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Lessons from the Top Deck: Leveraging Personality Data to Identify and Develop Effective Leaders Todd Harris

, Ph.D. PI Worldwide
Admiral Todd Fisher & Lori Wieters, Ph.D. TriWest Healthcare Alliance

Today’s Roadmap
 Here is where we will be going over the next 90 minutes:
 The evolving leadership context.

 The personality-leadership connection.
 Fortune 100 mini-case.  Building TriWest’s leadership development model.  Daily application of the TriWest leadership model.  Lessons learned and Q&A.

The world of work has changed more rapidly in the past 15 years than in the prior 100.

Fundamental Forces
 How does the workplace of today and tomorrow differ from that of yesterday?  Eight fundamental forces:
– – – – – – – – Technology. Diversity. Teams. Personality Fit. Work/Non-Work Balance. Change. Learning. Leadership.

 These forces multiply one another.

The Modern Leadership Mandate
  The definition of leadership effectiveness in the 21st Century is heavily influenced by personality characteristics. The three leadership imperatives for a F100 Consumer Products Company:
1. 2. 3. “Setting the Table” “Taking Others on the Ride” “The Right Results the Right Way”

  

Applies to leaders at all levels. Is tightly connected to business strategy. Blends results and behavior.

Develops a shared mindset, target and focus.

The Personality-Leadership Connection  Personality predicts leadership performance.  VP of Organizational Effectiveness: “How you will lead is determined by who you are.”  Use personality data to:
– Select future leaders at all levels. – Help leaders transition to new levels/roles. – Improve the performance of current leaders.

Research Findings
 At least 25% of a leader’s overall effectiveness can be directly traced to personality.

 Effectiveness as measured by:

1. Team, Unit, and Organizational $$ Performance 2. Individual and Team Satisfaction and Functioning 3. Supervisor Ratings

 This relationship holds across “levels” of leadership.  Correlations may even be stronger for specific leadership competencies and tasks such as customer focus, motivating others, setting priorities, etc.

The Good and the Bad of Leadership

 

Good leadership and bad leadership may be qualitatively different things. Personality predicts and influences what a leader SHOULD do: – Act modestly and humbly. – Foster team spirit, etc. And what a leader SHOULDN’T do: – Betray trust. – Act arrogantly or insensitively, etc. Countless empirical studies have indicated that the baseline of managerial incompetence is at least 50%.

The vast majority of these studies highlight the role of personality as THE key issue.

F100 Transportation Company Mini-Case

Leader Selection:
– –
• • •

10-year study of progression of 312 “high-potential” leaders Those who fulfilled potential were differentiated by:
PI Profile: Conscientious, Precise, Self-Disciplined Higher General Cognitive and Analytical Reasoning Abilities Came from two of the company’s six primary business units

“Crash and Burns” had distinctive PI’s as well. Targeted behavioral feedback for current top-talent to create enhanced self-awareness. Extra attention paid to those switching roles (e.g. tactical vs. strategic). 91% of participants have felt the program to be valuable.

Leader Development:
– – –

Leaders Matter

Thank you!
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