The Rest You Need to Know about Strengths-based Development

St., Louis OD Network Feb 29, 2012

Playing to Strengths The Rest of What You Need to Know Feb 29, 2012 © Copyright 2012 by Robert B. Kaiser. All Rights Reserved.

© Copyright 2012 by Robert B. Kaiser. All Rights Reserved.

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"Excellence comes from maximizing strengths, never by fixing weakness.“ "When training is remedial, it's a waste of time.“ "Move away from fixing weaknesses to nurturing strengths."

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The Strengths Argument • Traditional performance appraisal and T&D focuses on what’s wrong • It asks people to be what they are not • Criticizing weaknesses is demoralizing • Fixing weaknesses may get you from bad to average, but will never make you great

The Strengths Argument • “Instead of focusing on what’s left out, focus on what’s left in” • Most people don’t know their strengths • If they knew their strengths, they could make better use of them • Focusing on strengths is the only way to achieve greatnesses


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Hidden Dangers • Exactly what is a strength? • Strengths can become weaknesses • Weaknesses matter

What is a strength? • Personal best • Competitive • Competitive and aligned

Eichinger, Dai, & Tang (2009) It depends upon what you mean by a strength. Perils of Accentuating the Positive


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Personal Best • What you are best at • But… how do you compare to the competition?


Competitive Strengths • Something you do better than everyone else Percentage of 1,857 Managers and Executives with “Competitive Strengths” on the 67 Lominger Competencies

Cut-off

% of Managers with 5 or more

% of Managers with none

90th percentile

39%

26%



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Competitive & Aligned Strengths • Something you do better than everyone else that is also critical to success in your job Percentage of 1,857 Managers and Executives with “Competitive Strengths” on the 8 Competencies associated with Success

Cut-off

% of Managers with 5 or more

% of Managers with none

90th percentile

3%

67%


Strengths Overused Derailment Research Why do executives get fired? “The same attributes that got these men to the top also did them in.”

McCall & Lombardo (1983) Off the track: Why and how successful executives get derailed. Center for Creative Leadership


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Strengths can become weaknesses

McCall & Lombardo (1983) Off the Track: How and Why Successful Executives Get Derailed. CCL. McCall (1998) High Flyers.

His greatest strengths – the uncompromising determination, sharp-tongued irreverence, and unblushing idealism – turned out to be critical flaws. [His] high-minded resolve began to look to others like simple-minded obstinacy...

McCall (2009) Every strength a weakness. The Perils of Accentuating the Positive.


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Unshakeable. Self-reliant. Comfortable in the spotlight. Fond of the dramatic gesture. Passionate about the big picture. Impervious to criticism. The kind of person who bounds from project to project, embracing change as a way of life. Those traits helped Carly Fiorina win the top job at Hewlett Packard… Now, with her sudden ouster from H-P, they are sure to be seen as flaws as well.

Self-assurance Command Positivity Relator Winning others over

“…the cockiest guy I have ever met in my life.”


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The right amount

Too little -4

-3

Much too little

-2

-1 Barely too little

0

Too much +1

+2

Barely too much

+3

+4

Much too much

Forceful

Enabling

taking the lead and pushing for performance

creating conditions for others to lead and contribute

Strategic

Operational

positioning the organization for the future

focusing the organization on the short term

Measuring “too much of a good thing” Item text:

"Pays attention to detail— has a finger on the pulse of day-to-day activities.”

Average subordinate ratings for 107 executives.


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Overkill is everywhere

55% percentage of senior managers rated “too much” on at least one broad dimension

9 median number of specific behaviors (out of 48) rated as “too much”

N = 421 senior managers rated on the Leadership Versatility Index® 360

Kaiser & Kaplan (2009). When strengths run amok. Perils of Accentuating the Positive.

Overdoing what comes natural

Kaiser & Overfield (2011) Strengths, strengths overused, and lopsided leadership. Consulting Psychology Journal


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Achiever Context Input Activator Deliberative Intellection Adaptability Developer Learner Analytical Discipline Maximizer Arranger Empathy Positivity Belief Focus Relator Command Futuristic Responsibility Communication Harmony Restorative Competition Ideation Self-Assurance Connectedness Includer Significance Consistency Individualization Strategic Woo (winning others over)

Top 5 “Signature Themes”

Self-assurance Command Positivity Relator Winning others over


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The right amount

Too little -4

-3

Much too little

-2

-1 Barely too little

0

Too much +1

+2

+3

Barely too much

+4

Much too much

Forceful

Enabling

taking the lead and pushing for performance

creating conditions for others to lead and contribute

Strategic

Operational



Conceptual Alignment Achiever

Stamina and hard work; take great satisfaction from being busy and productive.

Developer

Recognize, cultivate, and reward the potential in others.

Activator

Can make things happen by turning thoughts into action; often urgent about results.

Harmony

Getting along by seeking consensus, emphasizing similarity, and minimizing conflict.

Command

Having strong presence; able to take control of a situation and make decisions.

Includer

Accepting of others; aware of those who feel left out and makes them feel welcomed.

Forceful

Enabling

taking the lead and pushing creating conditions for others for performance to contribute

Strategic

Operational



Futuristic

Identifying relevant patterns and issues, good at visualizing alternatives.

Consistency

Setting up clear rules and adhering to them.

Intellection

Intellectual; introspective and appreciates the world of ideas.

Discipline

Creating order, routine, and structure and regularly using it.

Strategic

Visionary; inspired by the future and what could be.

Focus

Staying on task, and following through, and prioritizing around goals.


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Forceful Too little

Enabling

Right Amt. Too Much

Too little

Right Amt. Too Much

Achiever In top 5 Not in Top 5

47% 72%

19% 9%

35% 19%

88% 72%

9% 15%

2% 13%

33% 65%

8% 13%

58% 21%

100% 76%

0% 14%

0% 10%

11% 66%

44% 10%

44% 24%

100% 76%

0% 14%

0% 10%

0% 13%

0% 25%

0% 57%

25% 35%

75% 8%

0% 15%

13% 28%

19% 82%

25% 12%

56% 6%

0% 13%

0% 25%

50% 79%

0% 13%

50% 8%

Activator In top 5 Not in Top 5

Command In top 5 Not in Top 5

Developer In top 5 100% Not in Top 5 61%

Harmony In top 5 Not in Top 5

88% 57%

Includer In top 5 100% Not in Top 5 61%


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Upshot Managers overdo leadership behaviors related to their natural talent

Worse… they neglect complementary leadership behaviors

90% 51%

How Strengths Become Weaknesses

Kaplan & Kaiser (2009). Stop overdoing your strengths. Harvard Business Review.


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Weaknesses Matter “Your strengths may get you to the top. But it is your weaknesses that will take your over the edge.” – David P. Campbell Smith Richardson Fellow Center for Creative Leadership

Derailment Research Why do executives get fired? “The successful and the derailed were similar: incredibly bright, identified early, outstanding track records, ambitious, willing to sacrifice.” “Those who eventually derailed had a fatal flaw: a weakness so glaring that it can no longer be overlooked.”

McCall & Lombardo (1983) Off the track: Why and how successful executives get derailed. Center for Creative Leadership


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Fatal Flaws Why executives get fired  Relationship problems  Can’t build a team  Can’t adapt to change  Missed business objectives  Can’t think strategically

Gentry & Chappelow (2009) Management derailment: Weaknesses that can be fixed. Perils of Accentuating the Positive

Least Developed Competencies • • • • • • • • • •

Participative management Decisiveness Self-awareness Leading people Work/life balancing Confronting people Inspiring commitment Strategic planning Managing change Employee development

Fatal Flaws  Relationship problems  Can’t build a team  Can’t adapt to change  Missed business objectives  Can’t think strategically

Based on 360 ratings for 1,723 managers in the US, Singapore, & India Leslie & Chandrasekar (2009) A crucial leadership gap. Perils of Accentuating the Positive


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Two Big Problems in Life Living with oneself • Self-acceptance • Self-esteem • Satisfaction

Living with other people • Social awareness • Interpersonal skill • Effectiveness

Hogan & Benson (2009) Strategic self-awareness. Perils of Accentuating the Positive


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On-going learning and adaptability "If there is a magic talent that guarantees success, it's recognizing then learning to do what you don't know how to do."

Mike Lombardo & Bob Eichinger Lominger Ltd.


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++

+

Executive

— Middle Manager

Supervisor

+

—

—

+

+ —

— +

+ —

—

Kaiser & Craig (2011) Testing the leadership pipeline. The Psychologist-Manager Journal.

++

+

Executive

— Middle Manager

Supervisor

+

—

—

+

+ —

— +

+ —

—

Kaiser & Craig (2011) Testing the leadership pipeline. The Psychologist-Manager Journal.


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The Triple Challenge

ADD ON PRESERVE LET GO

Freedman (1998) Pathways and crossroads to institutional leadership. Consulting Psychology Journal Freedman (2005) Swimming upstream. Filling the Leadership Pipeline


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Maximize Strengths

Fix Weaknesses


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Absolutely, play to your strengths • Make sure they are the right strengths • Don’t get carried away with what comes naturally • Don’t let your weaknesses get out of control Commit yourself to lifelong learning and development.

"The survivors of any species are not necessarily the strongest. And they are not necessarily the most intelligent. They are those who are most responsive to change." Charles Darwin On the Origin of Species


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The rest of what you need to know about strengths-based development

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Playing to Strengths The Rest of What You Need to Know Feb 29, 2012 © Copyright 2012 by Robert B. Kaiser. All Rights Reserved.


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