BlessingWhite, Inc. All Rights Reserved.
  16. 16. They Manage Everyone’s Projects ….or not! 16 | © 2009 BlessingWhite, Inc. All Rights Reserved.
  17. 17. They Experience a Tug-of-War Develop themselves or their team? 17 | © 2009 BlessingWhite, Inc. All Rights Reserved.
  18. 18. They Micromanage Because they are still the experts 18 | © 2009 BlessingWhite, Inc. All Rights Reserved.
  19. 19. Implications of the “My Way” Trap 19 | © 2009 BlessingWhite, Inc. All Rights Reserved.
  20. 20. Poll Which trap do leaders in your organization fall into most? • Staying in their comfort zone, not leading • Managing everyone’s projects, not people • Developing themselves, not their team • Micromanaging 20 | © 2009 BlessingWhite, Inc. All Rights Reserved.
  21. 21. What’s required… …for them to lead successfully? 21 | © 2009 BlessingWhite, Inc. All Rights Reserved.
  22. 22. Competing Dynamics of Leadership Competence Connection Business Aptitude Trustworthiness Internal Attunement External Attunement Clarity Depth Responsibility Empathy *Source: BlessingWhite 22 | © 2009 BlessingWhite, Inc. All Rights Reserved.
  23. 23. What Matters Most? High (6) Empathy (5) Trustworthiness (1) Business Aptitude PERSONAL CONNECTION (8) Depth (7) External Attunement (3) Clarity (2) Responsibility (4) Internal Attunement Low *Source: BlessingWhite 23 | © 2009 BlessingWhite, Inc. All Rights Reserved.
  24. 24. Leadership = Relationship You cannot be a leader without followers. Give followers: • Community • Authenticity • Significance • Excitement Relationship trumps skills. 24 | © 2009 BlessingWhite, Inc. All Rights Reserved.
  25. 25. areresultsschedule? or is the budget? is thedeliverables? are desired Delegation expected? “What ideas do you have?” Sticking to the ‘what’ not the ‘how’. 25 | © 2009 BlessingWhite, Inc. All Rights Reserved.
  26. 26. What can you do… …to develop “smarter” leaders? 26 | © 2009 BlessingWhite, Inc. All Rights Reserved.
  27. 27. 1. Provide Alternative Career Paths • Professional vs. managerial track • Development for all paths • Tools to support career decisions Don’t force fit for the wrong reasons. 27 | © 2009 BlessingWhite, Inc. All Rights Reserved.
  28. 28. 2. Expect Them to Be Leaders & Coaches • Define leadership and coaching for them. • Hold them accountable – and reward them. • Beware player/coach role assignments. • Challenge them with fundamental leadership questions: – What inspires you personally? – What are you a leader for? – Why should anyone be led by you? What gets measured and rewarded gets done. 28 | © 2009 BlessingWhite, Inc. All Rights Reserved.
  29. 29. 3. Provide Development Opportunities • High-potential tracks • New manager on-boarding/transition programs • Training or stretch assignments • Executive coaching • Social networking Focus on competence and connection! 29 | © 2009 BlessingWhite, Inc. All Rights Reserved.
  30. 30. 4. Expect Them to Remain “Smart” Challenge and satisfy their needs as “smart employees”: • Achievement • Autonomy • Participation in mission and goals • Collegial support and sharing • Keeping current • Professional identification Engage them emotionally. 30 | © 2009 BlessingWhite, Inc. All Rights Reserved.
  31. 31. If You Remember Only 3 Things… “Smart” leaders of “smart” employees need to: • Be just enough of an expert to lead, not do. • Be leaders of people, not managers of projects. • Understand and address what makes their teams tick. 31 | © 2009 BlessingWhite, Inc. All Rights Reserved.
  32. 32. Questions? Thank You! Diana Zarnoch 1.908.904.1000 x8162 Please give us Please give us your feedback! your feedback! dianaz@bwinc.com Fraser Marlow Please take a minute Please take a minute 1.908.904.1000 x8012 to complete the to complete the fraserm@bwinc.com evaluation in the poll evaluation in the poll section on the right. section on the right. www.blessingwhite.com 32 | © 2009 BlessingWhite, Inc. All Rights Reserved.

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