Leadership Style and Personal Impact

Tony Mayo Indus Tower June 12, 2013

Agenda
1. 2. 3. 4. Dilemmas of Leading and Managing Understanding Your Leadership Style Building Emotional Intelligence Connecting Style and EQ

DILEMMAS OF LEADING AND MANAGING

Leadership vs. Management

Role Goal Three fundamental tasks
Decide what needs to be done

Manager Leader Cope with Complexity Cope with Change

Planning and budgeting Setting direction

Create network of people to do it

Organizing and staffing

Aligning people

Ensure that it gets done

Controlling and problem solving

Motivating and inspiring

Source: John Kotter

Leading and Managing

High

Leading
Setting Direction Aligning People Motivating and Inspiring

Low Low High

Managing
Planning and Budgeting Organizing and Staffing Controlling and Problem Solving
Source: John Kotter

Understanding What the Situation Needs

Start-Up Sustaining Success Turnaround Realignment

More leadership, less management

Challenges & Resources

Challenges
Building structures and systems from scratch Building a cohesive highperforming team Making do with limited resources Living in the shadow of a strong leader and the team that he/she built Playing good defense Finding ways to take the business to the next level

Situation Startups

Resources
No preexisting rigidity in peoples thinking People are energized by new possibilities Ability to set your own foundation A strong team may be in place People are motivated to succeed Foundation for continued success (pipeline)

Sustaining Success
Need to balance leadership and management

Adapted from: Michael Watkins, Taking Charge in Your New Leadership Role

Heavy initial emphasis on leadership, followed by management

Challenges & Resources

Challenges
Re-energizing demoralized employees or other stakeholders Time pressures Fear

Situation

Resources
Everyone recognizes that change is necessary, less internal rivalry Small wins can go a long way Can be more directive The organization has significant pockets of strength People want to see themselves as successful

Turnaround

Realignment
More leadership break out of old ways

Convincing employees that change is necessary Restructuring the top team Building a coalition of support for a new vision

Adapted from: Michael Watkins, Taking Charge in Your New Leadership Role

Dilemmas of the Leading and Managing

Tension between leading and doing Tension between short-term execution and longterm strategic development needs Time management is an issue often feel out of control on at least one role and some level of guilt Danger of abandoning one of the two roles

Three Personal Solutions

1. Develop an Agenda

2. Cultivate Your Network

3. Leverage Yourself

Solution #1: Develop an Agenda

Why?
A clear idea of your long-term goals An understanding of what you must accomplish to get there A screen to judge which activities are most important A means to make choices about how to spend your time

Your Agenda
What is the agenda for my group? What are our top 3 priorities? What are our key success factors? Are there any changes in the firm or competitive environment on the horizon that might impact our agenda?

Solution #2: Cultivate Your Network

Given your agenda, who are you dependent on now? Six months from now? Describe the quality of your relationships?
mutual expectations mutual trust mutual influence

Do you see any patterns in how effective your relationships are and characteristics of the other party (level, function, demographics, style)? What can you do (strategy and tactics) to improve your network?

Dependencies Chart
No Commitment Let it Happen Help it Happen Make it Happen

Key Players

1.

2.
3. 4. 5.

Choosing Work Partners

Likeability
Below Average Above Average Above Average

Competence

Competent Jerk

Lovable Star

Below Average

Incompetent Jerk

Lovable Fool

Source: Tiziana Casciaro

Solution #3: Leverage Yourself

Develop your people
Provide ongoing feedback and coaching Delegate more

Establish a learning culture

Encourage individuals to take charge of their own development

Understand your own leadership style and tendencies

UNDERSTANDING YOUR LEADERSHIP STYLE

Sources of Leadership Style

Style

Personality

Values
Culture

Experience
Development

Organization

Sources of Leadership Style

Style

Personality

Values
Culture

Experience
Development

Organization

Choosing a Style
No one style is best. Not all styles are equally effective.

Effectiveness depends on fit with self and situation.

fit Self Style

fit Situation

Alignment of Style
Alignment and Fit Misfit

Situation

Self

Self

Style

Style Situation

Calibrating Leadership Style

Stretch Opportunities: ~ Aligned with goals ~ Practice new behaviors ~ Some discomfort

Misfit: ~ Searching for new goals ~ Requires new identity ~ Inauthentic this is not me

Your Leadership Style

Structure & Direction 1. Where would you put yourself? 2. If I polled (anonymously!) the people that report to you, where would they put you?

Directive

Participative
Coaching

Support & Development

Repertoire of Leadership Styles

Leadership Style Directive Visionary Affiliative Participative Command and control. Gain employee support by expressing challenges and opportunities in organizational context. Emphasizes the employee and his or her emotional needs. Collaborative and democratic.

Pacesetting
Coaching

Leading by example and personal heroics.

Focus on long-term employee development and mentoring.
Source: Leadership Run Amok in Harvard Business Review, June 2006

Repertoire of Leadership Styles

Leadership Style When Most Effective
Directive Visionary Turnarounds Most business situations, but especially realignments and change initiatives
Building team morale and trust

Cautions
Regular use can undermine morale Could stifle bottom-up creativity if seen as overbearing

Affiliative

Should not be used alone; lacks a performance focus Could lead to analysis-paralysis; endless meetings and no decisions Could crush flexibility and lead to micromanagement Not effective if leader has little to offer in the way of advice or if employees are not open

Participative Pacesetting Coaching

When a leader is not the expert and/or when team buy-in is needed When team is self-motivated, competent, and task-focused When employees are open to feedback and advice

Assessing Your Style

Individual
Support Learning & Development Improvisation Long-term Bottom-up

1 1 1 1 1 1

2 2 2 2 2 2

3 3 3 3 3 3

4 4 4 4 4 4

5 5 5 5 5 5

Collective
Confrontation

Performance

Structure Short-term Top-down

Source: Hill, Brandeau, Stecker

Impact of Style on Organizational Culture

High Support and Trust

Country Club Context

High Performance Context

Low

Low Performance Context

Burnout Context

Low

High

Performance Management

BUILDING EMOTIONAL INTELLIGENCE

Best Boss/Worst Boss Exercise

Characteristics of Best Boss Characteristics of Worst Boss

More than Just IQ

Communication Adaptability Personal Management Interpersonal Effectiveness Organizational Effectiveness Being able to listen, converse and present Creative and constructive responses to setbacks and obstacles Motivation to work, pride, a desire to develop Teamwork, co-operation, the skills to negotiate Leadership potential, the desire to make a contribution
Daniel Goleman

What is EQ?

The capacity for recognizing our own feelings and those of others, for motivating ourselves, for managing emotions well in ourselves and in our relationships.
Daniel Goleman

The Two Faces of Leadership

IQ
Competence

EQ
Connection

Key Differentiators by Level

EQ / Leadership

Management Skills

Technical & Analytical Skills

The Conceptual Model of Emotional Intelligence

SELF AWARENESS OTHERS the characteristics that help us deliver individually and through others
working co-operatively addressing and resolving conflict influencing individuals and groups

Self Awareness

Social Awareness

ACTIONS

motivating a colleague
inspiring a team

Relationship Self Management Management

developing or mentoring others

performance

The Conceptual Model of Emotional Intelligence

SELF AWARENESS OTHERS the characteristics that help us deliver individually and through others
working co-operatively addressing and resolving conflict influencing individuals and groups

Self Awareness

Social Awareness

ACTIONS

motivating a colleague
inspiring a team

Relationship Self Management Management

developing or mentoring others

performance

The Conceptual Model of Emotional Intelligence

SELF AWARENESS OTHERS the characteristics that help us deliver individually and through others
working co-operatively addressing and resolving conflict influencing individuals and groups

Self Awareness

Social Awareness

ACTIONS

motivating a colleague
inspiring a team

Relationship Self Management Management

developing or mentoring others

performance

Self-Awareness
SELF AWARENESS
Recognizing my emotions Insight into how my emotions

OTHERS

Self Awareness

Social Awareness

impact others
Know my own strengths and

weaknesses
Self-confident

ACTIONS

Self Management

Relationship Management

Self-Management Fire and Brakes

Achievement Orientation

AWARENESS

strive to meet or exceed standards of excellence

Positive Outlook see

SELF

OTHERS

Self Awareness

Social Awareness

Self-Control keep destructive

ACTIONS

opportunities rather than threats; persist despite obstacles and setbacks

emotions and impulses in check, especially under pressure

Adaptability open to change

Self

Management

Relationship Management

and new ideas; can juggle multiple priorities

Your Response When Adversity Strikes

Avoid ignore, postpone, deny. Survive simply try to make it through and come out alive. Cope find ways to deal with underlying problems and deal with the negative toll. Manage actively use tools/strategies to work with adversity. Harness convert adversity into fuel to promote learning, growth, and achievement.

When Adversity Strikes

C
Control

To what extent do you think you can influence whatever happens next? How likely are you to try to do something to improve the situation, regardless of your role? How far does it reach? How big or bad do you think it will be? How large a shadow does it cast over all your activities? How long do you think it will last or endure?
Stotlz, Adversity Quotient @ Work, 2000

O
Ownership

R
Reach

E
Endurance

How the Elements Interact

Your Involvement in the Situation:

C
Control

&

O
Ownership

Mutually reinforcing: The more Control you feel, it is more difficult to deflect accountability. As you take more Ownership, you feel a greater sense of Control over the situation.

Magnitude of the Issue:

R
Reach

&

E
Endurance

Interdependent: If you believe adversity is far-reaching, it is more likely that it will Endure. The longer you believe an adversity will last, there is greater likelihood that it will Reach into more aspects of your life.
Stotlz, Adversity Quotient @ Work, 2000

Social Awareness Tuning In/Curiosity

SELF AWARENESS OTHERS

Empathy sense others feelings

Self Awareness

Social Awareness

and perspectives and take an active interest in their concerns (Individual Focus)
Organizational Awareness read

ACTIONS

a groups emotional state and power relationships (Group Focus)

Self Management

Relationship Management

Relationship Management Making a Difference

Influence build consensus and support

SELF AWARENESS

OTHERS

for ideas and suggestions (requires empathy)

Inspirational Leadership inspire

Self Awareness

Social Awareness

people and bring out their best (purpose)

Coach & Mentor take an active

ACTIONS

interest in the developmental needs of others

Self Management

Relationship Management

Conflict Management negotiate and

resolve conflict; ensure fair process

Teamwork build team spirit and

identity; collaborate with others toward a shared goal

Inspirational Leadership
Logos logic of the argument Pathos emotional impact of the argument Ethos values represented or expressed by leader

Logos

Ethos

Pathos

CONNECTING STYLE AND EQ

Connecting Style to EQ Competencies

Directive
Achievement, emotional self-control

Visionary
Empathy, inspirational leadership, adaptability, influence

Affiliative
Empathy, positive outlook

Participative
Teamwork, empathy

Pacesetting
Achievement, organizational awareness

Coaching
Coach and mentor, empathy, self-awareness

Why Building EQ is Challenging

Unaware of impact of our behavior on others. Trapped by the three Es ego, emotions, and escalation. Hardwired to make a series of predictable mistakes or errors. Unaware of institutional and cultural issues, norms, or customs. Building self-awareness is difficult.

Source: Bordone, 2012

Causes of Partisan Perceptions

Data availability and selection varies
We each have access to different data We pay attention to different data We tend to pay more attention to data that confirms existing perceptions and experiences We shut out or dismiss disconfirming data

We interpret data differently Group dynamics can reinforce perceptions

Fundamental Attribution Error

When we watch people behave, we tend to see their behavior as being caused by something about them When we explain our own behavior, we are far more conscious of the pressures of the situation Behavior is shaped profoundly by situational factors

Separate Impact and Intent

Aware of
Our action Our intentions

Unaware of
Impact on others

Action of the other

Their impact on us

Their intentions

Source: Bordone, 2012

Balancing Advocacy and Inquiry

Stalemate

High

Imposing Positions

Mutual Learning

Advocacy
Withdrawal

Potential Inaction

Low
Low Inquiry High

When Others Are Emotional

Typical Reaction Minimize:
Calm down Its not that bad

Consider Listening and acknowledging before joint problem solving

Problem Solve:
What you need to understand is? Heres the answer

Source: Program on Negotiation, HLS , 2008

Emotionally Intelligent Leaders

Listen more than they talk Emphasize the hows and whys, instead of simply telling people what to do Engage team members and recognize their contributions rather than continually criticizing and correcting their mistakes Understand what energizes and engages people on their teams and create environments that foster that energy Adapt style to fit individuals and situations

Knowing Your Direct Reports

High Will

Guide
(Structure & Coach)

Delegate Challenge:

Low Will

Direct

Support & Push (up or out) High Skill

Source: Blanchard & Hersey

Low Skill

Thank You