strategic leadership issues · 1.08.2018 · •description by others (lsi 2) •comparison of lsi...

STRATEGIC LEADERSHIP ISSUES

“Feedback from Others - Leadership Styles Inventory (LSI) - 2

Steve King Madison, WI

[email protected] 847-370-8118

Terry Ann Saber Principal

Saber Advisory Group, LLC Dassel, MN


Cheryl L. Thomas Managing Director

Impacting People, LLC Wadsworth, IL


Lisa Yaffe UW-Madison Center for Professional

and Executive Development Mundelen, IL


August 1, 2018

Graduate School of BankingAugust 2018

IMPACTING PEOPLE LLC 1

LifeStyles Inventory 2

Feedback from Others

Debrief

Agenda


•Overview

•Reviewing Your Report

•Working with Feedback

•Next Steps

What Feedback is…

Information about how we are doing in our

efforts to reach a goal.


What Feedback isn’t…

•It is not right/wrong

•It is not advice

•It is not a value judgement or recommendation for improvement



Knower vs. LearnerKnower (Fixed) Mode Learner (Growth) Mode

Believes that intelligence is

essentially fixed and additional effort

does little to enhance it.

Believes that intelligence is

essentially fluid and can be

significantly increased through effort.

Is blind or denies a learning gap;

therefore, is often close-minded

toward new ideas and approaches.

Recognizes and accepts a learning

gap; therefore, is open-minded

toward new ideas and approaches.

Places little value on feedback that is

inconsistent with their perspective.

Actively seeks out feedback,

especially perspectives that differ

from their own.

Is preoccupied with preserving the

appearance of competencies; reacts

defensively when challenged.

Readily acknowledges own

incompetence; embraces challenge

as an opportunity to learn and

improve.

Experiences mistakes and setbacks

as frustrating failures – or proof of

inability – and often misses the

learning opportunity in them.

Experiences mistakes and setbacks

as a natural part of the learning curve

– or as confirmation of effort – and

persists in the face of frustration.

Stagen, Learning to Learn, http://stagen.com/library/ pdf/Learning To Learn.pdf

EXPERIENCE OF MISTAKES

AND SET BACKS

WHEN COMPETENCY

IS CHALLENGED

FEEDBACK

ATTITUDE TOWARD

LEARNING GAP

INTELLIGENCE

AND EFFORT

Carol Dweck,

Mindsets

Johari Window

Arena Blind Spot

FacadeI don’t know

that I don’t know

You

Know

You

Don’t

Know

I Know I Don’t Know

6IMPACTING PEOPLE LLC

Stimulus + Thinking = Response

LSI 1 (Self-Description)

▪ Measures our thoughts and

attitudes about ourselves (self-

concept) which influence our

behavior

LSI 2 (Description by Others)

▪ Provides feedback on how our

behavior is experienced by

others (perceptions by others)

Feedback And Your

Development

Copyright © 2015 by Human Synergistics International. All rights reserved.

Enables you to compare how you describe yourself to how thousands of other people describe themselves.

Enables you to compare how others describe you to how others describe thousands of individuals.


LSI 2 Reports•Self Description (LSI 1 most current)

•Description by Others (LSI 2)

•Comparison of LSI 1 results and LSI 2

•Results comparison to Norm

•Satisfaction Items

•Summary Perceptions


LSI 2 Reports

OPEN YOUR ENVELOPES!


LSI Circumplex

•Composed of 12 styles

•Each style represents a distinct way of thinking and behaving

•The thinking and behaviors styles are positioned on the circumplex according to the extent to which each promotes the fulfillment of either satisfaction or security needs and has a task or peopleorientation

10

Research and development by Robert A. Cooke, Ph.D. and J. Clayton Lafferty, Ph.D.

Copyright © 1973-2015 by Human Synergistics International. All Rights Reserved.

IMPACTING PEOPLE LLC

LSI Style Clusters

11

Constructive Passive/Defensive Aggressive/Defensive

Characterize self-enhancing thinking

and behavior that contribute to one’s

level of satisfaction, ability to develop

healthy relationships and work

effectively with people and

accomplish tasks

Represent self-protecting

thinking and behavior that

promote the fulfillment of

security needs through

interaction with people.

Reflects self-promoting

thinking and behavior used

to maintain one’s

status/position and fulfill

security needs through task-

related activities




Optimal PerformanceConstructive behaviors are correlated with:•Salary

•Organizational Level

•Problem-Solving Capabilities

•Managerial Success (Employee Engagement)

•Interest in Self-Improvement

•Quality of Professional / Personal Relationships

•Physical and Mental Health



LSI 1 – Self Assessment

Consider the results:

1. Has it changed?

2. Why might it have changed?


Working with LSI -1 Results

Self-awareness is the starting point for growth1. Identify areas of agreement and disagreement

between last year and this year

2. Think about results compared to the Norm

3. Identify 2-3 factors that may have contributed to the change

a) Intentional cultivation of more Constructive/less Defensive mindset

b) Other factors affecting degree of Constructive/Defensive mindset now vs. a year ago

4. Think about what additional shifts you’d like to make


Working with Your LSI 2 Reports

1. Identify your Primary and Secondary Styles for LSI1 & LSI2• Note number of raters (“n = x” on LSI2 page)

• Range of response (std. deviation on back of LSI2 page)

2. Identify areas of agreement and disagreement between LSI 1 and LSI 2 results

3. Think about results compared to Norm

4. Note your satisfaction ratings

5. Summary Perceptions - Identify similarities between your scores and those of your raters on average, and also among your raters


16



LSI 1 vs. LSI 2:Example 1

LSI 1 LSI 2


LSI 1 vs. LSI 2:Example 2

LSI 1 LSI 2




Summary Perceptions

1. Choose 2-3 items that caught your attention

2. Think about why there might be differences

3. Make note of any follow up you might pursue

18

Copyright © 2015 Human Synergistics International


Moving from Thought to Action

•The question is “How can I be more effective?”•Specifically define what you want to change and why•Increase confidence by concentrating on what you do well•Practice using more effective behavior in your mind•Remember that change does not happen overnight


Using Your Self-Development Guide

•Table of Contents

•Style Descriptions•General Style Characteristics•Management-related Characteristics•Relationship to other styles•Comparison Graph

•Self Development Thought Starters/Self Development Plan


Internalizing the Styles1. Pick a style (Primary or one you would like

to work on)

2. Find the description of the style in the

Development Guide (section 3)

3. Read about the style – through the

Relationship to Other Styles section.

4. Complete the Thought Starter sections.


Exploring Comparisons

•Confirmed Strength

•Unrecognized Strength

•Stumbling Block

•Blind Spot


Alternative Thoughts and Behaviors

Defensive Style Alternative Style

5 o’clock (Dependent) 11 o’clock (Achievement)

6 o’clock (Avoidance) 12 o’clock (Self-Actualizing)

7 o’clock (Oppositional) 1 o’clock (Humanistic-Encouraging)

8 o’clock (Power) 2 o’clock (Affiliative)

10 o’clock (Perfectionistic) 11 o’clock (Achievement)

9 o’clock (Competitive) 1 o’clock (Humanistic-Encouraging)

3 o’clock (Approval) 1 o’clock (Humanistic-Encouraging)

4 o’clock (Conventional) 2 o’clock (Affiliative)



Guidelines for Change

1. Identify 1 or 2 areas for focus

2. Look at the results for Self and Others as a basis for very specific behaviors that can be developed further to increase effectiveness

24

Copyright © 2015 Human Synergistics International


Guidelines for Change

3. Work Slowly

4. Confide in a few trusted colleagues

5. Expect to make mistakes

6. Periodically monitor your progress


Next Steps

Incorporate feedback into the next phase of your GSB

Leadership Development Plan


Next Steps

•Office Hours available

•Sign-up available after class

•And remember to Thank your Raters!


QUESTIONS?


Appendix


Human Synergistics

•40+ years of research

•Valid and reliable

•Normed globally

•Linked to team and organizational behaviors


High-Performing

Individuals

High-Performing

Teams

High-Performing

Organizations


Satisfaction vs. Security

32

Higher-Order SatisfactionRepresents thinking and behavior

motivated by a need for satisfaction:

the sense of gratification, pleasure or

contentment that comes from doing

simply because it is personally fulfilling.

Lower-Order Security Represents thinking and behavior

motivated by a need for security:

the strong desire to protect one’s self

from what one perceives as dangerous

or threatening.




Task vs. People

33

Task Orientation

Represent thinking

and behavior that is

primarily concerned

with tasks

People Orientation Represent thinking and

behavior that is oriented

toward people




LSI Circumplex–Statistical Norming

34

The bold center ring

In the circumplex

reflects the median

Score for each of the

12 styles




Specific Style Interpretation

Describes the styles most characteristic of your thinking (LSI 1) and your behaviors (LSI 2)

Primary style is the style that is most characteristic of your current thinking and behavior as indicated by the most extended style in the profile

Secondary style is the style that you likely use in conjunction with or as a substitute for your primary style as indicated by the second most extended style in your profile

Impacting People LLC 35

SecondaryPrimary

strategic leadership issues · 1.08.2018 · •description by others (lsi 2) •comparison of lsi...

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