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Leaders at the Leaders at the

Core and On the Core and On the

EdgeEdgePatti O’Neal, SVPPatti O’Neal, SVP

General ManagerGeneral Manager

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Overview of Session Leadership Leadership

– Current Leadership ChallengesCurrent Leadership Challenges– The Notion of ParadoxThe Notion of Paradox– Converging FactorsConverging Factors

Core, Edge and Agility ModelCore, Edge and Agility Model– Individual AgilityIndividual Agility– Organizational AgilityOrganizational Agility– Pushing One’s Comfort Zone Through Pushing One’s Comfort Zone Through

AgilityAgility

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Leadership Challenges

What are Your Leadership What are Your Leadership Challenges?Challenges?

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Leadership Challenges

Looking back three yearsLooking back three years– What have been the greatest What have been the greatest

challenges you have faced as leaders?challenges you have faced as leaders?

Looking out to the next three yearsLooking out to the next three years– What are the greatest leadership What are the greatest leadership

challenges you are likely to face?challenges you are likely to face?

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Converging Factors for Leaders Economic dislocation and faster pace

of business creating a more intense leadership environment

Global/virtual team performance

Increased scrutiny on financials

Competing demands and expectations of leaders are more complex: “Back to the Basics” is not a viable solution

Aging workforce and turnover at the senior level reaching 100% in 20 years

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Paradox for Leaders

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The Notion of Paradox

StyleStyle

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LHH Leadership Survey

100 Senior-level leaders100 Senior-level leaders

65% are in CEO, COO, CFO or 65% are in CEO, COO, CFO or President positions; 35% report President positions; 35% report to those levelsto those levels

92 organizations, 14 industries, 92 organizations, 14 industries, consisting of multinational consisting of multinational Fortune 500 companies, Fortune 500 companies, universities and professional universities and professional service organizationsservice organizations

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A Different Response from Leaders

Converging factors and paradoxes are Converging factors and paradoxes are becoming more pronounced.becoming more pronounced.

Although this makes leadership more Although this makes leadership more challenging, it is ultimately a positive challenging, it is ultimately a positive development.development.

““As leaders, fully utilizing the concept As leaders, fully utilizing the concept of paradoxes is one of our most of paradoxes is one of our most powerful sources of innovation.” powerful sources of innovation.” - - Fred Harburg, Chief Learning Officer, Fred Harburg, Chief Learning Officer, MotorolaMotorola

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The Leadership Paradox

Leaders must drive Leaders must drive business results amid business results amid

contradictory situations contradictory situations and paradoxes.and paradoxes.

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Paradox 1 Be More Hands-On the Business, Be More Hands-On the Business,

Less Hands-On the PeopleLess Hands-On the People

– Leaders feel need to be more involved in Leaders feel need to be more involved in operations, without becoming more operations, without becoming more controlling controlling

“ “The number one factor in developing The number one factor in developing leaders is the amount of decision-making leaders is the amount of decision-making authority they are given.”authority they are given.”Corporate Leadership Council,Corporate Leadership Council, Voice of the Leader Study, Voice of the Leader Study, 20012001

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Paradox 2 Seek Diverse Points of View, Seek Diverse Points of View,

Drive Unified ActionDrive Unified Action

– Requires the agility to shift between Requires the agility to shift between dialogue and actiondialogue and action

““What is important is to not let the What is important is to not let the desire for consensus get in the way desire for consensus get in the way of making a final determination.” of making a final determination.”

Carol Coffman, CEO, Chela FinancialCarol Coffman, CEO, Chela Financial

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Paradox 3 Promote Experimentation, Promote Experimentation,

Contain RiskContain Risk

– Take chances to remain Take chances to remain competitive while safeguarding the competitive while safeguarding the businessbusiness

“…“…In order to lead effectively, I In order to lead effectively, I must sometimes live out of my must sometimes live out of my comfort zone. If I’m not open to comfort zone. If I’m not open to continually learning, I do myself, continually learning, I do myself, my teammates and the business a my teammates and the business a disservice.”disservice.”Allen Ibara, COO, MicroProbeAllen Ibara, COO, MicroProbe

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A New Leadership Framework

Based on over seven years of Based on over seven years of leadership consulting and coachingleadership consulting and coaching

Older leadership models don’t Older leadership models don’t address today’s new, complex address today’s new, complex challengeschallenges

Validated new model with surveyValidated new model with survey

Organizations are seeking a simple Organizations are seeking a simple model to develop effective model to develop effective leadership and drive business leadership and drive business resultsresults

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LHH’s Leadership Model Leadership at the Leadership at the

Core and on the Core and on the Edge™Edge™– Based on the notion Based on the notion

of leadership paradoxof leadership paradox– Inclusive and flexible - Inclusive and flexible -

applies to leaders at applies to leaders at all levelsall levels

– Common language to Common language to help leaders drive help leaders drive resultsresults

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Core and Edge Model Definition LHH’s Core and Edge leadership LHH’s Core and Edge leadership

model predicts that the most model predicts that the most successful leaders are adept and successful leaders are adept and agile at using a wide range of agile at using a wide range of behaviors, in the moment. behaviors, in the moment.

It’s having the awareness, skill and It’s having the awareness, skill and agility to shift between how a leader agility to shift between how a leader applies behaviors, in either a Core or applies behaviors, in either a Core or Edge way, and allows leaders to Edge way, and allows leaders to operate with maximum effectiveness.operate with maximum effectiveness.

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Core and Edge Defined

CoreCore– Applying Applying

behaviors to behaviors to things that are things that are “known”“known”

– Driving Driving consistency and consistency and accuracy accuracy through through operational operational expertise and expertise and proven practicesproven practices

EdgeEdge– Applying Applying

behaviors to behaviors to things that are things that are “unknown” “unknown”

– Pushing Pushing creatively and creatively and strategically into strategically into areas of risk and areas of risk and possibilitypossibility

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Typical Applications: Core Reviewing financialsReviewing financials Reflecting on experience when Reflecting on experience when

making a decisionmaking a decision Developing plans based on Developing plans based on

existing informationexisting information Directing and monitoring Directing and monitoring

performance to meet performance to meet established standardsestablished standards

Relying on technical Relying on technical competencecompetence

Emphasizing consistency and Emphasizing consistency and accuracyaccuracy

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Typical Applications: Core

2020

Typical Applications: Edge Driving significant changeDriving significant change

Creating visionCreating vision Seeking feedbackSeeking feedback Using a conceptual Using a conceptual

approach and brainstormingapproach and brainstorming Coaching the performance Coaching the performance

of others by allowing them of others by allowing them to create solutionsto create solutions

Taking a risk and not being Taking a risk and not being able to control the outcomeable to control the outcome

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Typical Applications: Edge

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Which behavioral Which behavioral applications predominate applications predominate throughout your throughout your organization – Core or organization – Core or Edge?Edge?

What are the leadership What are the leadership implications?implications?

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Agility: A Key to Effective Leadership

AgilityAgility

– the ability to proactively the ability to proactively select and apply select and apply behaviors to a wide behaviors to a wide range of contradictory range of contradictory situations and competing situations and competing demands demands

– knowing how to shift knowing how to shift attention, priority and attention, priority and required behaviorsrequired behaviors

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Why is Agility Important?

It helps you It helps you proactively drive business proactively drive business resultsresults through intentional behaviors. through intentional behaviors.

It takes you to the It takes you to the next level of next level of effectivenesseffectiveness – apply leadership skills – apply leadership skills to your functional and technical to your functional and technical competencies.competencies.

Agility is not the same as multi-tasking Agility is not the same as multi-tasking or flexibilityor flexibility (which are reactive). (which are reactive).

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Applying Agility As a Leader

Scan– Determine what

behaviors are needed

Focus– Understand how

behaviors are used and effectively executed

Shift– Know when to shift

behaviors

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Leading From the Core to the Edge

How have your roles changed How have your roles changed requiring you to be more agile?requiring you to be more agile?

What are some specific What are some specific examples where leadership examples where leadership agility is being effectively agility is being effectively modeled?modeled?– Personal examplesPersonal examples– Within your departmentWithin your department– Within the larger organizationWithin the larger organization

2727

Individual Agility

What can you doWhat can you do

to increase agility to increase agility

between core and between core and

edge behaviors?edge behaviors?

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The Leadership Agility Tool Kit

Examines your ability Examines your ability to:to:

– ScanScan

– FocusFocus

– ShiftShift

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Partner Activity Complete the Complete the Scoring Scoring

sectionsection of the Agility of the Agility Tool KitTool Kit

Pair offPair off

Reflect with your Reflect with your partner on what you partner on what you learned from the learned from the assessmentassessment

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What’s Your Agility Index? Where are you most effective?Where are you most effective?

Would others see you as an Would others see you as an agile leader?agile leader?

What are the applications that What are the applications that will increase agility?will increase agility?

What steps can you take to What steps can you take to get there?get there?

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Personal Activity

Complete the Complete the Action Action Steps sectionSteps section of the of the Agility Index Agility Index

Selected individuals will Selected individuals will report outreport out

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Organizational Agility

What are some What are some common, everyday common, everyday situations occurring situations occurring

within your within your company which company which

require leadership require leadership agility?agility?

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Applying Core, Edge & Agility

Behavior: TacticalBehavior: TacticalCore Applications:Core Applications: Identity is wrapped up in working closely with people to Identity is wrapped up in working closely with people to

get job doneget job done Focus on time-tested actions and practical problem Focus on time-tested actions and practical problem

solving to achieve immediate resultssolving to achieve immediate results Tendency to be hands on in the day-to-day operationsTendency to be hands on in the day-to-day operations

Edge Applications:Edge Applications: Empower their people to achieve resultsEmpower their people to achieve results Direct employees to try new untested methods to get Direct employees to try new untested methods to get

immediate resultsimmediate results Manage employee’s efforts by periodic metrics vs. daily Manage employee’s efforts by periodic metrics vs. daily

involvementinvolvement Get up on the balcony to observe what is happeningGet up on the balcony to observe what is happening

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Applying Core, Edge & AgilityBehavior: DelegationBehavior: Delegation

Core Applications:Core Applications: E-mail or write out instructionsE-mail or write out instructions Provide sample of how it is done or was doneProvide sample of how it is done or was done Define outcomes in terms of content, look, standards and Define outcomes in terms of content, look, standards and

deliverablesdeliverables Develop a checklist to ensure scope, authority, standards and Develop a checklist to ensure scope, authority, standards and

deliverablesdeliverables

Edge Applications:Edge Applications: Brainstorm the outcome and encourage other ideasBrainstorm the outcome and encourage other ideas Provide necessary info including timelines and checkpoints, Provide necessary info including timelines and checkpoints,

then let gothen let go Ask for action plan detailing project implementation and Ask for action plan detailing project implementation and

completion stepscompletion steps Plan for and allow mistakes while continuing to delegatePlan for and allow mistakes while continuing to delegate

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Pushing Your Comfort Zone

What is your What is your personal action personal action

plan for plan for increasing your increasing your agility and your agility and your

effectiveness as a effectiveness as a leader?leader?