This document provides an overview and agenda for the MRG Australia Summit 2020. It includes:
1) An introduction and welcome message for the summit.
2) An agenda that previews new MRG research on topics like Gen Z, shares how MRG's research is changing with new sharing platforms and questions, and how to apply research in coaching.
3) Summaries of presentations on research updates, balancing results and relationships, leader derailment types, motivating Gen Z, entrepreneurial leaders, compassionate leadership, and how MRG research is changing.
4) Information on how to use MRG research like best practices reports, industry studies, and role research in coaching and consulting practices.
3. Agenda
A taste of new research
• Research updates
• A preview of what we know about Gen Z
How research is changing at MRG
• New ways of sharing our research
• New research questions
• What do you do with 30 years of data?
Using research in coaching and consulting
• Using and interpreting MRG research
• Practical advice for your practice
4. Page No 4
A Taste of New and Updated
Research
Research Updates
Gen Z
5. [Footer text to come] Page No 5
Results +
Relationships
A replication and update of MRG
research
6. Defining Results- and Relationships-Focus
Results-Focus
Production
Expects a lot, achiever, ambitious, tests limits, demanding, high aspirations, works hard, sets high goals, hard-
driving
Control
Does things on time, follows up, reminds people, persistent, tenacious, delivers on promises
Relationship-Focus
Empathy
Sympathetic, kind, generous, builds close bonds, genuine interest in others, cares about others’ wellbeing,
sensitive to others
Cooperation
Helpful, accommodating, team oriented, willing to compromise, seeks common ground
7. Balancing Results + Relationships
A study of 17,717 leaders in English-speaking countries
What percentage of leaders rank in the top 1/3 for both Relationships
and Results?
0.41%
8. Balancing Results + Relationships
A study of 17,717 leaders in English-speaking countries
What percentage of leaders rank in the top 1/2 for both Relationships
and Results?
3.37%
9. Balancing Results + Relationships
A study of 750 leaders in Spanish-speaking countries and 1,708
leaders in Asia
What percentage of leaders rank in the top 1/2 for both Relationships
and Results?
Spanish-speaking Asia
3.73% 3.69%
10. Balancing Results + Relationships
The difficulty of this balancing act is unaffected by region
Spanish-speaking AsiaEnglish-speaking
3.37% 3.73% 3.69%
11. Balancing Results + Relationships
Are there differences within English-speaking leaders?
Gen X Gen YBaby Boomers
2.9%
Men Women
2.9% 6.9%
6.9%2.2%
12. Why is it difficult for leaders to be both?
Neural See-Saw Social by Matthew Lieberman
• Self-Awareness
• Collaboration
• Communication
• Authenticity
• Trust
• ComplexThinkingAbilities
• LearningAgilityandSpeed
• BroadKnowledge
13. Maintaining focus on both results and relationships
consistently is universally difficult.
Some leadership demands have become too
complex for most individuals to master.
Is there any hope for balance?
14. How can we help leaders?
The frontal cortex monitors behavior, integrates information and shifts plans.
Well practiced tasks require less frontal cortex involvement.
If we can…
Identify and work on areas where practice can lead to
automation and reduce the need for frontal lobe involvement
Then we can…
Free up some of those frontal resources and be more efficient at
shifting the neural see-saw
And we can…
Teach models and methods of Shared Leadership
15. [Footer text to come] Page No 15
Derailers
Helping leaders at risk for
derailment
16. The study: finding derailing leader subtypes
The Derailers
15,811 leaders
40+ countries
Completed LEA 360TM 2015-2019
58% Male / 34% Female / 8% Not reported
The LEA 360TM is a multi-rater assessment
measuring 22 leadership behaviors and 31
leadership competencies
1,573 leaders
Bottom 10% in overall effectiveness
64% Male / 28% Female / 8% Not reported
28. What distinguishes Gen Z from Gen Y?
Gen Z is more driven by:
Expressing
Relating to others in a direct,
spontaneous and emotionally
uninhibited fashion
Giving
Providing others with
support, affection and
empathy
29. What distinguishes Gen Z from Gen X?
Winning
Acting in a forceful,
aggressive and
directly competitive
manner
Excelling
Challenging oneself
and pushing for
higher levels of
achievement
Gen Z is
more driven by:
Gen Z is
less driven by:
Receiving
Getting support,
affection and
empathy from others
30. [Footer text to come] Page No 30
Entrepreneurial
Leaders
Understanding and Coaching
31. The Study
Founder of an
organization
or
President or
CEO of a
startup
Completed the
LEA Self
111 completed
the LEA 360™
North
American
norm
35. Entrepreneurs vs. Other Presidents & CEOs
Entrepreneurs Place Higher Emphasis on
Entrepreneurs Place Lower Emphasis on
36. [Footer text to come] Page No 36
Compassionate
Leadership
NEW RESEARCH FINDINGS
37. Compassionate Leadership:
The Definition
Compassion is empathy in action.
Defining compassion in an organizational settings:
Ability to develop people
Ability to work with diverse people
Demonstrates ethical leadership
Compassionate leadership was defined as scoring in
the top 50% on all three of these competencies.
39. How do you coach empathetic leaders to
become compassionate leaders?
Coach leaders to avoid overusing outgoing
behaviors.
Coach leaders to be less reliant on organizational
norms and people in positions of authority
Key behaviors to reduce:
• Outgoing
• Authority
40. How do you coach empathetic leaders to
become compassionate leaders?
Coach leaders to be more open to changing conventions.
Coach leaders to take charge and seek to be influential;
consider the implications of their actions;
communicate clearly; maintain specialized
knowledge.
Key behaviors to increase:
• Innovative
• Management focus
• Strategic
• Communication
• Technical
41. How do you motivate empathetic leaders to
become compassionate leaders?
Motivate change by sharing the advantages of
compassionate leadership.
Compassionate leaders were rated higher than their less
compassionate counterparts on all but one leadership effectiveness
measure.
When empathetic leaders are also compassionate, they outperform
other empathetic leaders on most measures of cognitive, people and
business skills.
46. New Research Items
LEA Observer Questionnaire
Effectively leads organizational change
Is effectively inclusive
Shows resilience
Demonstrates self-confidence
LEA Self Questionnaire
I am authentic in my role
I believe the almost anyone can acquire and develop skills
I feel self-confident in my role
49. 30 years of research
Over 1.2 million participants
More than 120,000,000 data points
175+ Countries
Same assessment = Real comparisons
Answer research questions in light of global
trends and local events
53. MRG Research in Your Practice:
Industry Studies
Creating
a Vision
Developing
Followership
Implementing
the Vision
Following
Through
Achieving
Results
Team
Playing
10
20
30
40
50
60
70
80
90
Aerospace Industry (n=275) Aerospace Industry Top Performers (n=69) ORG (Combined Observer Scores) (n=19)
54. Using Role Research for Role Expectations
Strategic
Communication
Consensual
Management Focus
Technical
Self
Control
Best Leadership Practices for CFOs
Direction of
Relationship
positive
inverse
55. High Potential Leaders place more emphasis on:
High Potential Leaders place less emphasis on:
Behaviors that Distinguish High Potential Leaders
56. High Potential Leaders are less motivated by:
High Potential Leaders are more motivated by:
Motivation Patterns in High Potential Leaders
59. Median Euclidian Distances with US
0 10 20 30 40 50 60 70
CANADA
AUSTRALIA
NEW ZEALAND
UNITED KINGDOM
SINGAPORE
IRELAND
HONG KONG
BRAZIL
INDIA
BELGIUM
ITALY
MEXICO
SWITZERLAND
COLOMBIA
CHINA
FINLAND
RUSSIAN FEDERATION
SPAIN
PERU
SOUTH AFRICA
FRANCE
DENMARK
GERMANY
SWEDEN
NETHERLANDS
Leadership Differences with US
Understanding Country Differences