High Performance Leadership: - CompanyCenter

Präsentation des Anlasses:

High Performance Leadership: Excellence in critical situations 30. Januar 2007

Referent: George Kohlrieser, IMD International www.120minutenHR.info T. +41 (44) 422 55 55

120minutenHR.info Tuesday, January 30, 2007 - Zürich

High Performance Leadership: Excellence in critical situations

George Kohlrieser Copyright 2007 © by IMD International, Lausanne, Switzerland Not be used or reproduced without permission

Thoughts on High Performance Learning & Peak Performance

Deep within humans dwell those slumbering powers; powers that would astonish them, that they never dreamed of possessing; forces that would revolutionize their lives if aroused and put into action. Orison Marden

George Kohlrieser Copyright 2007 © by IMD International, Lausanne, Switzerland Not be used or reproduced without permission 2

Leading from the Mind’s Eye STATE

RESULTS

MIND’S EYE

PAST EXPERIENCES

FUTURE

Keeping Your FOCUS

Negative Focus (Pain)

Positive Focus (Benefit)

Losing Cycle

Winning Cycle



It seems clear that the breakthroughs of the next age must come in the form of advances in our individual and collective abilities to tap existing human capabilities and to overcome the negative internal forces that interfere with their expression. W. Timothy Gallwey (“The Inner Game of Golf”) George Kohlrieser Copyright 2007 © by IMD International, Lausanne, Switzerland Not be used or reproduced without permission 4


The art of using moderate abilities to advantage often brings greater results than actual brilliance. François de la Rochefoucauld


Cycle of Bonding Attachment (comfort)

Bonding

Grief

(interest)

(identity)

Separation (preparation) George Kohlrieser Copyright 2007 © by IMD International, Lausanne, Switzerland Not be used or reproduced without permission 6

The Six Leadership Styles at a Glance COERCIVE

AUTHORITATIVE

- The leader’s modus operandi

- Demands immediate compliance

- Mobilizes people toward a vision

- The style in a phrase

- « Do what I tell you »

- « Come with me »

- Underlying emotional intelligence competencies

- Drive to achieve, initiative, self-control

- Self-confidence, empathy, change catalyst

- When the style works best

- In a crisis, to kick start a turnaround, or with problem employees

- When changes require a new vision, or when a clear direction is needed

- Overall impact on climate

- Negative

- Most strongly positive

AFFILIATIVE

DEMOCRATIC

PACESETTING

COACHING

- Creates harmony and builds emotional bonds

- Forges consensus through participation

- Sets high standards for performance

- Develops people for the future

- « People come first »

- « What do you think? » - « Do as I do, now»

- « Try this»

- Conscientiousness, drive to achieve, initiative

- Developing others, empathy, self-awareness

- Empathy, building relationships, - Collaboration, team leadership, communication communication - To heal rifts in a team or to - To build buy-in or consensus, or motivate people during stressful to get input from valuable circumstances employees - Positive

- Positive


- To get quick results from a - To help employee improve highly motivated and competent performance or develop longteam term strengths - Negative

- Positive

Foundations for High Performance Leadership Self-Awareness

Self-Management

•Emotional self-awareness:

•Self-control:

the ability to read and understand your emotions as well as recognize their impact on work performance, relationships, and the like. •Accurate self-assessment: a realistic evaluation of your strengths and limitations. •Self-confidence:

a strong and positive sense of self-worth.

Social Skill

•Visionary leadership: the ability to take charge and inspire the ability to keep disruptive emotions with a compelling vision. and impulses under control. •Influence: the ability to wield a •Trustworthiness: range of persuasive tactics. a consistent display of honesty and •Developing others: the integrity. propensity to bolster the abilities •Conscientiousness: of others through feedback and guidance. the ability to manage yourself and your responsibilities. •Communication: skill at listening and at sending clear, •Adaptability: convincing, and well-tuned skill at adjusting to changing situations messages. and overcoming obstacles. •Change catalyst: proficiency in •Achievement orientation: initiating new ideas and leading people in a new direction. the drive to meet an internal standard of excellence. •Conflict management: the ability to de-escalate •Initiative: disagreements and orchestrate a readiness to seize opportunities. resolutions. •Building bonds: proficiency at cultivating and maintaining a web of relationships.

Source: Goleman, 2003


•Teamwork and collaboration: competence at promoting cooperation and building teams.

Social Awareness -Empathy: skill at sensing other people's emotions, understanding their perspective, and taking an active interest in their concerns. •Organizational awareness: the ability to read the currents of organizational life, build decision networks, and navigate politics. •Service orientation:

the ability to recognize and meet customers' needs.

35% 30% 25% 20% 15% 10% 5%

Source: Gallup, 2004


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Employees Emotionally Engaged

International Emotional Engagement Levels at Work

Emotional Engagement: Self

Other

B

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B

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E

S

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Talking - Dialogue - Negotiation B E I S George Kohlrieser Copyright 2007 © by IMD International, Lausanne, Switzerland Not be used or reproduced without permission 10

Body Emotions Intellectual Spiritual


Humans are the only species on earth with the ability to interfere with their own performance. Self-interference is a learned skill; we are not born with it. Michael Hebron (“Golf Swing Secrets…and Lies”)


The Strength of a Secure Base Attachment Bonding Persons

Secure Base

Goals

To love To be loved

Exploration

Competence

Playful To belong

Success

Self-esteem To be worthwhile To deserve to exist


To Act To be Capable of acting

What is Conflict? Conflict is a Difference between two or more persons or groups characterised by Tension, Emotionality, Disagreement and Polarisation where bonding is broken or lacking. George Kohlrieser Copyright 2007 © by IMD International, Lausanne, Switzerland Not be used or reproduced without permission 13

What is Dialogue?

Dialogue is seeking a greater truth by thinking together.


What are the Blocks to Dialogue? • Passivity • Discounting • Redefinition

• Over Emotional • Over Rational • Over Detailing

• Over Generalization • Abstraction • Lack of Directness • Lack of Honesty


Creating Flow: Finding Enjoyment in everyday activities 1. Clear goals: -knowing clearly what to do and what has to be done. 2. Immediate feedback: - knowing every moment how you are doing and if getting closer to the goal.

3. Matching challenge with skills of the person: - not too low and not too high and with a sense of continuous learning. 4. Focus and concentration: - single focus and attention on what one is doing without splitting attention or being distracted. 5. Operate in the moment with clarity of mind: - remove everyday frustrations, intrusions even escape forward 6. Sense of Control: - feeling of being in charge.

7. Loss of self consciousness: - focus on the activity by transcending the self, forgetting the self, and without self criticism. 8. Sense of time transformed: - time adapts itself to your experience and seems to fly by. Based on the work of Mihaly Csikszentmihalyi


How to Sustain High Performance & Momentum • Guiding Vision – Keeping the “Eye on the Ball” • Find energy and passion for the Benefit of the Outcome • Focus on “States of Mind” – Individual & Team • Imagination – Managing the “Mind’s Eye” • Stress Management – Life Balance • Managing Conflicts • Build Relationship & Create Bonds • Create a Sense of Belonging – Secure Base • Act with personal & team power – “Never Be a Hostage”

• Learning – Focus on Excellence •

Manage loss, pain & frustration - Rebond

•

Enjoy the ride – it will never happen again in the same way


Thoughts on Leadership Do not go where the path may lead - go instead where there is no path and leave a trail. Ralph Waldo Emerson
