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What’s YourRoadmap for Cultivating Leadership?

Carol E. MurrayPrincipal

The Lifework Institute

Donald M. WisePresident & Chief Executive Officer

Metzler Real Estate

Moderated byPresented by

2 Habits of Top-Rated LeadersLearning from the Best

“We are what we repeatedly do. Excellence, therefore, is not an act but a habit.” - Aristotle.

Morning reflection and planning Evening insight and resolve

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Which of these 15 competencies is most highly correlated to leadership effectiveness and business results?

Source: Mastering Leadership by Robert J . Anderson and Will iam A. Adams, Wiley Publishing, 2015.

Poll

1. Achieves results2. Ambition3. Collaborator4. Composure5. Decisiveness6. Driven7. Fosters Teamwork8. Integrity

9. Interpersonal Intelligence10. Mentoring & Developing11. Personal Learner12. Purposeful and Visionary13. Selfless Leader14. Strategic Focus15. Sustainable Productivity

#3: Interpersonal Intelligence, Strategic Focus, Mentoring and Developing, Collaborator, Sustainable Productivity (between .82 and .84)

Competencies Most Highly Correlated to Leadership Effectiveness

Interpersonal Intell igence

Strategic Focus

Sustainable Productiv ity

Mentoring and Developing

Collaborator

Source: Mastering Leadership by Robert J . Anderson and Will iam A. Adams, Wiley Publishing, 2015.

#2: Fosters Teamwork = .89Competencies Most Highly Correlated to Leadership Effectiveness

Fosters Teamwork: The leader’s ability to foster high-performance teamwork among members who report to him/her, across the organization, and within teams in which he/she participates.

Source: Mastering Leadership by Robert J . Anderson and Will iam A. Adams, Wiley Publishing, 2015.

Collaborator

Mentoring & Developing

SustainableProductiv ity

Strategic Focus

Interpersonal Intell igence

Fosters Teamwork

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#1: Purposeful and Visionary = .91Competencies Most Highly Correlated to Leadership Effectiveness

Purposeful and Visionary: The extent to which the leader clearly communicates and models commitment to personal purpose and vision.

Source: Mastering Leadership by Robert J . Anderson and Will iam A. Adams, Wiley Publishing 2015

Collaborator

Mentoring & Developing

SustainableProductiv ity

Strategic Focus

Interpersonal Intell igence

Fosters Teamwork

Purposeful and Vis ionary

Competencies Most Highly Correlated to Leadership Effectiveness(#1) Purposeful and Visionary

+(#2) Fosters Teamwork

.94 correlation to leadership effectiveness

AND business results=

Source: Mastering Leadership by Robert J . Anderson and Will iam A. Adams, Wiley Publishing, 2015.

FostersTeamwork

Purposeful and Vis ionary

Combined

What is the work of leaders?

Getting from

Point BPoint A

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Entails three phases:What is the work of leaders?

Create/refine a vision or desired

outcome

Engage others to own the vision & work together to

get there

Create conditions for successful execution

1 2 3

Strengths Used in the Leading Process

VisionAlignment

andOwnership

Execution

Crafting and refining VISION

and bringing it alive

Building ALIGNMENT and OWNERSHIP

(engaging the Head, Hands, and Heart)

Supporting EXECUTION by

creating conditions for success

Research: Everything DiSC Work of Leaders Assessment.

Strengths Used in the Leading Process

• Decisiveness• Addressing problems• Attention to detail• Decide independently• Push forward / urgency• Get stuff done• Measure progress• Present information / explain

rationale

Execution

Supporting EXECUTION by

creating conditions for success

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VisionAlignment

andOwnership

Execution

• Decisiveness• Addressing problems• Attention to detail• Decide independently

• Push forward / urgency• Get stuff done• Measure progress• Present information /

explain rationale

When Strengths Become HINDRANCES in the Leading Process

Framework for Enhancing Leadership

Alignment and

OwnershipExecutionVision

• Do we have the right vision?• Is everyone clear on where

we’re headed? • Do we all have the same

outcomes in mind?• Is everyone clear on why it

matters?• Have we tested our

assumptions?

• Are the people excited about what needs to be done?

• Have they “weighed in”?• Do they own it?• How do I know?

• Have we created conditions for successful execution?

• Do they have the tools and resources necessary?

• Are the right plans in place?• Do we have feedback

mechanisms and milestones in place?

• How are we learning fromwhat we are doing?

Building and Maintaining Alignment and Ownership“A vision without a task is but a dream,a task without a vision is drudgery,a vision and a task is the hope of the world.”- Anonymous, from a church wall in Sussex, England, c. 1730

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Building and Maintaining Alignment and Ownership• More than half the leaders surveyed report little or no

training or guidance in the practice of building “alignment.”• Only 47% report having a clear understanding of what

“building alignment” even means.

Source: The Work of Leaders: How Vis ion, Alignment and Execution Will Change the Way You Lead, Wiley, 2013.

Building and Maintaining Alignment and Ownership“Alignment refers to the act of getting buy-in for the vision from everyone who will have a role in making it a reality. Alignment ensures that people are on the same page, both from a task and an emotional perspective.”

Research: Everything DiSC Work of Leaders Assessment.

Building and Maintaining Alignment and Ownership

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Just How Much Does Alignment Matter?

When leader fails to achieve alignment

When leader achieves alignment

Confusion Clarity of goals and roles

Complaining Resourcefulness

Compliance and apathy Ownership and accountability

Low morale High morale

Internal competition and strife Collaboration and support

Poor execution Can-do attitude and results

Gossip Adults showing up to work

Building and Maintaining Alignment and Ownership

Building Alignment through Inspiration“If you want to build a ship, don’t drum up people to collect wood and don’t assign them tasks and work, but rather teach them to long for the endless immensity of the sea.”- Antoine de Sainte-Exupery

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Framework for Enhancing Leadership

Alignment and

OwnershipExecutionVision

• Do we have the right vision?• Is everyone clear on where

we’re headed? • Do we all have the same

outcomes in mind?• Is everyone clear on why it

matters?• Have we tested our

assumptions?

• Are the people excited about what needs to be done?

• Have they “weighed in”?• Do they own it?• How do I know?

• Have we created conditions for successful execution?

• Do they have the tools and resources necessary?

• Are the right plans in place?• Do we have feedback

mechanisms and milestones in place?

• How are we learning fromwhat we are doing?

2 Habits of Top-Rated LeadersBuilding Alignment through Inspiration

“We are what we repeatedly do. Excellence, therefore, is not an act but a habit.” - Aristotle.

Morning reflection and planning Evening insight and resolve

Tips for Leadership Development§ Decide which competency to develop and why it

matters.

§ Become a student. Immerse yourself in learning.§ Start a new habit.§ Keep it “top of mind” on a daily basis.§ Create opportunities to practice the new habit

when it is easy.

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Resources Available for ULI MembersWant Your Personal Leadership Roadmap?Consider utilizing one or both of these self-assessment instruments:

§ The Leadership Circle Profile Self Assessment – free once you purchase the book Mastering Leadership

§ The Everything DiSC Work of Leaders – Vis it ourLEADERSHI PMATT E RS.co m where you can download a sample report and purchase with a s ignificant discount

For additional information about the tools, resources, and books mentioned today, or to sign up for weekly Carol’s Comments, inspirational quotes designed to help you keep your leadership practices top of mind, visit:

OurLEADERSHIPMATTERS.com

Find resources for ULI Members including: § a white paper on “Tips for Developing Leadership Competencies”§ other useful books for organizational effectiveness and teambuilding

Question and Answer Session“Effective leadership is not about making speeches or being liked; leadership is

defined by results not attributes.” - Peter Drucker

“Leaders don’t create followers. They create more leaders.” - Tom

Peters

“Before you are a leader, success is all about growing

yourself. When you become a leader, success is all about

growing others.” - Jack Welch

“Leadership is the ability to translate

vision into reality.” -Warren Bennis

“Leadership is a series of behaviors rather than a role

for heroes.” - Margaret Wheatley

“The key to successful leadership is influence, not

authority .” - Kenneth H. Blanchard

“The pess imist complains about the wind. The optimis t

expects it to change. The leader adjusts the sails .” -John

Maxwell

“As we look into the next century , leaders wil l be those who empower others.” - Bil l

Gates

“Management is doing things right; leadership is doing the right things.” -

Peter Drucker

“If your actions inspire others to dream more, learn more, do more, and become more,

you are a leader.” - John Quincy Adams

Competencies Most Highly Correlated to Leadership EffectivenessA mbi t i on

Dri ven

S el f l ess Leader

Integri t y

Composure

A chi eves resul t s

Deci si veness

P ersonal Learner

Col l aborator

Mentori ng & Devel opi ng

S ustai nabl e P roduct i vi t y

S t rategi c F ocus

Interpersonal Intel l i gence

F osters T eamwork

P urposeful & V i si onary

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§ Interpersonal Intelligence: the interpersonal effectiveness with which the leaders listens, engages in conflict and controversy, deals with the feelings of others, and manages his/her own feelings.

§ Strategic Focus: the extent to which the leader thinks and plans rigorously and strategically to ensure that the organization will thrive in the near and long term.

§ Mentoring and Developing: the leader’s ability to develop others through mentoring and maintaining growth-enhancing relationships.

§ Collaborator: the extent to which the leaders engages others in a manner that allows the parties involved to discover common ground.

§ Sustainable Productivity: the leader’s ability to achieve results in a way that maintains or enhances the overall long-term effectiveness of the organization. It measures how well he/she balances human/technical resources to sustain long-term high performance.

Competencies Most Highly Correlated to Leadership Effectiveness