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Stacy L. Shamberger, Skyline Group
Northern CA APA Conference
September 11, 2014
4 Quadrants of Leadership:
Leadership Behaviors for Financial Professionals
Line-up
• Leadership Overview
• The 4 Quadrants of Leadership
• Leadership Competencies
• 360 Degree View
• Balanced Leader
• Trends in Impact and Measurable Success
• Self Insight and Awareness
• Fun!
Leadership – Made or Born?
The most dangerous leadership myth is that
leaders are born-that there is a genetic factor to
leadership. This myth asserts that people simply
either have certain charismatic qualities or not.
That's nonsense; in fact, the opposite is true.
Leaders are made rather than born.
Warren G. Bennis, from his book; On Becoming a Great Leader
Another Point of Debate
APA Conference Keynote
The Real Deal
Leader
Manager
Individual
Contributor
Team
Execute
Set Goals
Problem Solve
Productivity
Innovate
Influence
Communicate
Integrity
Moving from Abstract to IMPACT!
ImpactBehaviorCompetency
The 4 Quadrants of Leadership
Self Awareness, Insight
COMPETENCY ME OTHERS
KEY
FAIR
GOOD
VERY GOOD
EXECELLENT
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
28.
Competencies of Quadrant 1
• Emotional Control
• Flexibility
• Integrity
• Resilience
• Self-Confidence
• Executive Presence
• Work/Life Balance
Competencies of Quadrant 2
• Assertiveness
• Conflict Resolution
• Influencing Others
• Listening
• Partnering and Relationship Building
• Teamwork
• Verbal Communication
Competencies of Quadrant 3
• Creativity and Innovation
• Entrepreneurship
• External Awareness
• Inspirational Vision
• Organizational Awareness
• Service Motivation
• Strategic Thinking
Competencies of Quadrant 4
• Coaching and Mentoring
• Customer Focus
• Delegation
• Effectiveness
• Monitoring Performance
• Planning and Organizing
• Thoroughness
Self Rating
COMPETENCY ME OTHERS
KEY
FAIR
GOOD
VERY GOOD
EXECELLENT
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
28.
Emotional Control
Flexibility
Integrity
Resilience
Self Confidence
Executive Presence
Work Life Balance
G
G
VG
F
G
VG
F
F
G
E
G
VG
VG
G
Development Opportunities
Strengths Weaknesses
Balanced Leader
Self Rating
COMPETENCY ME OTHERS
KEY
FAIR
GOOD
VERY GOOD
EXECELLENT
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
28.
Emotional Control
Flexibility
Integrity
Resilience
Self Confidence
Executive Presence
Work Life Balance
G
G
VG
F
G
VG
F
F
G
E
G
VG
VG
G
On Your Mark Get Set, Grow!
Panic Zone
Growth/Learn
Comfort Zone
CZ = Stuck
Most Familiar
Strengths
Old Habits
Lazy
GZ = Transformation!
Growth Zone
Little familiarity
Risky
Temptation to revert
Growth Leads to….
• An expansion and Integration of skills
• Confidence using new knowledge
• Mastery
• An improved you!
Our Blind Spots
The 360 View
70 % Learn from Experience on the Job
20% Learn from Others
10% Development Programs/Formal Learning
70/20/10
Types of Experiences
We learn from 3 different types of experiences:
 Assignments
 Bosses (good and bad)
 Hardships
70/20/10
• What experiences can I plan (70%)?
• Who can I learn from? How (20%)?
• What kind of structured development will help me
the most (10%)?
Impact
How Leaders Make an Impact
Morale
Employee
Turnover
Productivity Vision
Innovation
Business Strategy
Strategy
Execution
Business Results
Leadership
Culture
Interconnected Impact
Overall Impact
Companies reporting strong leadership development
programs are 1.5 times more likely to be found atop
Fortune Magazine's “Most Admired Companies” list.
-Consulting Psychology Journal, 2003, “The Return on Investment of
Leadership Development: Differentiating our Discipline”
Among employees who say their company offers poor
development opportunities, 41% plan to leave within 12
months (versus only 12% who rate their opportunities
as excellent). High turnover isn't cheap - the cost of
losing a typical worker is approximately $50,000. For
managers, the cost is much higher.
-Business Week, 2009
Productivity Impact
American Express Leadership ROI Study 2010
Financial Impact
• Average increase of 5.2% in per employee productivity; valued
at $44,380 per employee
• Average increase of 16.3% in cash flow; valued at $9,673 per
employee
• Average increase of 6% in market value; valued at $8,882 per
employee
• Increase company-wide profit margins by as much as 47%.
• Increase in sales (up to 6.5%)
• Notable decrease in turnover
-Jackson Leadership Systems, Inc., 2006, “Leadership Development ROI: Using Talent Management to Drive
Market Value”
-Consulting Psychology Journal, 2004,“The Return on Investment of Leadership Development: Differentiating
our Discipline”
Talent Development Reporting Principles
• What data should we collect and how should the
measures be defined?
• What do CFOs, CEOs and other senior leaders
want to see and how should it be presented?
• How can we show the important role learning
plays in achieving organizational goals?
TDRp addresses the vital need for enhanced executive-level reporting on talent development, much
like GAAP (Generally Accepted Accounting Principles) provides reporting principles for finance.
Center for Talent Reporting
www.centerfortalentreporting.org
2014 Snap Shot Trends
Source: Bersin by Deloitte
December 2013
APA Conference Keynote
Stacy Shamberger
twitter: @StacyShamberger
e-mail:sshamberger@skylineg.com

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APA Conference Keynote

  • 1. Stacy L. Shamberger, Skyline Group Northern CA APA Conference September 11, 2014 4 Quadrants of Leadership: Leadership Behaviors for Financial Professionals
  • 2. Line-up • Leadership Overview • The 4 Quadrants of Leadership • Leadership Competencies • 360 Degree View • Balanced Leader • Trends in Impact and Measurable Success • Self Insight and Awareness • Fun!
  • 3. Leadership – Made or Born? The most dangerous leadership myth is that leaders are born-that there is a genetic factor to leadership. This myth asserts that people simply either have certain charismatic qualities or not. That's nonsense; in fact, the opposite is true. Leaders are made rather than born. Warren G. Bennis, from his book; On Becoming a Great Leader
  • 6. The Real Deal Leader Manager Individual Contributor Team Execute Set Goals Problem Solve Productivity Innovate Influence Communicate Integrity
  • 7. Moving from Abstract to IMPACT! ImpactBehaviorCompetency
  • 8. The 4 Quadrants of Leadership
  • 9. Self Awareness, Insight COMPETENCY ME OTHERS KEY FAIR GOOD VERY GOOD EXECELLENT 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 28.
  • 10. Competencies of Quadrant 1 • Emotional Control • Flexibility • Integrity • Resilience • Self-Confidence • Executive Presence • Work/Life Balance
  • 11. Competencies of Quadrant 2 • Assertiveness • Conflict Resolution • Influencing Others • Listening • Partnering and Relationship Building • Teamwork • Verbal Communication
  • 12. Competencies of Quadrant 3 • Creativity and Innovation • Entrepreneurship • External Awareness • Inspirational Vision • Organizational Awareness • Service Motivation • Strategic Thinking
  • 13. Competencies of Quadrant 4 • Coaching and Mentoring • Customer Focus • Delegation • Effectiveness • Monitoring Performance • Planning and Organizing • Thoroughness
  • 14. Self Rating COMPETENCY ME OTHERS KEY FAIR GOOD VERY GOOD EXECELLENT 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 28. Emotional Control Flexibility Integrity Resilience Self Confidence Executive Presence Work Life Balance G G VG F G VG F F G E G VG VG G
  • 17. Self Rating COMPETENCY ME OTHERS KEY FAIR GOOD VERY GOOD EXECELLENT 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 28. Emotional Control Flexibility Integrity Resilience Self Confidence Executive Presence Work Life Balance G G VG F G VG F F G E G VG VG G
  • 18. On Your Mark Get Set, Grow! Panic Zone Growth/Learn Comfort Zone
  • 19. CZ = Stuck Most Familiar Strengths Old Habits Lazy
  • 20. GZ = Transformation! Growth Zone Little familiarity Risky Temptation to revert
  • 21. Growth Leads to…. • An expansion and Integration of skills • Confidence using new knowledge • Mastery • An improved you!
  • 24. 70 % Learn from Experience on the Job 20% Learn from Others 10% Development Programs/Formal Learning 70/20/10
  • 25. Types of Experiences We learn from 3 different types of experiences:  Assignments  Bosses (good and bad)  Hardships
  • 26. 70/20/10 • What experiences can I plan (70%)? • Who can I learn from? How (20%)? • What kind of structured development will help me the most (10%)?
  • 28. How Leaders Make an Impact Morale Employee Turnover Productivity Vision Innovation
  • 30. Overall Impact Companies reporting strong leadership development programs are 1.5 times more likely to be found atop Fortune Magazine's “Most Admired Companies” list. -Consulting Psychology Journal, 2003, “The Return on Investment of Leadership Development: Differentiating our Discipline” Among employees who say their company offers poor development opportunities, 41% plan to leave within 12 months (versus only 12% who rate their opportunities as excellent). High turnover isn't cheap - the cost of losing a typical worker is approximately $50,000. For managers, the cost is much higher. -Business Week, 2009
  • 31. Productivity Impact American Express Leadership ROI Study 2010
  • 32. Financial Impact • Average increase of 5.2% in per employee productivity; valued at $44,380 per employee • Average increase of 16.3% in cash flow; valued at $9,673 per employee • Average increase of 6% in market value; valued at $8,882 per employee • Increase company-wide profit margins by as much as 47%. • Increase in sales (up to 6.5%) • Notable decrease in turnover -Jackson Leadership Systems, Inc., 2006, “Leadership Development ROI: Using Talent Management to Drive Market Value” -Consulting Psychology Journal, 2004,“The Return on Investment of Leadership Development: Differentiating our Discipline”
  • 33. Talent Development Reporting Principles • What data should we collect and how should the measures be defined? • What do CFOs, CEOs and other senior leaders want to see and how should it be presented? • How can we show the important role learning plays in achieving organizational goals? TDRp addresses the vital need for enhanced executive-level reporting on talent development, much like GAAP (Generally Accepted Accounting Principles) provides reporting principles for finance. Center for Talent Reporting www.centerfortalentreporting.org
  • 34. 2014 Snap Shot Trends Source: Bersin by Deloitte December 2013