Developing Leadership Through Innovations in

Personality Type Jonathan Stermac, M.A.

Samantha Mullings

Multi-Health Systems – February 17th, 2016

Agenda

• What is Leadership?

• Why Develop Leadership?

• How do we Develop it?

• Self-Awareness, Adaptability, and Personality Type

• Case Study 1, 2, 3

• Best Practices

• Question Period

4 Pillars of Leadership

Authenticity

Coaching

Insight

Innovation

Poll Question

What general competencies do most leaders need to develop? a) Being authentic

b) Providing coaching

c) Giving meaningful insight

d) Championing innovation

Leadership Development

• Most organizations are using at least one form of leadership development

• Investing in leadership development delivers ROI through increased revenue growth

(Human Capital Institute, 2013)

64% of organizations spend

or less of T&D budget on leadership development

(Human Capital Institute, 2013)

Poll Question

• How much of your Training and Development budget does your organization spend on leadership development?

a) 10% or less

b) 11% to 20%

c) 21% to 49%

d) 50% or more

Leadership Development

Managers

Managers & individual contributors

SELF-AWARENESS ADAPTABILITY

Self-Awareness

• Understanding • Leverage your strengths • Develop your weaknesses • Insights

• What is your default? Vs. What are your requirements?

• How do you see things? -> How do others see things?

• What internal resources do you have available to you?

• Knowing your limits for efficiency and velocity

Adaptability

• “Flexible and adaptive leadership involves changing behavior in appropriate ways as the situation changes.” -Yukl & Mahsud, 2010

• Using skills and competencies to operate effectively

• Situation-specific

• Looking towards the future, welcoming new opportunities, bracing for derailment, leaning on others, staying fresh

Why do leaders need to be adaptive?

• Multigenerational work style preferences • Millennials and Baby Boomers

• Changing office culture environments • Flexibility job sharing arrangements, telecommuting, etc.

• Global virtual workplaces • Teams and departments working together in different countries around the

world

Why do leaders need to be adaptive?

• Global commerce

• Rapid innovations

• Shifting values

• Emerging social networks

• Virtual

• Transparency

• Alternative outcomes

(Yukl & Mahsud, 2010)

Putting them together

• Necessary foundation: • Understanding where and who you are

• Knowing your strengths and limits and playing to them

• Using your adaptability to modify your behavior

Example

• Asked to prepare a presentation on high-level change management strategy

• Audience is executives

• During delivery they are more interested in the logistics and details of the plan

Measuring Self-Awareness & Adaptability

Innovations in Personality Type

• Allow individuals to understand both sides • E.g., Extraversion & Introversion

• Who you are vs. what you do/what others see

• Exploring specific behaviors

• Going beyond the “now what?” moment • Connecting developable skills to personality

Measuring Self-Awareness

Measuring Adaptability

Case Study #1 – High Potential

Stephen has been chosen for a High Potential Leadership program in his organization. This program involves leadership development assessments with a focus on developing individual self-awareness and adapting to challenging circumstances as a future new leader.

Bringing it into focus

• Self-awareness of the differences between natural self and behavior

• Example development: • Sensing focus & Composure

Poll Question

Where would you start with Stephen’s leadership development plan? a) Evaluating the balance between his Introversion and Extraversion behaviors

b) Evaluating the balance between his Intuiting vs. Sensing behaviors

c) Remaining calm and not showing stress (Composure)

d) Being open to new opportunities (Variety-Seeking)

e) Recovery and stress-management (Rejuvenation)

Case #2 – The Details

Alex is a leader in charge of a group of technical analysts who are working towards the launch of a new product. Alex was brought in to help guide the vision for this product and establish a strategy for its release. He has extensive experience establishing visionary product strategies in many large organizations.

Overall Perceiving Scores

Overall Functions

Extraversion Introversion Intuiting Sensing

Mental Functions

Ne

Extraversion

Intuiting Sensing

Introversion

Intuiting Sensing

Se Ni Si

Case #2 – Insights/Development

• Discussing and working together on technical specifications • Team members frustrated with execution

• Composure is important for detail-focused, tangible information

• Variety-Seeking might be useful in helping Alex switch back and forth between the two processes

Case #3 – Conflict

Lynda has been a leader in a sales organization for the past year. Over the last 6 months, her team has begun to have escalating conflicts and has become somewhat dysfunctional. Productivity in the group has decreased and is negatively impacting the perception of the team in the organization.

Overall Judging Scores

Case #3 – Insights/Development

• Focus on empathy and active listening • Issues in team

• Affecting productivity and collaboration

• Example development strategy: • Connectivity to build relationships and foster communication

Poll Question

• What other source of leadership development would you recommend for Lynda?

a) Conflict Management Workshop

b) Informal Mentorship Program

c) Emotional Intelligence Training

d) Formal Executive Coaching

e) Leadership Job Rotation/Placement

Best Practices/Wrap Up

• Listen to what your leaders need

• Pair Self-Awareness with a development skill

• Dive deeper into assessment results

• Engaging and insightful assessments help leaders buy into the process and results

• Use concrete examples

Question Period

Yukl, G., & Mahsud, R. (2010). Why flexible and adaptive leadership is essential. Consulting Psychology Journal: Practice and Research, 62(2), 81-93.

Human Capital Institute (2013). Leadership & Emotional Intelligence: The Keys to Driving ROI & Organizational Performance. Retried from http://info.mhs.com/glstudy