demystifying derailers

Derailers How to Help Leaders Manage

their Personal Derailers a presentation brought to you by:

Karen Harty

Demystifying

www.profilesinternational.com

©2012 Profiles International, Inc. All rights reserved.

Karen Harty Karen is Regional Vice President of Enterprise Solutions for

Profiles International. She has over twenty-five years

experience in talent management and has worked both as a

practitioner and provider to organizations as diverse as Cisco

Systems, BNSF, and Providence Health and Services. What she's

found is that while each organization has its unique culture and

challenges, all organizations share the same goal: to

understand and leverage talent. And therein lies her passion – working with clients to improve business results through a

better utilization of their people. Ms. Harty's experience

includes regional leadership positions with DDI, MOHR

Development, and Age Wave, Inc. She also owned and operated

her own sales training and marketing consulting company for

eight years. She has an MA in English from SFSU and is author

of Fifty and Starting Over. Karen lives in Portland, OR, and

works with clients throughout the West Coast and Mid-West.

Regional Vice President Enterprise Solutions

imagine great people ®



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That Moment in Time

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You See It Coming….

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And then it happens…

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Derailers How to Help Leaders Manage

their Personal Derailers a presentation brought to you by:

Karen Harty

Demystifying

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What We’ll Cover

1. Derailers – 11 most commonly accepted derailers – What triggers the derailing behavior

2. Helping leaders understand their derailing behaviors

3. From self-awareness to self-management

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Derailers – A Literature Review • Hogan, J., & Hogan, R., & Kaiser, R.B. (2009) Management

Derailment. Personality Assessment and Mitigation, APA Handbook of Industrial and Organizational Psychology.

• Smart, G., & Street, R. (2008). Who. Ballantine Books. • Martin, J., & Schmidt, C. (2010, May). How to Keep Your Top Talent.

Harvard Business Review. • Kaiser, R. B., & Hogan, R. (2010, December). How to (and How not to)

Assess the Integrity of Managers. Consulting Psychology Journal: Practice and Research, 216-234.

• V. Irwin, T. (2009). Derailed: Five Lessons from Catastrophic Failures of Leadership. Thomas Nelson

• Dotlich, D, & Cairo, P. (2003) Why CEOs Fail – The 11 Behaviors that Can Derail Your Climb to the Top and How to Manage Them, Jossey-Bass

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Our Perspective on Derailers -

• Leadership failure is a behavioral phenomenon • While there are visible C-Suite failures, in fact, the

vast majority of leaders will fail • They will be demoted, fired or sidelined

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Our Perspective on Derailers -

• Leaders fail because of who they are and how they act in certain situations

• Stress ups the ante • They respond with a pattern of behavior that can

sabotage – their jobs – their careers – and even their organizations



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It doesn’t have to happen

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How does your company help leaders who exhibit derailing behaviors?

1. We don’t, we hope they go away.

2. It gets addressed in performance reviews.

3. Their direct supervisor provides immediate feedback.

4. We hire an external coach.

5. Person gets fired or sidelined.

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So What are Derailers?

Strengths Overplayed Fall back behaviors that worked in the past Surface Under Stress They kick in when the stakes are the highest

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Arrogance

Confidence Gone Awry – Blind belief in own opinions – Lack of openness to others’ perspective – Relies on self – Previous formula worked; therefore, keep repeating



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Melodrama Crying Wolf Syndrome

– Center of Attention – Charisma – Speaks in extremes – Elevated Expectations



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Volatility Excitability Turns Ugly

- Unpredictable - Jekyll and Hyde

- Extreme mood swings



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Excessive Caution

Prudence Becomes Paralysis – Fears mistakes, procrastinates,

& over-analyzes – Obsesses – Seeks others approval in

decision making

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Habitual Distrust

Vigilance Becomes Witch Hunting – Focuses on the negatives – Sees disaster around every corner – Looks for confirmation that people

are acting out of self-interest or political interests.

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Aloofness

Cool Headedness Freezes Others Out – Disengages and disconnects – Isolation – Retreats from people who need guidance – Stoic – Prefers closed doors



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Mischievousness

Spontaneity Turns Into Chaos – Rules are meant to be broken – Spontaneous and creative by

nature – Under stress, destructively impulsive



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Eccentricity

Flair Becomes Weird – Highly stylized – One time flash of brilliance – Launches too many initiatives

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Passive Resistance

Public Persona vs. Hidden Agenda – Subtle derailer – in public, neutral posture;

in private works own agenda – Says one thing and does another – Creates a distrusting work culture

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Detail Orientation Goes Overboard – Gets the little things right – Structure solves every problem – Dislikes uncertainty & ambiguity

Perfectionism

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Eagerness to Please

Need for Approval Becomes the End Game – Doesn’t deal with performance issues – Looks the other way – Wants to be liked at all costs



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Which of these have you seen?

1. Arrogance 2. Melodrama 3. Volatility 4. Excessive Caution 5. Habitual Mistrust 6. Aloofness 7. Mischievousness 8. Eccentricity 9. Passive Resistance 10. Perfectionism 11. Eagerness to Please

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What Triggers Derailers

Situation or Context Based Stressors • New Job • New Boss • Added Responsibilities • Downsizing • Poor Performance

Internal Triggers • Insecurities • Replaying the Same Old Tape

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For Example

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Stress Reaches a Boiling Point



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We React

• Overwhelming need to get rid of the stress we’re experiencing

• Revert back to who we are at the deepest level • Deploy behaviors that have worked in the past And in our deluded state, we increase the volume of that particular behavior

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Examples Abound

• There are very visible examples of public figures who have derailed.

• Some have rebounded. • Others have not. • Examples?



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http://www.bing.com/images/search?q=joe+paterno&id=7746AA6BBA6472F805714ACAE9450A9251A3F9DE&FORM=IQFRBA

http://www.bing.com/images/search?q=joe+paterno&id=7746AA6BBA6472F805714ACAE9450A9251A3F9DE&FORM=IQFRBA



“And….How’s that working for you?”

Dr. Phil Attribute: Oldmaison (Charles LeBlanc) at Flickr.com

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OK, That’s the Problem… what’s the Solution?

• Get their attention • Have the leader take two types of assessments

– One that provides 360 feedback – Another that looks at who they are at the deepest level

• Share assessment results • Engage in candid discussion

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Two Assessments

• The ProfileXT Assessment • A 360 Tool – the Checkpoint • Individually the results are powerful • Together they tell a complete story on who the

individual is, how he is being perceived and what he can do to manage his behaviors to avoid a derailment

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The ProfileXT®

ProfileXT® – Twenty Factors that Define an Individual

• Cognitive Capacity • Inherent Personality Traits • Motivational Interests

– Evergreen in Nature

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The ProfileXT® Assessment

Uncovers and Codifies a Person’s Unique Set of Personal Attributes

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The ProfileXT® Assessment

Why It Works: – Self assessment – PERFORMANCE BENCHMARKS – Easy to see fit and challenges – The “Ah Ha” Moment – Self-Management

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Benchmark = The Rails

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What does this tell us

about Mike?

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• High Learning Index • High Assertive • Low Manageability • High Decisive • Low Objective Judgment • High Independence

Remember Mike

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Benchmark – Mike sees the Behavioral DNA of Others at his Level or Role

• Provides context for struggles or success in current role

• Allows for Discussion on self-management • Best Case Outcome: Mike realizes that he

is “responsible for his own success” • Mike becomes interested in managing his

derailing tendencies

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“We measure our self by our intentions;

others measure us by our behaviors/actions”

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Checkpoint 360

• Taxonomy – 8 Leadership Competencies – 18 Skill Sets – 70 Items

• Perceptual Feedback and Comments from – Boss, Boss’ Boss – Peers – Direct Reports – Others

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Heightening Self Awareness

• For a leader to understand the need to manage their behaviors, it is essential to understand how others perceive them.

• We help our clients do this through our Checkpoint 360 multi-rater feedback system. Using the 70 specific leadership behaviors, leaders are rated by four audiences in their organizations, offering a complete picture of the perception of the leaders’ skills.

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CheckPoint360º™ Feedback Self-Awareness

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Self Awareness Self-Management

• Dialing In

• Dialing Up

• Dialing Down

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Mike now has Two Data Points

• A deeper grasp his behavioral tendencies • Appreciation of the qualities of successful leaders at

his level or in his role • Insight into how others perceive his leadership

behaviors

• Self Understanding leads to Self-Management

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Questions?

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