Demystifying Derailers
-
date post
21-Oct-2014 -
Category
Education
-
view
1.635 -
download
0
description
Transcript of 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 ®
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
• Founded 1991 • Over 45,000 clients served worldwide • Offices in nearly 130 countries • Founding member of the Association of
Test Publishers • Microsoft Certified Partner
Who We Are
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
We support our clients through the full employee life-cycle, helping them identify the best people for their jobs and then developing them to their fullest potential.
Creating Value for Clients
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
• 11,000 + active clients
• Client base includes 152 Fortune 2000 companies
• Represented in nearly 130 countries
Client Highlights
Financial Services Travel & Hospitality
Technology Healthcare Energy & Utilities
Education & Government
Business Services
Retail & Consumer Financial Services Travel & Hospitality
Technology Healthcare Energy & Utilities
Education & Government
Business Services
Retail & Consumer
Diverse Base of Marquee Clients
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
Clients We’ve Served
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
That Moment in Time
1
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
You See It Coming….
2
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
And then it happens…
3 www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
Derailers How to Help Leaders Manage
their Personal Derailers a presentation brought to you by:
Karen Harty
Demystifying
4
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
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
5
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
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
6
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
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
7
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
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
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
8
It doesn’t have to happen
9
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
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.
10
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
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
11
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
Arrogance
Confidence Gone Awry – Blind belief in own opinions – Lack of openness to others’ perspective – Relies on self – Previous formula worked; therefore, keep repeating
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
12
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
Melodrama Crying Wolf Syndrome
– Center of Attention – Charisma – Speaks in extremes – Elevated Expectations
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
13
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
Volatility Excitability Turns Ugly
- Unpredictable - Jekyll and Hyde
- Extreme mood swings
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
14
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
Excessive Caution
Prudence Becomes Paralysis – Fears mistakes, procrastinates,
& over-analyzes – Obsesses – Seeks others approval in
decision making
15
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
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.
16
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
Aloofness
Cool Headedness Freezes Others Out – Disengages and disconnects – Isolation – Retreats from people who need guidance – Stoic – Prefers closed doors
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
17
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
Mischievousness
Spontaneity Turns Into Chaos – Rules are meant to be broken – Spontaneous and creative by
nature – Under stress, destructively impulsive
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
18
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
Eccentricity
Flair Becomes Weird – Highly stylized – One time flash of brilliance – Launches too many initiatives
19 www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
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
20
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
Detail Orientation Goes Overboard – Gets the little things right – Structure solves every problem – Dislikes uncertainty & ambiguity
Perfectionism
21
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
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
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
22
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
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
23
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
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
24
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
For Example
25
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
Stress Reaches a Boiling Point
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
26
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
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
27
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
28
Examples Abound
• There are very visible examples of public figures who have derailed.
• Some have rebounded. • Others have not. • Examples?
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
“And….How’s that working for you?”
Dr. Phil Attribute: Oldmaison (Charles LeBlanc) at Flickr.com
29
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
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
30
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
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
31
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
The ProfileXT®
ProfileXT® – Twenty Factors that Define an Individual
• Cognitive Capacity • Inherent Personality Traits • Motivational Interests
– Evergreen in Nature
32
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
The ProfileXT® Assessment
Uncovers and Codifies a Person’s Unique Set of Personal Attributes
33
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
The ProfileXT® Assessment
Why It Works: – Self assessment – PERFORMANCE BENCHMARKS – Easy to see fit and challenges – The “Ah Ha” Moment – Self-Management
34
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
Benchmark = The Rails
35
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
What does this tell us
about Mike?
36
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
• High Learning Index • High Assertive • Low Manageability • High Decisive • Low Objective Judgment • High Independence
Remember Mike
37
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
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
38
“We measure our self by our intentions;
others measure us by our behaviors/actions”
39
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
Checkpoint 360
• Taxonomy – 8 Leadership Competencies – 18 Skill Sets – 70 Items
• Perceptual Feedback and Comments from – Boss, Boss’ Boss – Peers – Direct Reports – Others
40
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
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.
41
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
CheckPoint360º™ Feedback Self-Awareness
42
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
Self Awareness Self-Management
• Dialing In
• Dialing Up
• Dialing Down
43
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
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
44
Questions?
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
Contact Us
Profiles Assessment Asia (Pte.) Limited An Authorized Strategic Business Partner of Profiles International
14 , Robinson Road, #08-01A, Far East Finance,Singapore 048545Email: [email protected] Telephone: 65717031Fax: 63334636
Website: http://www.profiles.com.sg
Know your people..Grow your business
Share , Connect and Follow Us