learning and development director · meeting leadership challenges leadership challenges 2019...
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©Advanced People Strategies Ltd 2020
Advanced People Strategies
Learning and Development DirectorRob Field
©Advanced People Strategies Ltd 2020
Charismatic or Humble leaders Does it really matter?
CHARISMA HUMILITY
Selecting and Developing Talent in a Digital World
©Advanced People Strategies Ltd 2020
Charisma is “a compelling attractiveness that can inspire devotion in others...”
Humility is “freedom from pride or arrogance: the quality or state of low self-preoccupation…”
Charisma & Humility Definitions
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Objectives:
Share the latest research on leadership and what makes a high performing leader in a digital world.
1.How proven techniques can be adapted to be successful in todays fast paced, agile world.
2.Share examples of how we apply this with clients in a real world scenario
3.
©Advanced People Strategies Ltd 2020
The challenge for HR & L&D (and the organisation!)
Self-managed versus
organisationally-led
development Tactical self-
management versus organisational skill
gaps
Leaders with different
ability levels, requiring skills
at different times
Proactively preparing leaders
to be ready for senior positions and pressure to
not wait
Leaders in different time
zones How to get
everyone together to make decisions
Evidence that the crucial
skills needed for growth are
acquiredDemonstrate the
expected ROI
Budget constraints
How to do more with less, how to
support the smaller divisions
Geographical spreadDispersed workforce
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50% of
managers FAIL
About 66% are
ineffectiveHogan, et al., (2011)
The challenge for HR & L&D (and the organisation!)
95% of HR
Leaders say Burnout
is biggest threat to
employee turnover
Harvard Business Review 2019
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Meeting leadership challenges
Leadership Challenges 2019
Leading a Team Inspiring Others Developing Employees
Guiding Change Managing InternalStakeholders
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Meeting leadership challenges
Leadership Challenges 2019
Leading a Team Inspiring Others Developing Employees
Guiding Change Managing InternalStakeholders
Has this really changed? The methodology has!!
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Digital Transformation
“Digital transformation does not necessarily mean something ‘new’Instead, technology allows companies to rapidly experiment with new ideas, often borrowed from other sectors.
“The most successful ‘new’
approaches are quite often updated versions of established practices, using
the latest technology.”
Prof Feng Li, of Cass Business School Prof Feng Li, of Cass Business School
”
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Rapid assessment of motivations & personality
ICEBERG MODEL
Behaving
Relating
Feeling
Thinking
Cognition|Values
Experiencing Experiencing
EverydayUnder
pressure
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When organisations are working to identify new leaders, too often they gravitate toward those who are charismatic, narcissistic, and inappropriately self-confident. These individuals tend to emerge because they are well-liked and masters in the art of office politics. However, decades of data and research prove that people with these characteristics are extremely ineffective leaders, and can ultimately destroy the organisations they have been chosen to serve.
Bob Hogan
Emergence vs Effectiveness
Real Managers: Emergence vs. Effectiveness
▪Luthans’ landmark research is often ignored.▪Studied 457 managers from different organisations over 4 years.▪Used assessments, interviews, ratings, and behaviouralobservations.▪Gathered performance data at end of study.
▪Concerns leader Effectiveness.
▪Found 11 Fortune 1000 companies with 15 years of mediocre performance and then 15 years of superior performance.
▪The CEOs of the companies with superior performance were humble and competitive—not high emergent or charismatic.
▪Say goodbye to the myth of charismatic leadership.
Jim Collins: Good to Great
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• Spend time networking• Ambition to get ahead• Self promote• Less open to feedback
• Spend time working with their teams• Ambition is for the organisation not
themselves• Recognise achievements of others• Open and coachable
EMERGENT EFFECTIVE
Great leaders in 2020 and beyond?
"I can take this company to the next level"
Beware the leader who says
It might sound like…
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“I can make America great again”
Great leaders in 2020 and beyond?
• Spend time networking• Ambition to get ahead• Self promote• Less open to feedback
• Spend time working with their teams• Ambition is for the organisation not
themselves• Recognise achievements of others• Open and coachable
EMERGENT EFFECTIVE
"I can take this company to the next level"
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Humility or Charisma?
Why do the 50% Fail?
Focus on
efficiency &
execution NOT
People
Which would you prefer, charismatic leaders or Humble leaders?
Show of hands
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Charisma or Humility?
What's the impact of too much?
Narcissism; Politicking;
maintaining silos; Bullying
What's the impact of too humble?
Fly under the radar and get
overlooked
CHARISMA HUMILITY
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• BOLD• MISCHIEVOUS• COLORFUL• IMAGINATIVE
Charisma cluster – Hogan Development Survey (HDS)
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BOLD Socially poised, arrogant, and entitled
MISCHIEVOUS Charming, manipulative, and impulsive
COLORFUL Smart, interesting and self-dramatizing
IMAGINATIVE Creative, impractical, and eccentric
Charisma cluster – Definitions
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Humility
Source: Vergauwe, Wille, B., Hofmans, J., Kaiser, R., & De Fruyt, F. (2018) The Double-Edged Sword of Leader Charisma. Journal of Personality and Social Psychology, 114, 110-130.
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On your tables, rapidly rank the profiles 1-3Based on the data available
Notice what you focused on. Was it:
• Flight risk?• Performance?• Revenue?• Strengths?• Development needs?
Table Exercise
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Managers
Mirco Alsharek
Cathy Ailsbury
Carlia Hoffa
Christophe Rackets
Dimitrios Manolas
View candidates side by side to understand strengths and shortcomings : Who stands out? HOGAN CONFIGURE
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Executives
Christophe Rackets
Carlia Hoffa
Cathy Alisbury
Mirco Alsharek
Dimitrios Manolas
View candidates side by side to understand strengths and shortcomings : Who stands out? HOGAN CONFIGURE
©Advanced People Strategies Ltd 2020
View candidates side by side to understand strengths and shortcomings : Who stands out? HOGAN CONFIGURE
Executives
Christophe Rackets
Carlia Hoffa
Cathy Alisbury
Mirco Alsharek
Dimitrios Manolas
Managers
Mirco Alsharek
Cathy Ailsbury
Carlia Hoffa
Christophe Rackets
Dimitrios Manolas
©Advanced People Strategies Ltd 2020
Larger groups or specific roles – Competency reports to rapidly assess job fit
321
4
9 Job Families
64 competency/skill areas
Each job family is made up of 8-10 competency areas.
You can create a profile out of any 10 competencies
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Managers
Mirco Alsharek
Cathy Ailsbury
Carlia Hoffa
Christophe Rackets
Dimitrios Manolas
Rapid Adaptable Assessment Agile Leadership Development
Closing the gap is the next challengeIn our digital world it is possible.
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Diversity & InclusionGeographically dispersed
Why virtual skills development? : Ongoing challenges to HR and L&D
• Global involvement?• Cross cultural reach?• No travel cost/time?• No external venue cost?• Flexible attendance?• No need for minimum numbers
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Flexible skills development
Why virtual? : Flexible programme
Assessing and developing against the same domains
Decision making
Developing people
Driving change
Driving performance
Driving strategy
Inspiring others
Leading others
Managing conflict
Managing resources
Team building
Accountability
Caring about people
Dealing with ambiguity
Dependability
Driving for results
Flexibility
Handling stress
Overcoming obstacles
Planning & organising
Taking initiative
Customer focus
Influencing others
Leveraging diversity
Leveraging people skills
Listening to others
Negotiating
Networking
Relationship building
Teamwork
Verbal communication
Anticipating problems
Driving innovation
Leveraging work skills
Political savvy
Presenting to others
Processing information
Sales focus
Setting goals
Solving problems
Written communication
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Tap into data, digital and virtual to develop skills, not just knowledge
HBR suggests leaders should:• Get feedback• Engage in self-observation• Practice self management
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Why virtual? : APS Cloud applications
Virtual Leadership Development
Development/Assessment centreWebinars
CoachingBlendedLearning
Supporting:
Transitioning
Onboarding
Talent development
Enhance L&D programmes
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Final Thoughts
Charisma destroys engagement. Organisationsthat value charisma often overlook their most effective leaders.
The next generation of effective leaders may be hidden in plain sight. In this fast-paced digital world we need to leverage data to identify and develop leaders who have the potential to create agile organisationsthat thrive.
Humility creates engagement but it needs to be accompanied with competence.
1. 2. 3.
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Look out for the post event communications from APS in your email inbox
Sample ReportsDr Robert Hogan
video presentation on Humility
Related articles on todays topics
Whitepapers Hogan Validity Evidence
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Stand Number 65
Come and see us afterwards on stand 65
©Advanced People Strategies Ltd 2020
Advanced People Strategies
Learning and Development DirectorRob Field