Leadership Summit
Empowering Leaders to Succeed
Leadership Track
The Self-Aware Leader:
Fostering Innovative Team
Environments by Recognizing
Competencies in Self and Others
Leadership Track
Agenda
Topic
Time
Exponential Difficulty: Awareness, Innovation, Value
5 minutes
Strength of Self-Awareness
10 minutes
Strength of Team Awareness
10 minutes
Strength of an Innovative Team Environment
20 minutes
Strength of Sponsoring Investment and Change
10 minutes
Exponential Reward: Awareness, Innovation, Value
5 minutes
Exponential Curve of Effort to Achieve
Value Creation
• Innovative team environments
create commercial value.
• Know yourself and your
team. Be willing to invest in
and sponsor change.
Self Awareness Tools
“Self knowledge is the beginning
of self improvement.”
- Baltasar Gracián
17th century philosopher
Step Into the Unknown
kjkj K N O W
T H Y S E L F
K N O W T H Y S E L F
Why Are Self-Aware Leaders so Valuable?
• Adapt behavior around strengths and weaknesses
• Identify and utilize the abilities of those around them
• Create innovative and supportive team environments
• Invest in developing innovative, commercially-tuned ideas
• Sponsor investment and change arising from innovative environments
• Strive for organizational value creation in everything they do
Promoting Self-Awareness Through Diagnostic
Assessment
Personality, Values and
Preferences
Professional, Technical and
Organizational Competencies
• Myers-Briggs Type Indicator
• Hogan Personality Inventory
• Hogan Motives, Values,
Preferences Inventory
• Intercultural Development
Inventory
• Jung Typology Profiler for the
Workplace
• Leadership Styles Inventory
(LSI1 & LSI2)
• Group Styles Inventory
• Organizational Culture
Inventory
• Hogan Business Reasoning
Inventory
• HoganLead
• KornFerry Voices 360
Feedback
Typical Professional Competencies
1. Action Oriented
2. Drive for Results
3. Ethics and Values
4. Perseverance
5. Process Management
6. Business Acumen
7. Conflict Management
Behavioral competencies must
be observable and measurable.
8. Communication and Change
9. Managing and Motivating
10. Organizing and Planning
11. Strategic Agility
12. Creativity and Innovation
13. Evaluating Talent
14. Managing Vision and Purpose
Essence of Self-Awareness
• Deep understanding of one’s:





Emotions
Strengths
Weaknesses
Needs
Drives
• Neither overly-critical nor unrealistically hopeful
• Honest with oneself and others
*Goleman 2004
Strength of Self-Awareness
• Leverage personal strengths
• Openness to ideas of others
• Conscious competence
• Egocentric delusions
• Unconscious incompetence
• “The world begins and ends with me.”
Know Your Team
“When it comes to understanding
others, we rarely tax our imaginations.”
- Laurence Hill
Know Each Member of Your Team
• Techniques
• Tactics
“In the Moment” Assessment Techniques
Techniques
1. Assessing prior knowledge,
recall and understanding
Tactics
Background knowledge probe
2. Assessing skill in synthesis
and creative thinking
One sentence summary
3. Assessing skill in application
and performance
Directed paraphrasing
4. Assessing skill in critical
thinking
Pro and con grid
“Never let a good crisis go to waste.”
Trying to Answer the Deeper Questions
• How much do we value the employee’s contribution day-to-day?
• Is the employee essential to high team performance?
• Does the employee consistently model critical competencies?
• How far can the employee go in the organization?
• How much should we invest in the employee’s development?
• When will the employee be ready for the next role?
• How high can the employee go in the organization?
• Would the employee’s departure disrupt the team?
• What are we prepared to do to keep the employee?
32 Talent Calibration Matrix™
Potential
High Potential
Narrow/Deep
Performer

Medium Potential
Steady Performer
High Potential
Rising Performer

Medium Potential
Core Performer

Low Potential
Poor Performer
High Potential
Star Performer

Low Potential
Inconsistent Performer
Performance
Medium Potential MissMatched
High Performer
Low Potential
Miss-Matched
High Performer
Strength of Team Awareness
• Higher volume output
• Efficient assignment of work
• “Delightful discoveries”
• Regretted team attrition
• Inconsistent integration with other teams
• Direct economic loss
Create the Space to Innovate
“Surround yourself with great people;
delegate authority; get out of the way.”
- Ronald Reagan
Create the Innovative Team Environment
Edison’s Innovation Competencies
SolutionCentered
Mindset
Super-Value
Creation
Mastermind
Collaboration
Kaleidoscopic
Thinking
Full-Spectrum
Engagement
*Gelb & Caldicot, 2008
Solution-Centered Mindset
•
•
•
•
•
Align your goals with your passions
Cultivate charismatic optimism
Seek knowledge relentlessly
Experiment persistently
Pursue rigorous objectivity
“People who are only good with a
hammer see every problem as a nail”
– Thomas Edison
SolutionCentered
Mindset
Super-Value
Creation
Master-Mind
Collaboration
Kaleidoscopic
Thinking
Full-Spectrum
Engagement
Kaleidoscopic Thinking
•
•
•
•
•
Maintain a notebook
Practice ideaphoria
Discern patterns
Express idea visually
Explore the roads not taken
“Edison has a remarkable kaleidoscopic brain. He turns
that head of his and these things come out as [if] in a
kaleidoscope, in various combinations, most of which are
patentable.”
SolutionCentered
Mindset
Super-Value
Creation
Kaleidoscopic
Thinking
- Western Union Patent Attorney Edward Dickerson
Master-Mind
Collaboration
Full-Spectrum
Engagement
Full Spectrum Engagement
•
•
•
•
•
Intensity and relaxation
Seriousness and playfulness
Sharing and protecting
Complexity and simplicity
Solitude and team
“Best thinking has been done in solitude.
The worst has been done in turmoil.”
– Thomas Edison
SolutionCentered
Mindset
Super-Value
Creation
Master-Mind
Collaboration
Kaleidoscopic
Thinking
Full-Spectrum
Engagement
Mastermind Collaboration
•
•
•
•
•
Recruit for chemistry and results
Design multi-disciplinary collaboration teams
Inspire an environment of open exchange
Reward collaboration
Become a master networker
“A genius is often merely a talented person
who has done all of his or her homework.”
- Thomas Edison
SolutionCentered
Mindset
Super-Value
Creation
Master-Mind
Collaboration
Kaleidoscopic
Thinking
Full-Spectrum
Engagement
Elements to Super Value-Creation
•
•
•
•
•
Link to market trends
Tune in to your target audience
Apply the right business model
Create an unforgettable brand
Understand scale-up effects
“I have more respect for the fellow with a single
idea who gets there than for the fellow with a
thousand ideas who does nothing.”
SolutionCentered
Mindset
Super-Value
Creation
Kaleidoscopic
Thinking
-Thomas Edison
Master-Mind
Collaboration
Full-Spectrum
Engagement
Strength of Innovative Team Environment
• Motivated, engaged, “present.”
• Strong sense of ownership.
• Better crisis management.
• Mediocrity is standard unit of measure.
• Improvement is accidental.
• Poor individual and team engagement.
Become a Sponsor for Innovative Change
“The investor of today does not
profit from yesterday’s growth.”
- Warren Buffett
Growth and Prosperity Follow Investment
Sponsoring and Investing in Innovative Change
• Sponsor Participation
How to ensure…
 Be actively involved
 Be visibly involved
• Build a Coalition of Sponsorship
 Take lead role in building support
 Manage resistance
and avoid…
• Communicate Directly With Everyone
 Explain why change is necessary
 Explain the risks or costs if no change is made
*Prosci 2009
Strength of Sponsoring Investment and Change
•
Solid foundation for value creation.
• Nurture loyalty toward firm.
• “We can make a difference.”
• Above and beyond has no value.
• Steady state is best state.
• Distrust of manager and company.
Create Value for the Organization
“The worst crime against working
people is a company which fails
to operate at a profit.”
- Samuel Gompers
Value is in the “Eye of the Beholder”
Common Commercial
Success Focus Areas
• Customer Intimacy
• Operational Excellence
• Products and Services
• Quality Management
• Brand Management
General Agreement: High Investment Requires
High Return
Low investment, high return route is best, just rare.
Innovation and Value Creation are Incremental
• No Easy Way, No Straight
Path: Leap by Leap
• Exponential Effort:
Exponential Results
• Consistency: Time,
Awareness, Effort,
Investment and Sponsorship
Sisyphus Justified
Bibliography
Edison, T. (n.d.). Retrieved December 3, 2014, from
www.thomasedison.org/index.php/education/edison-quotes/
Effective assessments. (n.d.). Retrieved December 3, 2014 from
www.kornferry.com/products/assessmentsoverview
Executives and senior leaders: Importance and role. (n.d.). Retrieved
December 3, 2014, from
www.change-management.com/tutorial-job- roles-mod3.htm
Gelb, M., & Caldicott, S. (2008). Innovate Like Edison: The Five-Step System
for Breakthrough Business Success. New York: Plume.
Glaser, J. (2014). Conversational intelligence: How great leaders build trust and
get extraordinary results. Brookline: Bibliomotion.
Bibliography
Goleman ET. (n.d.). Retrieved December 3, 2014, from
www.sonoma.edu/users/s/swijtink/teaching/philosophy_101/paper1/goleman.htm
Goleman, D. (2004, January). What Makes a Leader? Retrieved December 3,
2014 from https://hbr.org/2004/01/what-makes-a-leader
HRPersonality online assessment center for employee selection, team building,
leadership and career development. (n.d.).
Retrieved December 3, 2014, from http://www.hrpersonality.com
Life Styles Inventory™ (LSI). (n.d.). Retrieved December 3, 2014, from
www.humansynergistics.com.au/Solutions/DevelopingIndividuals/LifeStylesInventoryIndividual
.aspx
Bibliography
Measure Key Competencies that Leaders Must Have in 2014 and Beyond!
(n.d.). Retrieved December 3, 2014, from
www.assessmentspecialists.com/solutions/competencyanalysis?_kk=management%20competency20test&_kt=c8d3da7d-73ac-41fc8fe3-3d08f98a5817&gclid=Cj0KEQiAhvujBRDUpomG5cq_mI0BEiQA7TYqi3px5ipMDbybyUAELs4tCmqkpcf_-ICqtMU8bW-HW4aAtqw8P8HAQ
On self-awareness—Daniel Goleman. (n.d.). Retrieved December 3, 2014, from
www.danielgoleman.info/on-self-awareness/
Simmons, D. (1999). Selective Attention Test. Retrieved December 3, 2014
from www.youtube.com/watch?v=qhF_baBVIOs
Bibliography
The Myers & Briggs Foundation—MBTI® Basics. (n.d.). Retrieved December 3,
2014, from www.myersbriggs.org/my-mbti-personality-type/mbti-basics/
This presentation was created by WatchWorks Management Consulting LLC under special agreement with the Wisconsin School of Business, Center for
Professional and Executive Development.