When Leaders Really Matter: Becoming Indispensable

4,441 views

Published on

Cross-training and strengthening complimentary skills to your strengths are the keys to becoming indispensable leaders!

Published in: Business

When Leaders Really Matter: Becoming Indispensable

  1. 1. When Leaders Really Matter:BecomingIndispensable 1
  2. 2. 3
  3. 3. 4
  4. 4. 5
  5. 5. Executive Vice President,Education & Engagement 6
  6. 6. Could you disappear? 7
  7. 7. Could you disappear? 8
  8. 8. Didn’t show up for a week?
  9. 9. Didn’t come home for dinner?
  10. 10. Nobody ever saw you again
  11. 11. Would it matter?
  12. 12. It’s how many people feel in their jobs
  13. 13. Underappreciated
  14. 14. Unchallenged
  15. 15. Ineffective
  16. 16. Often irrelevant
  17. 17. It’s what we bring to ourjobs, our homes, our lives
  18. 18. More importantly, what we don’t bring thatleaves us feeling disposable
  19. 19. If you want to turn that around,you have to start by makingreal changes in life & yourself.
  20. 20. 3 Forces That Shape Leaders1. External environment
  21. 21. 3 Forces That Shape Leaders1. External environment2. Internal org dynamics
  22. 22. 3 Forces That Shape Leaders1. External environment2. Internal org dynamics3. Leader selection systems
  23. 23. If you wantto get to thetop, youmustdevelopskills thatcomplementyourstrengths
  24. 24. Must identify yourstrengths
  25. 25. Must identify yourstrengths360 Degree Evaluation
  26. 26. Must identify yourstrengthsAsk co-workers, supervisors,direct reports three questions
  27. 27. Whatleadershipskills do youthink are mystrengths?
  28. 28. Is there anything Ido that might beconsidered a fatalflaw that couldderail my career orlead me to fail, inmy current job ifits not addressed?
  29. 29. What leadershipability, ifoutstanding, wouldhave significantimpact on theproductivity oreffectiveness ofmy organization?
  30. 30. What leadershipabilities of minehave significantimpact on you?
  31. 31. Engage in cross- training
  32. 32. Engage in cross- training 2 activities produceimprovement
  33. 33. Doing moreof what you already doonly leads toincremental increases
  34. 34. Work on skills thatcompliment – nonlineardevelopment
  35. 35. Identify yourstrength and it’scompliment. Then focuson improvingcompliment.
  36. 36. Studied 250,000 360-degreesurveys of 30,000 leaders to identify skill combinations that result in higher performance. John H. Zenger, Joseph Folkman, and Scott K. Edinger
  37. 37. Correlate withpositive business outcomes.
  38. 38. A. CharacterB. Personal capability & getting resultsC. Interpersonal skillsD. Leading change
  39. 39. Such strengths allow a leader’s inevitable weaknesses to be overlooked
  40. 40. Leadership effectiveness #1 top trait in top 1/3
  41. 41. Drive For Results
  42. 42. Drive For Results Innovates Planning & organization Integrity & trust
  43. 43. Drive For Results Innovates Planning & organization Integrity & trust Anticipates problems Clear vision of desired results Effective feedback
  44. 44. Displays Integrity & Honesty
  45. 45. Displays Integrity & Honesty Assertiveness Decisiveness Trust
  46. 46. Displays Integrity & Honesty Assertiveness Decisiveness Trust Positive Attitude Deals well with ambiguity Inspires & motivates others
  47. 47. Innovates
  48. 48. Innovates Champions Change Learns quickly from success/failure Strategic perspective
  49. 49. Innovates Champions Change Learns quickly from success/failure Strategic perspective Takes initiative Risk taker, challenges status quo Supports others in taking risks
  50. 50. Problem solver, analyzer
  51. 51. Problem solver, analyzer Takes initiative Planning & organization Decisiveness
  52. 52. Problem solver, analyzer Takes initiative Planning & organization Decisiveness Innovates Strategic Perspective Acts independently
  53. 53. Powerful Communicator
  54. 54. Powerful Communicator Innovates Develops Others Inspires & Motivates Others
  55. 55. Powerful Communicator Innovates Develops Others Inspires & Motivates Others Establish stretch goals Networking Trust
  56. 56. Strategic Perspective
  57. 57. Strategic Perspective Innovates Customer Focus Business Acumen
  58. 58. Strategic Perspective Innovates Customer Focus Business Acumen Establish Stretch Goals Champions Change Inspires & Motivates Others
  59. 59. http://bit.ly/vwFmYf
  60. 60. 61
  61. 61. 62
  62. 62. 63
  63. 63. • Kuzeytac • Nettsu • AraPehlivanian• Pink Sherbert • CPThuh • dsevilla Photography • Andreas Kollegger • Xia Ming• Stuck In Customs • Mag3737 • Corporate Monkey• Minxjl • Patrick Hoesly • Funchye• Denis Collette • Danard Vincente • Mad-King• Peter Fuchs • Transcam • Bobby Gret• Green Kozi • ExpressMonorail • Stevetookit• A Germain • Pfala • twm1340• Robert Vander Steeg • Trushu • ChicagoGeek• Cornerstones of NYC • Tanakawho • Jesse Draper• Xose Castro • Markus Bollingmo • Storybehind• Bahman • Julep67 • Moriza• ArkansasSupportsPhotog • Kenjonbro • Juhansonin raphy.com
  64. 64. jhurt@velvetchainsaw.com velvetchainsaw.com @JeffHurt

×