What’s This? Derailment Now, what does that look like when it happens to a leader? What’s This? Derailment: The distinguishing traits and behaviours of managers and executives who were identified early as “fast track,” successfully advanced, and subsequently failed. The Process of Derailment • A strength no longer matters • A strength can become a weakness • An untested skill can become a liability • A flaw is suddenly revealed • A “blind spot” can become apparent Why Do Leaders Fail? Often, it’s why they were successful in the first place! Others see: • Smart and extensive technical knowledge • Help from above • Desire to succeed • Impressive track records Derailment – General Research • Decline in business performance • Insensitive, abrasive style • Inflexible • Inability to be strategic • Overly ambitious • Runs out of gas • Seen as untrustworthy • Takes failure poorly • Over-manages • Avoids feedback • Poor staffing decisions Derailers Top Reasons for Derailment 1 3 2 4 Difficulty in making strategic transitions Inability to attract & develop talent Poor treatment of others (too ambitious, abrasive, lack of composure) Inability to execute through influence Additional Behaviours to Consider: Inability/Unwillingness to Roll Up Sleeves Resistant to Change Risk Averse Defensive Micro-Manager Arrogant Technical Expert without Leadership Skills Discussion • Have you seen someone derail? • What contributed to this? • What’s the impact of these behaviours on those who work with or for them? “The reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself. Therefore, all progress depends on the unreasonable man.” — George Bernard Shaw The Challenge of Transition • 48% of new managers continued to operate more as individual contributors than team leaders or wide-scope business thinkers • Challenges transitioning to manager role: • Doing vs. managing • Managing former peers • Letting go of being the expert • Lack of time to get things done • Producing results vs developing and coaching people • “Fatal assumptions” tied to mindset Source: ConceptReserve Study Leadership Pipeline Research Transition-Specific Success Factors Chief Executive Senior Executive Business Unit Leader Mid-level Leader Different success factors are required at different levels First-level Leader Individual Contributor Adapted from Charan, Drotter, & Noel (2000) Leadership Pipeline Research Differentiators in the Transition to Mid-Level Leader Mid-level Mid-level Leader Leader Overall focus: planning, execution, and achieving results through others Characteristics: First-level First-level Leader Leader • Initiative • Taking Charge • Energy • Influence • Independence Source: PDI Research Leadership Pipeline Research Differentiators in the Transition to Business Unit Leader Business Unit Leader Overall focus: stretching frontiers, adapting to market pressures, and providing strategic direction Characteristics: Mid-level Leader • Thought Agility • Innovation • Adaptability • Optimism • Risk-taking Source: PDI Research Leadership Pipeline Research Differentiators in the Transition to Senior Executive Senior Executive Overall focus: aligning the organisation with a strategic vision; exercising broad authority and control Characteristics: Business Unit Leader • Vision • Stress Tolerance • Desire for Achievement • Desire for Advancement • Thought Focus Source: PDI Research But Some Things Remain Consistent Individual Contributor First-level Leader Consistent Self-confidence Emotional Control Consideration Responsibility Mid-level Leader Business Unit Leader Senior Executive Implications • Some attributes matter more at specific levels of leadership • Some attributes matter at all levels of leadership • A little self-insight can help: – Place more time and focus on important areas that might otherwise be ignored – Intentional use of helpful tools and frameworks – Search out colleagues and staff who complement strengths – Seek relevant experiences and feedback The 50 Percent Rule What You Need to Add What You Need to Let Go of The Transformation Trilogy Perspectives, priorities, beliefs, attitudes, practices, and routines need to transform. The Transformation Trilogy — Arthur Freedman, 1998 Motivation Achievement Motive Driven to personally accomplish significant outcomes Autonomy Motive Driven to act independently and to express creativity Power/Influence Motive Driven to seek out opportunities for recognition, prestige, authority, and/or control Relationship Motive Driven to seek out opportunities to build strong relationships and/or be of service to others Security Motive Driven to seek work environments that provide safety and stability Balance/Comfort Motive Driven to seek work environments that have variety and place equal emphasis on non-work activities Scoring the Motives Questionnaire • Plot these column totals into the appropriate areas surrounding the graphic. • Your primary motive is the one with the highest score. A. Achievement 9 8 8 7 7 6 6 5 5 4 4 3 3 2 C. Power/Influence 9 8 7 6 5 4 3 2 2 4 5 6 7 8 E. Security 2 1 1 1 1 1 3 9 B. Autonomy 9 1 2 3 4 5 6 7 8 9 D. Relationship 2 3 4 5 6 7 8 9 F. Balance/Comfort Motivation In your group, flipchart the following: • How does this motive impact your leadership at work? • What behaviours and characteristics do you see from someone with this type? • What strategies would you use to coach and motivate someone with this type? • What is the one MOST DEMOTIVATING thing a leader can do? Motivational Strategies Worksheet • Think of the top one or two motives that best describe each of your employees. • Record these two motives for each person in the table provided. • Tick your top two motives. Motivational Strategies Worksheet • Select one employee you would like to motivate. • Use the handout to find the primary motive of the employee you’ve selected – What strategies can you use to motivate this employee? • Turn to the “Tips” page for your own primary motive. – What are the implications of your motive on the way you motivate this employee? Critical Questions: Identity • Who are we? • Who do we want to be? • What do we do that matters to our customers? • As a leader, where do I fit into that value chain? • How do I communicate our identity, dreams, and aspirations? Critical Questions: Change • What is the gap between the present and future we want to achieve? • How much of a transformation needs to occur? Critical Questions: Execution • What needs to need to happen? • What talent is pivotal? • What am I going to drive into the business and through whom? • How do I ensure that work gets done? Critical Questions: Enable Others • How do I, as one of the leaders, help make this happen? • How do I work with other leaders and teams and not just my team? Critical Questions: Stakeholders • Whose views matter? • How and when do I listen to different stakeholders? Summary of Critical Questions Critical Decisions for Leaders Key Element of Leadership Who are we? What do we want to be? Identity, dreams, & aspirations What is the gap between the present and future we want to achieve? Change & Improvement What am I going to drive into the business and through whom? Focus on execution and talent How do I as one of the leaders, help make this happen? Enable others Who’s views matter? Stakeholder awareness Leadership Autobiography: Peer Reflection • Step One: Individual Reflection – Take 15-20 minutes to answer three to five questions. • Step Two: Pair Discussion – Take 10 minutes per person to share what got you to your values as a leader. Then take another 10 minutes total to discuss key similarities and differences. • Step Three: Large Group Discussion – Debrief insights on your leadership values.