Skills for Life: Developing Your Leadership Potential

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Skills for Life: Developing Your Leadership Potential - Presentation given to the Arizona Women\’s Bar Association November 2008

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Skills for Life: Developing Your Leadership Potential

  1. 1. SKILLS FOR LIFE Developing Your Leadership Potential Kathleen Bradley, JD, M.Leadership Director of Professional Development Lewis and Roca LLP
  2. 2. About Me <ul><li>World Traveler </li></ul>Lawyer Friend Mother Leader
  3. 3. Let’s Talk <ul><li>Think of a leader you admire. </li></ul><ul><li>What makes that leader admirable? </li></ul>
  4. 4. Who am I? What do I do? What results do I get? The Leadership Challenge
  5. 5. The Leadership Challenge <ul><li>Who am I? </li></ul>
  6. 6. Your Leadership Foundation Know yourself Know your clients Know your practice Who Am I? The Foundation Know your markets
  7. 7. Strengths and Weaknesses 4 Interests 3 Vision 2 1 The Fundamentals Values and Beliefs 1 Personality Attributes 5 Who Am I? The Fundamentals Emotional Intelligence 6
  8. 8. Who Am I? Values and Vision <ul><li>Why values? </li></ul><ul><ul><li>Connect to what drives you </li></ul></ul><ul><ul><li>Present yourself with integrity and authenticity </li></ul></ul><ul><li>Why vision? </li></ul><ul><ul><li>Think long term, act short term </li></ul></ul><ul><ul><li>“ If you don’t know where you are going, any road will get you there” </li></ul></ul>
  9. 9. Who Am I? Live Your Values <ul><li>Examples of Values </li></ul>Play Exercise Vegging Out Pride Romance Frivolity Spontaneity Perfection Appreciation Conscientiousness Wealth Aggressiveness Tenacity Practicality Loyalty Security Competency Creativity Warmth Balance Humility Success Passion Achievement Winning Appreciation Presence Change Understanding Compassion Freedom Comfort Joy Support Honesty Serenity Fulfillment Adventure Service Harmony Kindness Desire Family Truthfulness Inquiry Love Power Growth Acceptance Gratefulness Justice Trust Intimacy Health Humor Focus Integrity Honor Beauty Expediency
  10. 10. Who Am I? Interests <ul><li>What do you do for fun? </li></ul><ul><li>How will you sustain your life and your career over time? </li></ul>
  11. 11. Who Am I? Strengths and Weaknesses <ul><li>Key </li></ul><ul><ul><li>Maximize strengths </li></ul></ul><ul><ul><li>Manage weaknesses </li></ul></ul><ul><li>Assess strengths </li></ul><ul><li>Identify weaknesses </li></ul><ul><li>Ask for feedback </li></ul>
  12. 12. Who Am I? Discover Your Strengths <ul><li>Gallup’s 34 Talent Areas </li></ul>From Now, Discover Your Strengths by Marcus Buckingham and Donald O. Clifton, Ph.D. (New York: Free Press, 2001). Learner Maximizer Positivity Relator Responsibility Restorative Self-Assurance Significance Strategic Woo Deliberative Developer Discipline Empathy Focus Futuristic Harmony Ideation Includer Individualization Input Intellection Achiever Activator Adaptability Analytical Arranger Belief Command Communication Competition Connectedness Consistency Context
  13. 13. Who Am I? Personality Attributes <ul><li>All kinds of ways to “slice and dice” </li></ul><ul><li>Myers-Briggs Type Indicator </li></ul><ul><li>Caliper Profile </li></ul><ul><li>Emotional Intelligence </li></ul>
  14. 14. Introversion Extraversion iNtuition Sensing PERCEIVING FUNCTION Feeling Thinking JUDGING FUNCTION Judging Perceiving ENERGY SOURCE LIFE STYLE ORIENTATION Who Am I? Myers Briggs Type Indicator 43% 57% 78% 22% 43% 57% 63% 37% Source: Research performed by Dr. Larry R. Richards, Hildebrandt International Lawyers Lawyers
  15. 15. Who Am I? Myers Briggs Type Indicator <ul><li>78% of lawyers are thinkers. Only 22% are feelers. </li></ul><ul><li>Thinking </li></ul><ul><li>Objective </li></ul><ul><li>Cause-effect Logic </li></ul><ul><li>Clarity </li></ul><ul><li>Analytical </li></ul><ul><li>Problem 1 st People 2 nd </li></ul><ul><li>Critique </li></ul><ul><li>Justice </li></ul><ul><li>Feeling </li></ul><ul><li>Subjective </li></ul><ul><li>Person-centered Values </li></ul><ul><li>Harmony </li></ul><ul><li>Circumstantial </li></ul><ul><li>People 1 st Problem 2 nd </li></ul><ul><li>Appreciate </li></ul><ul><li>Mercy </li></ul>
  16. 16. Who Am I? The Caliper Profile <ul><li>Lawyers score outside the standard deviation on 6 of 18 attributes measured: </li></ul><ul><ul><li>Skepticism – 90th percentile </li></ul></ul><ul><ul><li>Urgency – 71st percentile </li></ul></ul><ul><ul><li>Sociability – 12th percentile </li></ul></ul><ul><ul><li>Resilience – 30th percentile </li></ul></ul><ul><ul><li>Autonomy – 89th percentile </li></ul></ul><ul><ul><li>Abstract Reasoning – 82nd percentile </li></ul></ul>Source: Research performed by Dr. Larry R. Richards, Hildebrandt International
  17. 17. Who Am I? Women Leader Attributes <ul><li>Persuasiveness </li></ul><ul><ul><li>Women leaders are more persuasive than their male counterparts. </li></ul></ul><ul><li>Resilience </li></ul><ul><ul><li>Feeling the sting of rejection, learning from adversity and carrying on with an “I’ll show you” attitude. </li></ul></ul><ul><li>Inclusiveness and Team-Building </li></ul><ul><ul><li>An inclusive, team-building leadership style of problem solving and decision-making. </li></ul></ul><ul><li>Rule Breakers and Risk Takers </li></ul><ul><ul><li>Women leaders are more likely to ignore rules and take risks. </li></ul></ul>Source: Caliper Corporation, “The Qualities That Distinguish Women Leaders”
  18. 18. Who Am I?  Emotional Intelligence <ul><li>Self-Awareness </li></ul><ul><li>Emotional Self-Awareness </li></ul><ul><li>Accurate Self-Assessment </li></ul><ul><li>Self-Confidence </li></ul><ul><li>Self-Management </li></ul><ul><li>Emotional Self-Control </li></ul><ul><li>Transparency </li></ul><ul><li>Adaptability </li></ul><ul><li>Achievement </li></ul><ul><li>Initiative </li></ul><ul><li>Optimism </li></ul><ul><li>Social Awareness </li></ul><ul><li>Empathy </li></ul><ul><li>Organizational Awareness </li></ul><ul><li>Service Orientation </li></ul><ul><li>Relationship Management </li></ul><ul><li>Developing Others </li></ul><ul><li>Inspirational Leadership </li></ul><ul><li>Change Catalyst </li></ul><ul><li>Influence </li></ul><ul><li>Conflict Management </li></ul><ul><li>Teamwork & Collaboration </li></ul>Social Awareness Self- Awareness Relationship Management Self- Management Source: Emotional Intelligence by Daniel Goleman
  19. 19. Who Am I? Emotional Intelligence <ul><li>Emotional self-awareness is the single most important quality of effective leaders. </li></ul>
  20. 20. The Leadership Challenge <ul><li>What do I do? </li></ul>
  21. 21. Model the way Inspire a shared vision Challenge the process Enable others to act The Five Practices of Exemplary Leadership Encourage the heart What Do I Do? Kouzes and Posner Model Source: The Leadership Challenge: Fourth Edition by James M. Kouzes and Barry Z. Posner
  22. 22. What Do I Do? Zenger and Folkman Model <ul><li>Character Integrity and honesty </li></ul><ul><li>Personal Capability Professional expertise, problem solving, innovation, self-development </li></ul><ul><li>Focus on Results Commitment to results, stretch goals, take responsibility for outcomes </li></ul><ul><li>Interpersonal Skills Communication, inspirational, relationship focus, develop others, collaborative </li></ul><ul><li>Leading Change Strategic perspective, change champions, connect the internal with the external </li></ul>Source: The Extraordinary Leader: Turning Good Managers into Great Leaders by John H. Zenger and Joseph Folkman
  23. 23. What Do I Do? The Making of an Expert <ul><li>Practice, practice, practice </li></ul><ul><li>Focused and deliberate thought </li></ul><ul><li>Skills </li></ul><ul><li>Invest time </li></ul><ul><li>Find coaches and mentors </li></ul>Source: The Making of an Expert by Anders K. Ericsson, Michael J. Prietula and Edward T. Cokely
  24. 24. What Do I Do? Requirements for Success Importance Personal Skills Professional Management Executive Technical Skills Managerial Skills Changing Requirements for Success Source: Preventing Derailment: What to Do Before It’s Too Late , Michael Lombardo and Robert Eichinger, Center for Creative Leadership Skills
  25. 25. What Do I Do? Leadership Derailers <ul><li>Inability to learn from mistakes </li></ul><ul><li>Interpersonal incompetence </li></ul><ul><li>Lack of openness to new ideas </li></ul><ul><li>Tendency to blame others for problems </li></ul><ul><li>Lack of initiative </li></ul>
  26. 26. What Do I Do? Principles of Execution <ul><li>Alignment and consistency </li></ul><ul><li>Take responsibility </li></ul><ul><li>Believe </li></ul><ul><li>Set realistic expectations </li></ul><ul><li>Take time . . . work hard . . . be persistent . . . endure </li></ul>
  27. 27. What Do I Do? Servant Leadership <ul><li>“ The first responsibility of a leader is to influence reality. The last is to say thank you. In between, the leader is a servant.” </li></ul><ul><li>~ Max DuPree, CEO of Herman Miller </li></ul>
  28. 28. The Leadership Challenge <ul><li>What results do I get? </li></ul>
  29. 29. What Results Do I Get? Key Outcomes <ul><li>Results . . . and </li></ul><ul><li>Engaged and committed team </li></ul><ul><li>Growth – personal, team, business </li></ul><ul><li>Innovation and change </li></ul><ul><li>Sustainability </li></ul>
  30. 30. What Results Do I Get? Key Outcomes <ul><li>Be a better leader, have a richer life </li></ul><ul><li>Perform better </li></ul><ul><li>Feel better </li></ul><ul><li>Have greater harmony </li></ul>Source: “Be a Better Leader, Have a Richer Life” by Stewart D. Friedman ( Harvard Business Review )
  31. 31. Our Leadership Panel <ul><li>Susan G. Boswell, Managing Partner, Quarles & Brady, Tucson office </li></ul><ul><li>Toni M. Massaro, Dean and Regents’ Professor, Milton O. Riepe Chair in Constitutional Law, University of Arizona </li></ul><ul><li>Kevin Ruegg, CEO/Executive Director, Arizona Foundation for Legal Services and Education, Inc. </li></ul>
  32. 32. The Leadership Challenge: Final Thoughts <ul><li>What do you personally do well as a leader? </li></ul><ul><li>What will you need to learn to be a more effective leader in the future? </li></ul><ul><li>To what extent do you, personally, appreciate – even enjoy – the process of change? What can you do to become more comfortable with change? </li></ul>
  33. 33. Ancient Wisdom <ul><li>Knowing others is intelligence; </li></ul><ul><li>knowing yourself is true wisdom. </li></ul><ul><li>Mastering others is strength; </li></ul><ul><li>mastering yourself is true power. </li></ul><ul><li>~ Tao Te Ching </li></ul>
  34. 34. Thank You!

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