This document discusses what it takes for leaders to become indispensable. It notes that many people feel underappreciated, unchallenged, and ineffective in their jobs. It states that to turn this around, leaders must make real changes in themselves and their lives. The document outlines three forces that shape leaders: the external environment, internal organizational dynamics, and leader selection systems. It advocates identifying one's strengths and their complement, then focusing on improving the complement through activities like cross-training and 360-degree feedback. The document discusses skill combinations that result in higher performance, such as drive for results paired with integrity and honesty. It provides examples of strengths and their complements that make leaders indispensable.

1. When Leaders Really Matter:
Becoming
Indispensable
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6. Executive Vice President,
Education & Engagement
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7. Could you disappear?
7

8. Could you disappear?
8

9. Didn’t show up for a week?

10. Didn’t come home for dinner?

11. Nobody ever saw you again

12. Would it matter?

13. It’s how many people feel in their jobs

14. Underappreciated

15. Unchallenged

16. Ineffective

17. Often irrelevant

18. It’s what we bring to our
jobs, our homes, our lives

19. More importantly, what we don’t bring that
leaves us feeling disposable

20. If you want to turn that around,
you have to start by making
real changes in life & yourself.

21. 3 Forces That Shape Leaders
1. External environment

22. 3 Forces That Shape Leaders
1. External environment
2. Internal org dynamics

23. 3 Forces That Shape Leaders
1. External environment
2. Internal org dynamics
3. Leader selection systems

24. If you want
to get to the
top, you
must
develop
skills that
complement
your
strengths

25. Must
identify
your
strengths

26. Must
identify
your
strengths
360 Degree Evaluation

27. Must
identify
your
strengths
Ask co-workers, supervisors,
direct reports three questions

28. What
leadership
skills do you
think are my
strengths?

29. Is there anything I
do that might be
considered a fatal
flaw that could
derail my career or
lead me to fail, in
my current job if
it's not addressed?

30. What leadership
ability, if
outstanding, would
have significant
impact on the
productivity or
effectiveness of
my organization?

31. What leadership
abilities of mine
have significant
impact on you?

32. Engage in
cross-
training

33. Engage in
cross-
training
2 activities
produce
improvement

34. Doing more
of what you
already do
only leads to
incremental
increases

35. Work on
skills that
compliment
– nonlinear
development

36. Identify your
strength and
it’s
compliment.
Then focus
on improving
compliment.

37. Studied 250,000 360-degree
surveys of 30,000 leaders to
identify skill combinations
that result in higher
performance.
John H. Zenger, Joseph Folkman, and Scott K. Edinger

38. Correlate with
positive business
outcomes.

39. A. Character
B. Personal capability &
getting results
C. Interpersonal skills
D. Leading change

40. Such strengths allow a leader’s
inevitable weaknesses to be
overlooked

41. Leadership effectiveness #1 top trait in top 1/3

42. Drive For Results

43. Drive For Results
Innovates
Planning & organization
Integrity & trust

44. Drive For Results
Innovates
Planning & organization
Integrity & trust
Anticipates problems
Clear vision of desired results
Effective feedback

45. Displays Integrity & Honesty

46. Displays Integrity & Honesty
Assertiveness
Decisiveness
Trust

47. Displays Integrity & Honesty
Assertiveness
Decisiveness
Trust
Positive Attitude
Deals well with ambiguity
Inspires & motivates others

48. Innovates

49. Innovates
Champions Change
Learns quickly from success/failure
Strategic perspective

50. Innovates
Champions Change
Learns quickly from success/failure
Strategic perspective
Takes initiative
Risk taker, challenges status quo
Supports others in taking risks

51. Problem solver, analyzer

52. Problem solver, analyzer
Takes initiative
Planning & organization
Decisiveness

53. Problem solver, analyzer
Takes initiative
Planning & organization
Decisiveness
Innovates
Strategic Perspective
Acts independently

54. Powerful Communicator

55. Powerful Communicator
Innovates
Develops Others
Inspires & Motivates Others

56. Powerful Communicator
Innovates
Develops Others
Inspires & Motivates Others
Establish stretch goals
Networking
Trust

57. Strategic Perspective

58. Strategic Perspective
Innovates
Customer Focus
Business Acumen

59. Strategic Perspective
Innovates
Customer Focus
Business Acumen
Establish Stretch Goals
Champions Change
Inspires & Motivates Others

60. http://bit.ly/vwFmYf

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