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25 May 2011ABP, London
Going Sour in the Suite 1© 2011 by Robert B. Kaiser. All rights reserved.
Going Sour in the SuiteGoing Sour in the SuiteThe root causes of leadership failure
Robert B. Kaiser, M.S. Robert B. Kaiser, M.S.
© 2011 by Robert B. Kaiser. All rights reserved.
www.kaplandevries.comwww.kaplandevries.com
25 May 2011ABP, London
Going Sour in the Suite 2© 2011 by Robert B. Kaiser. All rights reserved.
When a talented executive’s career progression ends unexpectedly
Derailment
"Potential"
p g p y
PlateauTermination
© 2011 by Robert B. Kaiser. All rights reserved.
Demotion
Time
How many derail?
50%SearsBentz (1985)
Est.SampleSource
50%SearsBentz (1985)
Est.SampleSource
Bentz (1985) Sears 50%
40%Fortune 1000Lombardo & Eichinger (1999)
50%TopgradingSmart (1999)
60%Public US Co.Shipper & Wilson (1992)
50%CCLWhite & Devries (1990)
40%Fortune 1000Lombardo & Eichinger (1999)
50%TopgradingSmart (1999)
60%Public US Co.Shipper & Wilson (1992)
50%CCLWhite & Devries (1990)White & Devries (1990) CCL 50%
Shipper & Wilson (1992) F 500 High Tech 60%
Smart (1999) Topgrading 50%
Lombardo & Eichinger (1999)
F 1000 companies 40%
© 2011 by Robert B. Kaiser. All rights reserved.
40%HBRCharan (2005)
50%+Avg
60%Ex-patriotsMcCall & Hollenbeck (2002)
67%ConsultingHogan & Hogan (2001)
40%HBRCharan (2005)
50%+Avg
60%Ex-patriotsMcCall & Hollenbeck (2002)
67%ConsultingHogan & Hogan (2001)Hogan & Hogan (2001) Literature review 67%
McCall & Hollenbeck (2002) Expatriates 60%
Charan (2005) HBR 40%
~50%
25 May 2011ABP, London
Going Sour in the Suite 3© 2011 by Robert B. Kaiser. All rights reserved.
Why do executives derail?
© 2011 by Robert B. Kaiser. All rights reserved.
© Associated Press
The research
© 2011 by Robert B. Kaiser. All rights reserved.
1970-1985 1983 to present
25 May 2011ABP, London
Going Sour in the Suite 4© 2011 by Robert B. Kaiser. All rights reserved.
V. Jon Bentz, SearsWhy do bright, ambitious executives fail?
• Lack of business skills
• Reactive and tactical
• Unable to deal with complexity
• Slow learner
• Bad relationships
• Unable to delegate
• Unable to build a team
• Let emotions cloud judgment
© 2011 by Robert B. Kaiser. All rights reserved.
j g
an “overriding personality defect”
Bentz (1985) A view from the top. APA conference
Off the trackCompared 20 successful/20 derailed execsall were men
Very similar; both groups were…
• Bright, motivated, hard working
• Identified early as “high potential”
• Accomplished, had a great track record
© 2011 by Robert B. Kaiser. All rights reserved.
McCall & Lombardo (1983) Off the Track: How and Why Successful Executives Get Derailed. CCL.
25 May 2011ABP, London
Going Sour in the Suite 5© 2011 by Robert B. Kaiser. All rights reserved.
Off the trackCompared 20 successful/20 failed execs
Successful executives had the “Right Stuff”
• More diverse career history and accomplishments
• Handled stress w/composure, mistakes w/grace
• Focused on solutions and solving problems
• Got along with a wide range of people
© 2011 by Robert B. Kaiser. All rights reserved.
Got along with a wide range of people
McCall & Lombardo (1983) Off the Track: How and Why Successful Executives Get Derailed. CCL.
Off the trackCompared 20 successful/20 failed execs
Derailed executives had the “Wrong Stuff”
• Poor results
• Insensitive
• Cold, aloof, arrogant
• Betrayal of trust
Mi i
• Overly ambitious
• Bad staffing
• Can’t think strategically
• Unable to adapt to change
D d t d t
g
© 2011 by Robert B. Kaiser. All rights reserved.
McCall & Lombardo (1983) Off the Track: How and Why Successful Executives Get Derailed. CCL.
• Micromanaging • Dependent on advocate
“Most frequent cause for derailment was insensitivity to others. Under stress… derailed managers became abrasive and intimidating.”
25 May 2011ABP, London
Going Sour in the Suite 6© 2011 by Robert B. Kaiser. All rights reserved.
Off the trackCompared 20 successful/20 failed execs
The dynamics of derailment
• Strengths can become weaknesses
• Weaknesses eventually matter
• Success can go to one’s head
• Bad luck
© 2011 by Robert B. Kaiser. All rights reserved.
McCall & Lombardo (1983) Off the Track: How and Why Successful Executives Get Derailed. CCL.
Bad luck
“The reasons managers derail are all connected to the fact that situations change as one ascends the hierarchy."
What about derailed women?
© 2011 by Robert B. Kaiser. All rights reserved.
© Associated Press
25 May 2011ABP, London
Going Sour in the Suite 7© 2011 by Robert B. Kaiser. All rights reserved.
Glass ceilingCompared 19 successful to 16 derailedwomen executives
• Similar themes as with derailed men executives
• “Right stuff” mattered more for women
• Some unique “wrong stuff” and differences in importance for men vs women who derailed
© 2011 by Robert B. Kaiser. All rights reserved.
Morrison, White, & Van Velsor (1987) Breaking the Glass Ceiling
Gender similarities
Both derailed women and men
• Poor results
• Too ambitious
© 2011 by Robert B. Kaiser. All rights reserved.
• Not strategic, too tactical
• Unable to adapt to change
• Unable to lead subordinates (build a team, direct, empower, & coach)
25 May 2011ABP, London
Going Sour in the Suite 8© 2011 by Robert B. Kaiser. All rights reserved.
Gender differences
Derailed women
• Poor “image”
Derailed men
• Relationship problems
© 2011 by Robert B. Kaiser. All rights reserved.
Quantitative studiesCreated survey measures, used boss ratings to predict derailment
Successful Managers
• Building and leading a team
• Savvy & Composure
• Sensitivity
Derailed Managers
• Relationship problems
• Bad staffing decisions
• Lack of follow through
C ’t k t iti
© 2011 by Robert B. Kaiser. All rights reserved.
Lombardo, Ruderman, & McCauley (1988) Explanations of success and derailmentMcCauley & Lombardo (1990) Benchmarks: An instrument for diagnosing strengths and weaknesses
• Sensitivity
• Handling complexity• Can’t make transitions
• Dependence on a boss
25 May 2011ABP, London
Going Sour in the Suite 9© 2011 by Robert B. Kaiser. All rights reserved.
Derailment Derailment across culturesacross culturesDerailment Derailment across culturesacross cultures
© 2011 by Robert B. Kaiser. All rights reserved.
United States United States vsvs European UnionEuropean Union
15 U.S. Fortune 500 firms
24 large EU firms (Belgium, Germany, France, Italy, U.K., Spain)
Compared successful to derailed execs
Upshot– Some differences, mostly similarities
© 2011 by Robert B. Kaiser. All rights reserved.
– Relationships more important in EU
– Adapting to change increasingly important
Van Velsor & Leslie (1995) Why executives derail: Perspectives across time and culture
25 May 2011ABP, London
Going Sour in the Suite 10© 2011 by Robert B. Kaiser. All rights reserved.
Enduring themesEnduring themesRelationship problems: arrogant, abusive,
critical, blaming, non-communicativeesp. in EU: Authoritarian, Dictatorial, & Tyrannical
Poor business results: esp. in EU, “all talk and no action,” don’t deliver
Failure to build/lead a team: not managing through others, micromanager
F il t d t t j b hi h l l
© 2011 by Robert B. Kaiser. All rights reserved.
Failure to adapt: to new job, higher level, new company, culture, market changeNot open to feedback or ongoing learning
Van Velsor & Leslie (1995) Why executives derail: Perspectives across time and culture
U.S. vs EUU.S. vs EU
• Same derailment behaviors
• Adapting to change more critical nowAdapting to change more critical now
• Relationships more important in EU
• Cultural values play a role
How well does an executives’ personality and style fit the local customs and culture?
© 2011 by Robert B. Kaiser. All rights reserved.
y
Van Velsor & Leslie (1995) Why executives derail: Perspectives across time and culture
25 May 2011ABP, London
Going Sour in the Suite 11© 2011 by Robert B. Kaiser. All rights reserved.
© 2011 by Robert B. Kaiser. All rights reserved.
McCall & Hollenbeck (2002) Developing Global Executives
Key findings
• Same behaviors derail expatriates as U S and EU executivesU.S. and EU executives
• Paradoxical reasons…
“Some failed expatriate executives were arrogant, while others were too humble; some were autocratic dictators, while others delegated too much; some were mired in technical details and
© 2011 by Robert B. Kaiser. All rights reserved.
much; some were mired in technical details and tactical problems, while others were ‘too visionary’ to get anything done.”
McCall & Hollenbeck (2002) Developing Global Executives
25 May 2011ABP, London
Going Sour in the Suite 12© 2011 by Robert B. Kaiser. All rights reserved.
A strength in one culture could become a fatal flaw in another
“What worked splendidly in one culture could “What worked splendidly in one culture could p yp ybring disaster in the next. Global transitions bring disaster in the next. Global transitions required reassessing, sometimes letting go, required reassessing, sometimes letting go, sometimes adding to, sometimes both, but sometimes adding to, sometimes both, but rarely staying the course.”rarely staying the course.”
© 2011 by Robert B. Kaiser. All rights reserved.
McCall & Hollenbeck (2002) Developing Global Executives
Strengths can become weaknesses
Know thy self
Self-awareness is pivotal
Recent statistical research
Self-awareness is pivotal
• Over-raters are 5x more likely to derail
• Coworker ratings of self-awareness predict derailment 5 years later
• True in U.S., EU, and for execs and middle
© 2011 by Robert B. Kaiser. All rights reserved.
managers
Eichinger & Lombardo (2003). 360-degree assessment. Human Resources Planningseveral studies by William Gentry on self-awareness in the EU, among middle managers, etc.
Derailed leaders tend to be self-absorbed, resistant to feedback, and not open to learning
25 May 2011ABP, London
Going Sour in the Suite 13© 2011 by Robert B. Kaiser. All rights reserved.
University of MinnesotaDr. Joyce Bono & students
1 P i t t l 6 R i d
Subordinates described “bad leadership”ship”
1. Persistent people problems
2. Poor emotional control
3. Over-controlling
4. Poor task performance
5. Poor organization,
6. Rumor-mongering and inappropriate use of information
7. Procrastination
8. Failure to consider human needs
© 2011 by Robert B. Kaiser. All rights reserved.
5. Poor organization, planning, and communication
9. Failure to coach and develop talent
Rasch, Shen, Davies, & Bono (2008). The development of a taxonomy of ineffective leadership
25 May 2011ABP, London
Going Sour in the Suite 14© 2011 by Robert B. Kaiser. All rights reserved.
Putting it all togetherPutting it all together
© 2011 by Robert B. Kaiser. All rights reserved.
B iB i
Key Derailment Behaviors
Not strategic, too tactical
InterpersonalInterpersonal
LeadershipLeadership
BusinessBusiness too tactical
Doesn’t delegate, include, empower
Bad working relationships
© 2011 by Robert B. Kaiser. All rights reserved.
SelfSelf--managementmanagementNot self-aware,
can’t adapt
Hogan, Hogan, & Kaiser (2010) Managerial derailment. APA Handbook of I-O Psychology
25 May 2011ABP, London
Going Sour in the Suite 15© 2011 by Robert B. Kaiser. All rights reserved.
Thursday, October 25, 2008
Merrill’s Chief Is Being Held to AccountBy JENNY ANDERSON and LANDON THOMAS Jr.
Interpersonal
Leadership
Self-management
Business
Merrill Lynch said yesterday that it would take a $7.9 billion write-down because of its exposure to collateralized debt obligations, complex debt instruments and subprime mortgages. A result is a
$2.3 billion loss, the largest in the firm’s history.
The loss raised questions about Mr. O’Neal’s leadership d t i ll h
© 2011 by Robert B. Kaiser. All rights reserved.
O’Neal’s leadership and most crucially the
ability of his top executives to manage the risky assets on the firm’s balance sheet.
Tuesday, October 30, 2008; Page A15
Wall Street’s Expanding UniverseBy EUGENE ROBINSON
Merrill's board of directors -- most of whose members were chosen by O'Neal has to share responsibility for
Interpersonal
Leadership
Self-management
Business
were chosen by O'Neal -- has to share responsibility for that debacle; it's not as if the board was unaware of how O'Neal was investing the firm's money. Apparently,
though, there was one thing that O'Neal failed to tell the board: that he had approached the chief executive of Wachovia Corp. about a possible merger of the two companies.….
© 2011 by Robert B. Kaiser. All rights reserved.
Now that O'Neal is on his way out, of course, people who
worked for him are saying things to reporters -- he was aloof, he was brusque, he didn't tolerate strong-willed subordinates -- that they wouldn't have said to his face.
25 May 2011ABP, London
Going Sour in the Suite 16© 2011 by Robert B. Kaiser. All rights reserved.
B iB i
Key Derailment Behaviors
Not strategic, too tacticalCreate stress
Change, complexity, uncertainty…
InterpersonalInterpersonal
LeadershipLeadership
BusinessBusiness too tactical
Doesn’t delegate, include, empower
Bad working relationships
Create stress,
we fall back on what we know,
our strengths become weaknesses,
and our dark side personality comes out.
© 2011 by Robert B. Kaiser. All rights reserved.
SelfSelf--managementmanagementNot self-aware,
can’t adapt
Hogan, Hogan, & Kaiser (2010) Managerial derailment. APA Handbook of I-O Psychology
Root Causes of Derailment
• Troubled relationships
• Major changes that require adaptation• Major changes that require adaptation– Versatile leaders rise to the challenge
– Derailers get stressed, become rigid and defensive, and behave inappropriately
© 2011 by Robert B. Kaiser. All rights reserved.
??
25 May 2011ABP, London
Going Sour in the Suite 17© 2011 by Robert B. Kaiser. All rights reserved.
"A tribe including members who… were always ready to aid one another and to sacrifice themselves for the common good
Descent of Man
sacrifice themselves for the common good would be victorious over most other tribes."
"The survivors of any species are not necessarily the strongest. And they are not necessarily the most intelligent. They are
© 2011 by Robert B. Kaiser. All rights reserved.
y g ythose who are most responsive to change."
On the Origin of Species
DERAILMENTDERAILMENTPrevention & MitigationPrevention & Mitigation
© 2011 by Robert B. Kaiser. All rights reserved.
www.kaplandevries.comwww.kaplandevries.com
25 May 2011ABP, London
Going Sour in the Suite 18© 2011 by Robert B. Kaiser. All rights reserved.
Selection
Successful and Derailed are similar
• Bright, motivated, hard working
• Identified early as “high potential”
• Accomplished, great track record
© 2011 by Robert B. Kaiser. All rights reserved.
Accomplished, great track record
The “Right Stuff”
• Diverse career history
The “Wrong Stuff”
• Mircomanager/can’t delegate
Distinguishing factors
Diverse career history and accomplishments
• Handle stress w/ composure, mistakes w/grace
• Focus on solutions and solving problems
Mircomanager/can t delegate
• Can’t build a team
• Tactical, not strategic
• Limited business experience
• Relationship problems
• Lacks self-awareness
© 2011 by Robert B. Kaiser. All rights reserved.
solving problems
• Get along with a wide range of people
• A learner
• Lacks self-control
• Integrity issues
25 May 2011ABP, London
Going Sour in the Suite 19© 2011 by Robert B. Kaiser. All rights reserved.
• Personality testing is rare in executive-level appointments*
Assessments
level appointments– Used 1/3 the time
– But when used, seen as very important
• When used, almost always bright side– Few dark side personality tools
© 2011 by Robert B. Kaiser. All rights reserved.
Few dark side personality tools
– But I know of one… that’s validated…
Sessa, Kaiser, Taylor, & Campbell (1998) Executive Selection. CCL.
• Excitable – emotional and volatile• Skeptical – suspicious and argumentative
HDSHDS dark side personality that disrupts relationships and corrupts judgment
• Cautious – self-doubting and indecisive • Reserved – private and aloof• Leisurely – passive resistance, procrastination• Bold – arrogant and entitled• Mischievous – deviant and manipulative• Colorful – self-dramatizing and distracting• Imaginative – eccentric and odd• Diligent – rigid and perfectionistic• Dutiful – dependent and ingratiating
25 May 2011ABP, London
Going Sour in the Suite 20© 2011 by Robert B. Kaiser. All rights reserved.
Development
• Self-awarenessC t t ith d k id– Come to terms with dark side
– Feedback about how it plays out in behavior
• The “Deeper Work”*
© 2011 by Robert B. Kaiser. All rights reserved.
Kaiser & Kaplan (2006) The deeper work of executive development. Academy of Management Learning and Education
Detecting Derailment Potential before it’s too late!
© 2011 by Robert B. Kaiser. All rights reserved.
25 May 2011ABP, London
Going Sour in the Suite 21© 2011 by Robert B. Kaiser. All rights reserved.
-4 -3 -2 -1 0-4 -3 -2 -1 0
Too little Too muchamountThe right
+1 +2 +3 +4Much too little
Barelytoo little
Barely too much
Muchtoo much
© 2011 by Robert B. Kaiser. All rights reserved.
U.S. Patent 7,121,830Copyright 2006-2011. Kaplan DeVries Inc. All rights reserved.
LVI & Derailment Behaviors
Not strategic, too tactical
-3 -2 -1 0 +1 +2 +3too tactical
Doesn’t delegate, include, empower
Bad working l ti hi
Y
Y
Y
Y
Forceful
Enabling
Strategic
Operational
© 2011 by Robert B. Kaiser. All rights reserved.
relationships
Not self-awareShortcoming Strengths overusedStrength
YEnabling
Key dynamic: “strengths become weaknesses”
25 May 2011ABP, London
Going Sour in the Suite 22© 2011 by Robert B. Kaiser. All rights reserved.
Off the trackCompared 20 successful/20 failed execs
The dynamics of derailment
• Strengths can become weaknesses
• Weaknesses eventually matter
• Success can go to one’s head
• Bad luck
© 2011 by Robert B. Kaiser. All rights reserved.
McCall & Lombardo (1983) Off the Track: How and Why Successful Executives Get Derailed. CCL.
Bad luck
“The reasons managers derail are all connected to the fact that situations change as one ascends the hierarchy."
© 2011 by Robert B. Kaiser. All rights reserved.
25 May 2011ABP, London
Going Sour in the Suite 23© 2011 by Robert B. Kaiser. All rights reserved.
Better transition management
• Proactive Management of Transitions Id tif i k f t– Identify risk factors
– Create a transition plan
• Spotting the Potential to Derail– Dark side of personality
– Early warning signs
© 2011 by Robert B. Kaiser. All rights reserved.
Early warning signs
• Feedback 3 months in
• HDS assessment pre-transition– Identify risk factors– Create a plan for managing stress
and keeping dark side in checkand keeping dark side in check
•• LVI feedback LVI feedback 3 3 months into new months into new jobjob
– Get feedback early enough to course-correct
Too little Too muchamountThe right
© 2011 by Robert B. Kaiser. All rights reserved.
Get feedback early enough to course correct– Tone down strengths overused, prevent
regressing into what worked before– Build up shortcomings needed in the new job
25 May 2011ABP, London
Going Sour in the Suite 24© 2011 by Robert B. Kaiser. All rights reserved.
Early warning signsEarly warning signsBusiness
Not Strategic
• Narrow perspective
Interpersonal
Poor Working Relationships
• Insensitive, abrasive, and abusivep p
• Overwhelmed by complexity
• Consumed with details
• Too reliant on technical skills
• Unable to prioritize
Leadership
Trouble Leading through Others
• Conflict gets personal
• People avoid working with the person
• Blaming others for problems
• Frequent political missteps
Self-management
Inappropriate or Immature Behavior
© 2011 by Robert B. Kaiser. All rights reserved.
g g
• Micromanagement,
• Authoritarian and autocratic
• Inability to motivate and develop
• Poor team morale, high turnover
• Poor staffing decisions
pp p
• Over-reacting and loosing composure
• Unable to handle stress
• Unable to accept responsibility
• Doubtful integrity, loyalty, and sincerity
• Gossiping and rumor mongering
Going Sour in the SuiteGoing Sour in the SuiteThe root causes of leadership failure
Robert B. Kaiser, M.S. Robert B. Kaiser, M.S.
© 2011 by Robert B. Kaiser. All rights reserved.
www.kaplandevries.comwww.kaplandevries.com
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