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The Self-Aware Leader: Fostering Innovative Team
Environments by Recognizing
Competencies in Self and Others
Leadership Track
Topic Time
Exponential Difficulty: Awareness, Innovation, Value 5 minutes
Strength of Self-Awareness 10 minutes
Strength of Team Awareness 10 minutes
Strength of an Innovative Team Environment 20 minutes
Strength of Sponsoring Investment and Change 10 minutes
Exponential Reward: Awareness, Innovation, Value 5 minutes
Agenda
Exponential Curve of Effort to Achieve
Value Creation
• Innovative team environments
create commercial value.
• Know yourself and your
team. Be willing to invest in
and sponsor change.
Self Awareness Tools
“Self knowledge is the beginning
of self improvement.”
- Baltasar Gracián
17th century philosopher
Why Are Self-Aware Leaders so Valuable?
• Adapt behavior around strengths and weaknesses
• Identify and utilize the abilities of those around them
• Create innovative and supportive team environments
• Invest in developing innovative, commercially-tuned ideas
• Sponsor investment and change arising from innovative environments
• Strive for organizational value creation in everything they do
Promoting Self-Awareness Through Diagnostic
Assessment
Personality, Values and
Preferences
Professional, Technical and
Organizational Competencies
• Myers-Briggs Type Indicator
• Hogan Personality Inventory
• Hogan Motives, Values,
Preferences Inventory
• Intercultural Development
Inventory
• Jung Typology Profiler for the
Workplace
• Leadership Styles Inventory
(LSI1 & LSI2)
• Group Styles Inventory
• Organizational Culture
Inventory
• Hogan Business Reasoning
Inventory
• HoganLead
• KornFerry Voices 360
Feedback
Typical Professional Competencies
Behavioral competencies must be observable and measurable.
1. Action Oriented 8. Communication and Change
2. Drive for Results 9. Managing and Motivating
3. Ethics and Values 10. Organizing and Planning
4. Perseverance 11. Strategic Agility
5. Process Management 12. Creativity and Innovation
6. Business Acumen 13. Evaluating Talent
7. Conflict Management 14. Managing Vision and Purpose
• Deep understanding of one’s:
Emotions
Strengths
Weaknesses
Needs
Drives
• Neither overly-critical nor unrealistically hopeful
• Honest with oneself and others
Essence of Self-Awareness
*Goleman 2004
Strength of Self-Awareness
• Leverage personal strengths
• Openness to ideas of others
• Conscious competence
• Egocentric delusions
• Unconscious incompetence
• “The world begins and ends with me.”
Know Your Team
“When it comes to understanding
others, we rarely tax our imaginations.”
- Laurence Hill
“In the Moment” Assessment Techniques
1. Assessing prior knowledge,
recall and understanding
2. Assessing skill in synthesis
and creative thinking
3. Assessing skill in application
and performance
4. Assessing skill in critical
thinking
Background knowledge probe
One sentence summary
Directed paraphrasing
Pro and con grid
“Never let a good crisis go to waste.”
Techniques Tactics
Trying to Answer the Deeper Questions
• How much do we value the employee’s contribution day-to-day?
• Is the employee essential to high team performance?
• Does the employee consistently model critical competencies?
• How far can the employee go in the organization?
• How much should we invest in the employee’s development?
• When will the employee be ready for the next role?
• How high can the employee go in the organization?
• Would the employee’s departure disrupt the team?
• What are we prepared to do to keep the employee?
32 Talent Calibration Matrix
High Potential
Narrow/Deep
Performer
Medium Potential
Steady Performer
Low Potential
Poor Performer
Low Potential
Inconsistent Performer
Low Potential
Miss-Matched
High Performer
Medium Potential
Core Performer
Medium Potential Miss-
Matched
High Performer
High Potential
Rising Performer
High Potential
Star Performer
Pote
ntial
Performance
™
Strength of Team Awareness
• Higher volume output
• Efficient assignment of work
• “Delightful discoveries”
• Regretted team attrition
• Inconsistent integration with other teams
• Direct economic loss
Create the Space to Innovate
“Surround yourself with great people;
delegate authority; get out of the way.”
- Ronald Reagan
Edison’s Innovation Competencies
Solution-Centered Mindset
Kaleidoscopic Thinking
Full-Spectrum Engagement
Mastermind Collaboration
Super-Value Creation
*Gelb & Caldicot, 2008
• Align your goals with your passions
• Cultivate charismatic optimism
• Seek knowledge relentlessly
• Experiment persistently
• Pursue rigorous objectivity
Solution-Centered Mindset
Solution-Centered Mindset
Kaleidoscopic Thinking
Full-Spectrum Engagement
Master-Mind Collaboration
Super-Value Creation
“People who are only good with a
hammer see every problem as a nail”
– Thomas Edison
• Maintain a notebook
• Practice ideaphoria
• Discern patterns
• Express idea visually
• Explore the roads not taken
Kaleidoscopic Thinking
Solution-Centered Mindset
Kaleidoscopic Thinking
Full-Spectrum Engagement
Master-Mind Collaboration
Super-Value Creation
“Edison has a remarkable kaleidoscopic brain. He turns
that head of his and these things come out as [if] in a
kaleidoscope, in various combinations, most of which are
patentable.”
- Western Union Patent Attorney Edward Dickerson
• Intensity and relaxation
• Seriousness and playfulness
• Sharing and protecting
• Complexity and simplicity
• Solitude and team
Full Spectrum Engagement
Solution-Centered Mindset
Kaleidoscopic Thinking
Full-Spectrum Engagement
Master-Mind Collaboration
Super-Value Creation
“Best thinking has been done in solitude.
The worst has been done in turmoil.”
– Thomas Edison
• Recruit for chemistry and results
• Design multi-disciplinary collaboration teams
• Inspire an environment of open exchange
• Reward collaboration
• Become a master networker
Mastermind Collaboration
Solution-Centered Mindset
Kaleidoscopic Thinking
Full-Spectrum Engagement
Master-Mind Collaboration
Super-Value Creation
“A genius is often merely a talented person
who has done all of his or her homework.”
- Thomas Edison
• Link to market trends
• Tune in to your target audience
• Apply the right business model
• Create an unforgettable brand
• Understand scale-up effects
Elements to Super Value-Creation
Solution-Centered Mindset
Kaleidoscopic Thinking
Full-Spectrum Engagement
Master-Mind Collaboration
Super-Value Creation
“I have more respect for the fellow with a single
idea who gets there than for the fellow with a
thousand ideas who does nothing.”
-Thomas Edison
Strength of Innovative Team Environment
• Motivated, engaged, “present.”
• Strong sense of ownership.
• Better crisis management.
• Mediocrity is standard unit of measure.
• Improvement is accidental.
• Poor individual and team engagement.
Become a Sponsor for Innovative Change
“The investor of today does not
profit from yesterday’s growth.”
- Warren Buffett
• Sponsor Participation
Be actively involved
Be visibly involved
• Build a Coalition of Sponsorship Take lead role in building support
Manage resistance
• Communicate Directly With Everyone Explain why change is necessary
Explain the risks or costs if no change is made
Sponsoring and Investing in Innovative Change
*Prosci 2009
and avoid…
How to ensure…
Strength of Sponsoring Investment and Change
• Above and beyond has no value.
• Steady state is best state.
• Distrust of manager and company.
• Solid foundation for value creation.
• Nurture loyalty toward firm.
• “We can make a difference.”
Create Value for the Organization
“The worst crime against working
people is a company which fails
to operate at a profit.”
- Samuel Gompers
Common Commercial
Success Focus Areas
• Customer Intimacy
• Operational Excellence
• Products and Services
• Quality Management
• Brand Management
Value is in the “Eye of the Beholder”
General Agreement: High Investment Requires
High Return
Low investment, high return route is best, just rare.
• No Easy Way, No Straight
Path: Leap by Leap
• Exponential Effort:
Exponential Results
• Consistency: Time,
Awareness, Effort,
Investment and Sponsorship
Innovation and Value Creation are Incremental
Bibliography
Edison, T. (n.d.). Retrieved December 3, 2014, from
www.thomasedison.org/index.php/education/edison-quotes/
Effective assessments. (n.d.). Retrieved December 3, 2014 from
www.kornferry.com/products/assessmentsoverview
Executives and senior leaders: Importance and role. (n.d.). Retrieved
December 3, 2014, from
www.change-management.com/tutorial-job- roles-mod3.htm
Gelb, M., & Caldicott, S. (2008). Innovate Like Edison: The Five-Step System
for Breakthrough Business Success. New York: Plume.
Glaser, J. (2014). Conversational intelligence: How great leaders build trust and
get extraordinary results. Brookline: Bibliomotion.
Goleman ET. (n.d.). Retrieved December 3, 2014, from
www.sonoma.edu/users/s/swijtink/teaching/philosophy_101/paper1/goleman.htm
Goleman, D. (2004, January). What Makes a Leader? Retrieved December 3,
2014 from https://hbr.org/2004/01/what-makes-a-leader
HRPersonality online assessment center for employee selection, team building,
leadership and career development. (n.d.).
Retrieved December 3, 2014, from http://www.hrpersonality.com
Life Styles Inventory™ (LSI). (n.d.). Retrieved December 3, 2014, from
www.human-
synergistics.com.au/Solutions/DevelopingIndividuals/LifeStylesInventoryIndividual
.aspx
Bibliography
Bibliography
Measure Key Competencies that Leaders Must Have in 2014 and Beyond!
(n.d.). Retrieved December 3, 2014, from
www.assessmentspecialists.com/solutions/competency-
analysis?_kk=management%20competency20test&_kt=c8d3da7d-73ac-41fc-
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On self-awareness—Daniel Goleman. (n.d.). Retrieved December 3, 2014, from
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Simmons, D. (1999). Selective Attention Test. Retrieved December 3, 2014
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The Myers & Briggs Foundation—MBTI® Basics. (n.d.). Retrieved December 3,
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This presentation was created by WatchWorks Management Consulting LLC under special agreement with the Wisconsin School of Business, Center for Professional and Executive Development.
Bibliography