Leadership DNA

Leadership DNA

Learn the Difference Between Average Management & Effective Leadership

Presented by:

John F. Bradford

Why take the troubleto make

Extraordinary Leaders of managers?

19%

14%

9%

0 5 10 15 20

Average Percent Employee Turnover

Least Effective30%

Middle 60%

Most Effective10%

Insurance Company Management Team – 360 Assessed

Statistics from The Extraordinary Leader, by Jack Zenger and Joe Folkman

Great leaders have lower turnover

39%

49%

68%

0 20 40 60 80

Customer Satisfaction (%)

Least Effective20%

Middle 60%

Most Effective20%

High Tech Co. Management Leadership Team – 360Assessed

Statistics from The Extraordinary Leader, by Jack Zenger and Joe Folkman

Great leaders have more satisfied customers

-$1.2M

$2.4M

$4.5M

-2

-1

0

1

2

3

4

5

Net

In

com

e (m

illi

ons)

Least Effective10%

Middle 80% Most Effective10%

Mortgage Bank Leadership Team – 360Assessed

Statistics from The Extraordinary Leader, by Jack Zenger and Joe Folkman

Great leaders generate higher net income

Statistics from The Extraordinary Leader, by Jack Zenger and Joe Folkman

Poor leaders cause

disengagement & ‘mental turnover’

Leadership Effectiveness Impacts Employee Engagement

Lead

ersh

ip E

ffec

tiven

ess

Employee Engagement

Poor leaders cause disengagement and both physical & ‘mental turnover’

“People leave people” – Jim Sirbasku

“The doors are open, the lights are on but no one’s home” – Anon

Statistics from The Extraordinary Leader, by Jack Zenger and Joe Folkman

Great leaders make

a remarkable difference

Average leaders have average

impact

Poor leaders cause

disengagement & ‘mental turnover’

Leadership Effectiveness Impacts Employee Engagement

Lead

ersh

ip E

ffec

tiven

ess

Employee Engagement

What special about the “Leadership DNA”

of the Extraordinary Leader?

Profiles Leadership Research

• Started in 1992 – still ongoing

• Research team included– clinical psychologists – industrial / organizational psychologists – business leaders

• Initial study of 3,600 leaders

• Ongoing research with over 500,000 leaders using Profiles model to date!

Communication• Listens to Others• Processes Information • Communicates Effectively

Leadership• Instills Trust• Provides Direction • Delegates Responsibility

8 Universal Management Competencies

18 Skill Sets 8 Universal Management Competencies

18 Skill Sets

Relationships• Builds Personal Relationships • Facilitates Team Success

Task Management• Works Efficiently • Works Competently

Adaptability• Adjusts to Circumstances • Thinks Creatively

8 Universal Management Competencies

18 Skill Sets 8 Universal Management Competencies

18 Skill Sets

Production• Takes Action • Achieve Results

Personal Development• Displays Commitment • Seeks Improvement

Development of Others• Cultivates Individual Talents • Motivates Successfully

8 Universal Management Competencies

18 Skill Sets 8 Universal Management Competencies

18 Skill Sets

CommunicationListens to Others

Solicits ideas, opinions & suggestions from others

Creates a comfortable climate for airing concerns

Listens to all points of view with an open mind

Listen carefully without interrupting

Summarizes input then checks for understanding

8 Universal Management Competencies

18 Skill Sets 8 Universal Management Competencies

18 Skill Sets

But personally speaking…

Great leaders get results

Production – Achieves ResultsProduction – Takes Action

Extraordinary Leadersmake

Extraordinary People

- There are no ordinary people,

just ordinary leaders!

Recruit only The very best

NEVER compromise

On a scale of

competence where

10 is an

excellent manager...

…a 7 is amoderately

good manager

…the problem

is...

……7s 7s hire hire 5s...5s...

……5s 5s hirehire3s...3s...

And even the best can only do so much...

…when surrounded by clowns!Extraordinary Extraordinary

Leaders hire 10s!!Leaders hire 10s!!

Put the right Put the right people in the people in the

right jobsright jobs

“It’s not experience – or college degrees or other accepted

factors…

…(it) hinges on fit with

the job.”

Source: Herbert M. Greenberg and Jeanne Greenberg, “Job Matching for Better Sales Performance,” Harvard Business Review,

Vol. 58, No. 5.

“…(it) hinges on fit with the job…”

• Can deal with the mental demands of the position

• Are comfortable with the demands of the environment and people they must work with

• Enjoy the work and are motivated to do it

‘Superior’ producers fit their jobs and:

What happens if What happens if you don’t put the you don’t put the

right people in the right people in the right jobs?right jobs?

“…“…companies will need companies will need to reorient their to reorient their recruitment and recruitment and

selection processes by selection processes by hiring “for fit” rather hiring “for fit” rather

than mere credentials…”than mere credentials…”

““Contented Cows Give Better Milk”Contented Cows Give Better Milk”Bill Catlette & Richard HaddenBill Catlette & Richard Hadden

o Use assessmentsUse assessmentso Profile best performersProfile best performerso Do lots of interviewsDo lots of interviewso Hire Slow! Hire Slow!

Great leaders build personal Great leaders build personal relationships with their peoplerelationships with their people

Development of Others – Motivates Successfully & Cultivate Individual TalentsRelationships – Builds Personal Relationships

They accomplish long term goals by They accomplish long term goals by planning daily stepsplanning daily steps

Leadership – Provide DirectionProduction – Takes Action

Great leaders don’t

procrastinate

Production - Takes Action

They see obstacles as opportunities for creative change in the

organisation

Production - Takes Action & Achieve ResultsAdaptability – Adjusts to Circumstances

Extraordinary leaders are extraordinary communicators

Communication – Listens to OthersCommunication – Communicates Effectively

They share a contagious enthusiasm They share a contagious enthusiasm that promotes a positive attitude that promotes a positive attitude

Development of Others – Motivates Successfully Personal Development – Displays Commitment

Great leaders motivate successfully

Development of Others – Motivates Successfully

They have genuine self confidence and keep a positive outlook

Adaptability – Thinks CreativelyPersonal Development – Display Commitment

Profiles Leadership Research

• Started in 1992 – still ongoing

• Research team included– clinical psychologists – industrial / organizational psychologists – business leaders

• Initial study of 3,600 leaders

• Ongoing research with over 500,000 leaders using Profiles model to date!

Communication• Listens to Others• Processes Information • Communicates Effectively

Leadership• Instills Trust• Provides Direction • Delegates Responsibility

8 Universal Management Competencies

18 Skill Sets 8 Universal Management Competencies

18 Skill Sets

Relationships• Builds Personal Relationships • Facilitates Team Success

Task Management• Works Efficiently • Works Competently

Adaptability• Adjusts to Circumstances • Thinks Creatively

8 Universal Management Competencies

18 Skill Sets 8 Universal Management Competencies

18 Skill Sets

Production• Takes Action • Achieve Results

Personal Development• Displays Commitment • Seeks Improvement

Development of Others• Cultivates Individual Talents • Motivates Successfully

8 Universal Management Competencies

18 Skill Sets 8 Universal Management Competencies

18 Skill Sets

How much of this “Leadership DNA”

your leaders / managers have?

But how can you tell… But how can you tell…

“Inspect what you expect!”

You must:

CommunicationListens to Others

Solicits ideas, opinions & suggestions from others

Creates a comfortable climate for airing concerns

Listens to all points of view with an open mind

Listen carefully without interrupting

Summarizes input then checks for understanding

5. Always5. Always

4. Often4. Often

3. Sometimes3. Sometimes

2. Seldom2. Seldom

1. Never1. Never

0. Don’t Know0. Don’t Know

Deiric, do you: Deiric, do you:

““Listen Carefully without Listen Carefully without interruptinginterrupting”?”?

Deiric, do you: Deiric, do you:

““Listen Carefully without Listen Carefully without interruptinginterrupting”?”?

5. Always5. Always

4. Often4. Often

3. Sometimes3. Sometimes

2. Seldom2. Seldom

1. Never1. Never

0. Don’t Know0. Don’t Know

Boss, Direct Report, Peer:Boss, Direct Report, Peer:Does Deiric: Does Deiric:

““Listen Carefully without interruptingListen Carefully without interrupting”?”?

Boss, Direct Report, Peer:Boss, Direct Report, Peer:Does Deiric: Does Deiric:

““Listen Carefully without interruptingListen Carefully without interrupting”?”?

Favourable Zone

FavourableFavourableZoneZone

Thank You!

John F. Bradford, Sr. Vice President Consulting ServicesProfiles International, Inc.

5205 Lakeshore Dr. Waco, Texas 76710254-495-5500 john.bradford@profilesmail.com