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
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
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%)?
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
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