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Develop Yourself
Dr Pegram Harrison [email protected]
Fellow in Entrepreneurship
Saïd Business School No 1 in the UK Executive Education – Financial Times 2012
22 June 2013
Leading People
What is the most common cause of derailment among leaders?
Lack of Self Awareness
Misleading People !
Self Awareness and Personality
Rationale: The most effective leaders are those who
are most self-aware. Why? • They understand their own personality and
its effect on others. • They can use that to motivate & influence
others.
Self-Awareness and Personality
1. Personality Traits
2. Personality Profile
3. Behaviour
Important to remember:
Personality
is NOT the same as Behaviour
Personality & Behaviour • Left-handed people can learn to use their right hands,
but they’re still lefties.
• The hand you prefer is personality; the hand you use is behaviour.
Personality & Behaviour
• Personality is who you are. Behaviour is what you do.
• Personality is how you prefer to behave when there are no constraints
• You can change behaviour, but not personality
• You can learn to behave in unconscious ways that seem like personality, but really aren’t (eg, sociable introverts)
Big 5 Personality Model 1. Negative Emotionality (or Emotional Reactions)
2. Extraversion
3. Openness to Experience
4. Agreeableness
5. Conscientiousness
E: Extraversion (Intrapersonal Patterns) Disposition to get energy from social contact
and to be dominant in groups
Reserved, perceived as serious, prefer working alone, avoid leadership roles
Outgoing, sociable, talkative, dominant, assertive
+ Thoughtful, thorough, non-disruptive, rich inner life
- Not enough contact with
others, small networks
+ High communicators, inclusive, good networkers
- Don’t listen, don’t have
time, bulldozers
LOW HIGH
Sample NEO Results
£20
30
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50
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70
³80
£20
30
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50
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³80
N E O A C N1 N2 N3 N4 N5 N6 E1 E2 E3 E4 E5 E6 O1 O2 O3 O4 O5 O6 A1 A2 A3 A4 A5 A6 C1 C2 C3 C4 C5 C6
21/09/2010 Imported 23/09/2010Oxford
Consider your profile in terms of Tasks and Roles
What does your profile suggest you prefer in types of tasks (eg: creative vs controlled)?
Teams What roles does it suggest you like to adopt in teams?
Organisations and Institutions
What kinds of organisations do you feel comfortable in? (large corporation, small family firms)
Coping
What might you do to compensate for some of your profile features? Leadership
What do you feel about authority (leader, follower, adaptable?)
Two Examples: Women Transforming Leadership Management Acceleration
Women Transforming Leadership
Women and Men
Women in the Workforce
Women on Boards
Women on boards leads to better performance
Women as Leaders
Overall Leadership Effectiveness by Gender and Position
M F 1. Top Mgt, Executive, Senior Team Members 57.7 67.7 2. Reports to Top Mgt, Supervisors Middle Mgrs 48.9 56.2 3. Middle Managers 49.9 52.7 4. Supervisors, Frontline Mgrs 52.5 52.6 5. Individual Contributor 52.7 53.9
Women outperform men at all levels
Zenger & Folkman, 2011: 7,280 leaders (64% men) using 360 feedback
Women as Leaders Male Female
1. Takes initiative 48 56 2. Practices self-development 48 55 3. Displays high integrity and honesty 48 55 4. Drives for results 48 54 5. Develops others 48 54 6. Inspires and motivates others 49 54 7. Builds relationship 49 54 8. Collaboration and teamwork 49 53 9. Establishes stretch goals 49 53 10. Champions changes 49 53 11. Solves problems and analyses issues 50 52 12. Communicates powerfully and prolifically 50 52 13. Connects the group to the outside world 50 51 14. Innovates 50 51 15. Technical or professional expertise 50 51 16. Develops strategic perspective 51 49
Zenger & Folkman, 2011
If the UK had the same level of female entrepreneurship as the US...
....600,000 additional female-owned businesses
would mean an additional £42 billion for the UK economy
Women as Entrepreneurs
Women and careers Barriers that do seem to be real:
• The Peacock Problem Women wait to be picked, while men push themselves forward
• The Imposter Syndrome Women more often lack belief in their own abilities (50%W vs 70%M)
• The Voltaire effect Le mieux est l'ennemi du bien
Institute of Leadership and Management, Ambition and Gender at Work, 2011
Women as Negotiators Myth: women aren’t competitive or assertive enough to
excel in negotiation
Fact: research shows almost no difference between W and M in negotiation style. Difference is in the target: M tend to aim higher, and to be motivated by challenge.
Myth: wage gaps exist because W don’t negotiate well
Fact: W tend to negotiate on more than just money: time, opportunity, other benefits.
Women BEFORE negotiating • Get out of your own way: don’t emphasize weakness
• Make your value visible: to yourself and others
• Do your homework: understand what’s appropriate
• Know what you want: set an appropriate target
• Expect challenges: it’s a game; play it
• Engage the other person: men find this harder
Management Acceleration Programme
Management Acceleration Programme
www.sbs.ox.ac.uk/execed/Management/map/Pages/default.aspx
MAP Learning Model
Skills for today Knowledge for Tomorrow M1 M2 M3
Manager
Leader
MAP Learning Model
MAP Learning Model
Managing Self & Organisation
Today Tomorrow
Your Impact
Leadership for your
whole career
Managing in a changing envt
YOU!
MAP of MAPS
MAPS Framework
Abilities Mission
Perceptions Standards
MAPS framework detail Present Future
Your view
ABILITIES MISSION
What you believe you can do What you want to do
Your view of capabilities and performance, especially relating to what you want to do
Things you care most about: interests, desires, career, aspirations, values
Others’ view
PERCEPTIONS STANDARDS
How others see you What the organization expects of you
How appropriate others see your abilities and performance, including interpretations and
assumptions about observations
Expected performance and behaviour, given roles and responsibilities.
Expected contributions to organisation’s roles and values.
Information for MAPS framework Present Future
Your view
ABILITIES MISSION
Self-assessment Professional assessment
Track record
Developmental planning Career development discussions
Personal goal-setting Values clarification
Others’ view
PERCEPTIONS STANDARDS
Direct feedback Psychometrics
Customer feedback Performance reviews
Roles and responsibilities Role models
Competency models Core competencies
Organisational culture & strategy Competitive challenges
Market demands
Questions for MAPS framework Present Future
Your view
ABILITIES MISSION
How do you see your performance and abilities? What do you do well? Where can you offer your expertise to others? What can you improve? When do you turns to others for assistance?
What do you care most about? What is really important to you? What gives you the greatest sense of
satisfaction and reward at work? What are the activities and challenges that truly
excite you at work? What do you want to learn at work?
Others’ view
PERCEPTIONS STANDARDS What have you heard from others about your
abilities? What is your reputation among colleagues at
different levels? When to others turn to you as a resource? How well do you perform in areas critical to
your job?
What standards are you expected to meet? What is in your personal performance contract? What business changes would be hard for you? What abilities must you develop to improve? What are the success factors in the role you
aspire to?
Examples I have always wanted to run a business unit, but I realise I need to learn a lot more about managing the financials.
Mission – Abilities
I’m pretty good at working on my own, but my boss reorganized us into teams and I need to learn how to work more collaboratively.
Abilities – Standards
I thought I was a good presenter, but I started to sense that I would sometimes loose my audience. Some people have said that my logic is hard to follow.
Abilities – Perceptions
I want to move into a supervisory position, but other people aren’t sure that I’m qualified.
Mission – Perceptions
Abilities Mission
Perceptions Standards
WWW.SBS.OXFORD.EDU EDUCATING LEADERS FOR 800 YEARS
Dr Pegram Harrison [email protected]
Fellow in Entrepreneurship, University of Oxford
Saïd Business School
No 1 in the UK for Executive Education – Financial Times 2012
