Twenty First Century Leaders

21Century
st

Leaders
Requirements for Today’s Top Tier

a presentation brought to you by:

Sherry Perkins

Sherry Perkins
• M.A. Organizational Development

• 30 Years Experience
• Technology/Management/HR
• Business Owner
Vice President
Enterprise Solutions
• Chair Waco WIB Alliance
Consulting
• SCORE Counselor
• UOP Management Instructor

®
imagine great people

www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.

Who We Are

• Founded 1991
• Over 45,000 clients served worldwide
• Offices in nearly 130 countries
• Founding member of the Association of
Test Publishers
• Microsoft Certified Partner


Creating Value for Clients
We support our clients through the full employee
life-cycle, helping them identify the best people for their
jobs and then developing them to their fullest potential.


Diverse Base of Marquee Clients

Financial Services Retail & Consumer Travel & Hospitality Education & Government

Technology Healthcare Energy & Utilities Business Services

Client Highlights
• 11,000 + active clients
• Client base includes 152 Fortune 2000 companies
• Represented in nearly 130 countries

Clients We’ve Served


Today’s Topics
• Old versus New Leadership Assumptions
• Leaders of Change versus Sustainability
(Organized Abandonment)
• Fidelity in Feedback (Are we asking the
right questions?)
• Are You a 21st Century Leader? If . . .
Then . . . What?

1

Popular Topic

Google Search
11,400,000 entries

Google Scholar
1,520,000 entries
Schlecty, Rost, Hall, Friedman, House, Covey,
Blanchard, Hersey, Mink, Argyris, Greenleaf, Reed,
Collins, Bass, Kuczmarski, and many, many more

2

Basis of Discussion
Drucker (1999) Haney, Sirbasku, & McCann (2010)

3

Basis of Discussion
Drucker (1999)

“One does not “manage” people.

The task is to lead people.

And the goal is to make
productive the specific strengths
and knowledge of each
individual.”

4

“As a charismatic leader you
must have the very highest
expectations of your people,

knowing that your expectations
will become their expectations

– and that their expectations
will translate to unprecedented
productivity, performance and
success.”
- ‘Leadership Charisma’, Haney, Sirbasku, McCann

5

Leadership Perspective

6

Basis of Discussion

7

21st Century Leadership
• Global, Multi-national Presence
• “Extreme” Technology
• Connected Universe
• Fierce Competition
• Creative Partnering
• Complex Workforce
- Multi-cultural
- Multi-generational
- Multi-valued
• Virtual Offices
• Open-Systems (Matrix)
• Team Leadership
8

In the end. . . . .
What do we need to do and how do we do it?

9

Traditional Hierarchical Team

President

Product VP Sales and
VP Operations Development Service

Finance Mfg Distribution Customer
Sales
Service

10

Open-Systems Team Model
(Pre-requisites)
Dr. Oscar Mink, Open Organization, 1979

Effective Decision Level at
Communications Lowest Level of
Competency

Equal Reward for
Team versus Members Who
Individual Are Capable and
Achievement Committed

Clearly Understood Goals Inspire Continuous
Member Authority and Learning
Accountability

11

Drucker 21st Century Leadership
• Old Assumptions
• One Right Org. Structure
• One Right Mgmt. Style

• New Assumptions
• Manage Tasks - Lead People
• Change is the Norm
• Information is the means, rather
than the end
• “Knowledge-worker” is critical
• Leaders must self-manage
• Feedback is critical to
development
12

Double-Loop Learning

Argyris, C. (1978)
Retrieved from http://www.leadershipnow.com/leadingblog/2008/05/learning_requires_personal_res.html.
13

Stages of Concern Model

Improve or
Choose Better
Collaboration or Solution
Implementation
Consequences

Management

Personal

Informational

Awareness

Scale 4 3 2 1

Compliance Stability Influence Dominance

14
Concerns Based Adoption Model (CBAM), Hall and Rutherford (1979)
Retrieved from http://www.techlearning.com/article/42264

Scales That Influence Behavior

Scale I Scale II Scale III Scale IV Scale V

OMINANCE TEADINESS OTIVATIONAL
NTENSITY
NFLUENCE OMPLIANCE

Control, Social Influence, Precision, Internal
Patience,
Ambition, Positive Analytical, Versus
Composure,
Results Expectancy, Quality External
Team Player
Orientation Expressiveness Orientation Motivation

15

Haney, Sirbasku, McCann
Charismatic Leadership
• Old Assumptions
• Leaders are Born not Made
• People Either Possess Charisma or
They Don’t
• New Perspective
• Leader Effectiveness Charismatic
Appeal
• Charisma Drives Employee
Engagement
• Engagement is Directly Linked to
Productivity and Accountability
• Charisma Can Be Developed
16

Enhancing Your Leadership Charisma: A Step-by-Step Guide

The magnitude of your people’s contribution
to the organization will be directly proportional
to how engaged they are with the organization
and their jobs.

17


Engagement = Productivity & Profitability
…which equates to:

…a 51% Gap in Operating Income!

…a 39% Gap in Earnings per Share!
…between high and low engagement organizations
Source: Towers Perrin ‘Global Workforce Study’
(surveyed nearly 90,000 employees in 18 countries.)
18


Engagement = Productivity & Profitability
“…we looked at fifty global companies over a year, correlating employee
engagement levels with financial results...

The companies with high employee engagement had a in
operating income and in earnings per share.

Conversely, companies with low levels of engagement saw
and earnings per
Source: Towers Perrin ‘Global Workforce Study’
(surveyed nearly 90,000 employees in 18 countries.)
19

Levels of Engagement
Highly Engaged Engaged
Supportive of Goals
Great Match
Good Match
Fully Accountable
Easily Motivated
Contagious Enthusiasm
Involved
Enthusiastic Pursuit of Goals
Focused
Fully Committed
Understands Expectations
Pro-active
Secure
Levels of
Engagement

Dis-engaged Highly Dis-engaged
Fair Match Poor Match
Not interested Destructive
Questions Expectations Disruptive
Avoids Participation Discourages Others
Easily Distracted Aggressive Resistance
Apathetic , Aloof Fearful, Bitter
Dissatisfied, Insecure Does not know expectations

20

Levels of Engagement
Highly Engaged Engaged
Supportive of Goals
Great Match
Good Match
Fully Accountable
Easily Motivated
Contagious Enthusiasm
Involved
Enthusiastic Pursuit of Goals
Focused
Fully Committed
Understands Expectations
Pro-active
Leader Secure
Levels of
Engagement
Effectiveness
Dis-engaged Highly Dis-engaged
Fair Match Poor Match
Not interested Destructive
Questions Expectations Disruptive
Avoids Participation Discourages Others
Easily Distracted Aggressive Resistance
Apathetic , Aloof Fearful, Bitter
Dissatisfied, Insecure Does not know expectations

21

The ‘Charismatic Equation’
'The extent to which you are
perceived as being charismatic is
directly proportional to the extent to
which people either feel or do better
after each interaction with you'.

22

Leadership
Charisma
Survey

23

Thinking Style
Learning Index 1 2 3 4 5 6 7 8 9 10

Can they cope with Verbal Skill 1 2 3 4 5 6 7 8 9 10

Verbal Reasoning
the mental demands?
1 2 3 4 5 6 7 8 9 10

Numerical Ability 1 2 3 4 5 6 7 8 9 10
Numeric Reasoning 1 2 3 4 5 6 7 8 9 10

Behavioral Traits
Energy Level 1 2 3 4 5 6 7 8 9 10
Assertiveness 1 2 3 4 5 6 7 8 9 10
Sociability
Will they be
1 2 3 4 5 6 7 8 9 10
Manageability 1 2 3 4 5 6 7 8 9 10

comfortable in the Attitude
Decisiveness
1 2 3 4 5 6 7 8 9 10

job environment? Accommodating
1

1
2

2
3

3
4

4
5

5
6

6
7

7
8

8
9

9
10

10
Independence 1 2 3 4 5 6 7 8 9 10
Objective Judgment 1 2 3 4 5 6 7 8 9 10

Occupational Interests
Enterprising 1 2 3 4 5 6 7 8 9 10

Are they motivated Financial/Admin
People Service
1

1
2

2
3

3
4

4
5

5
6

6
7

7
8

8
9

9
10

10
by this kind of work? Technical 1 2 3 4 5 6 7 8 9 10
24 Mechanical 1 2 3 4 5 6 7 8 9 10
www.profilesinternational.com Creative 1 2 3 4 5 6 7 8 9 10

Critical Competencies / Skills That Drive Engagement

Thinks Creatively
Listens
Communication
Communicates
Adaptability
Displays
Commitment
Seeks
Improvement Personal
Takes Action
Production
Development

Cultivates Talents Development Facilitates Team
Relationships
Motivates of Others Success * Builds
Personal Relationships

25

Feedback is Critical

Clients ‘Self’
Partners

Anonymous Each
Direct Leader/
& Confidential ‘Boss’
Reports Manager

Anonymous
& Confidential Peers

26

Select Six (6) Critical Skills
Communication:
 Listens to Others Task Management:
 Processes Information  Works Efficiently
X Communicates Effectively
 X
 Works Competently
Leadership: Production:
 Instills Trust  Takes Action
 Provides Direction X
 Achieves Results
 Delegates Responsibility Development of Others:
Adaptability:  Cultivates Individual Talents
X Adjusts to Circumstances
  Motivates Successfully
X
 Thinks Creatively Personal Development:
Relationships:  Displays Commitment
X Builds Personal Relationships
  Seeks Improvement
 Facilitates Team Success

27
Self and Bosses Only

What are
the most
important
skills in my
position?

28

How Do We Measure Effectiveness?
CheckPoint 360 Leadership Survey

29

Skill Set Analysis

30

Survey Summary of the 70 Items

31

Development Summary Overview

32

33

34

Do you have what it takes to be a 21st Century Leader?

1. Absolutely 100%

2. I’m more than half way there.

3. No. Leadership is not my cup of tea.

4. I don’t know. I’d like to participate in a Checkpoint
360 leadership survey and Charisma analysis.

35

Your Missing Piece May Be Feedback

36

Contact Us

Profiles Assessment Asia (Pte.) Limited
An Authorized Strategic Business Partner of Profiles International

14 , Robinson Road, #08-01A, Far East Finance,
Singapore 048545
Email: info@profiles.com.sg
Telephone: 65717031
Fax: 63334636

Website: http://www.profiles.com.sg

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Twenty First Century Leaders

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