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4 Keys to Optimize Corporate Leadership Development

Organizations always need great leaders who can identify emerging challenges, inspire their team, and turn strategy into effective action.   The needs only has been intensifying as changes come at an exponential speed.   In the meantime, a recent Fortune survey found that only 7% of CEOs said their companies are building effective global leaders, and just 10% believe that their corporate leadership development initiatives have a clear business impact.

Other firms have several suggestions– focus on the shifts that matter, provide continuous leadership development, simplify formula, etc.   Should we just concentrate on the shifts that matter? Should institution baby sit its leaders? Can one method fix all issues?  The answer is no.

The Root Causes of Poor Corporate Leadership Development

The major root cause is partial approach– unable to get to the roots cause due to a lack of knowledge of the whole underlying structure but psychometrics or behavior.  Subsequently, many people try to solve health, business, law and other NON-psychological issues with psychological or behavior tools 

Leaders require different tools to meet challenges in various environments at different stages, for example, sleep, learning, business law utilization, etc.   If they do not have the tools or the potential to finish ONE process, the whole journey will be in jeopardy.   Talent type, personality and others define the boundary of their potential.   Motivation does not have unlimited power.  The case below is a good example that behaviors are often secondary to challenge and only emerge AFTER a person is ON THE SPOT.

Unable to identify the precise development needs of a leader also results in extensive time, money and opportunities waste.  Other technical causes can also delay and fail corporate leadership development, for example, how to personalize learning, install the missing tools smoothly, and enhance learning practices.

Administrative and social causes include lack of support from CEOs and senior leaders and lack of motivations and confidence from individuals.   Some people only want “solutions” from themselves or certain resources.  Some only respond to certain language and format.  Without knowing the underlying structure and related rules, people analytic is only behavior or psychological observation and cannot be actionable.   Thus, we need to get to the root causes and develop corporate leadership accordingly.


Focus on the Shifts that Matter as well as the Holes that can Leak and Sink the Boat.

Regardless what a company strategy is, individuals can have different leadership development needs and require different action to execute the same strategy.  A company opened a new category and promoted a marketing talent to be its new sub-ordinary CEO because he:

  • Has years of global marketing experiences.
  • Has been dedicate to his roles.
  • Is willing to take risks and open to outside ideas.
  • Interact with his team members well

However, the person has difficulties balancing intangible financial benefit over tangible and struggles with conflict management, etc.  In fact, his leadership development needs could remain insignificant until he needed to meet the new challenges of a CEO.  Can his self-awareness and learning mind-set help him?  Not really since it is hard to learn to vision intangible benefit, not to mention to become almost a genius that an excellent CEO requires.   Warren Buffet once said, “A horse that can count numbers is a remarkable horse, but not a remarkable mathematician.”

It is wise not to correct a development area unless it is absolutely necessary.  However, no correcting a development area should not be equal to ignore the area, or damage control can be inevitable.  The case is a good example.

Deliver Training according to the Needs.  No Baby-sitting.  

Each person has different leadership development needs that requires different time, action or alternative.  No fix amount time and action can guarantee success.   Once individuals can meet current challenges, no need to update them unless their challenges change or will change, like the case above.  By knowing their 6Q, we can catch most development needs of a leader before the 360 degree and take early action.  The Executive 6Q Assessment results are often good for 2 years in the absence of significant events.

No one Formula for All People Analytics but the Right one.

Recently, some HR personnel explored whether people analytics enhances performance, how to simplify their approach and make their people analytics actionable.   Their first discussion really amazed us– of course, people analytics enhances performance.  However, no one formula for all as each human part, process, environment and stage has its own rules as discussed above.   Without knowing the underlying human structure and related rules, people analytic can only be behavior or psychological observation, and, therefore, cannot be actionable.

Not long ago, we met some “leadership development experts” who evaluated leadership through psychometrics only and nailed both all issues with psychological tools.  In fact, many psychological issues are secondary to NON-psychological causes, for example failures and poor health.   To evaluate only psychometrics and target NON-psychological issues with psychological tools was why their leadership development was so poor.   Unfortunately, the “leadership development experts” could not see the whole picture since they only react to psychological signals.

We had live people analytics at from PwC CEO Study to How to Go from Good to Great Efficiently,  which would show you many right tools

Learning is another Whole System Approach.

Learning is another whole system approach, where knowledge structure, talent type, tenacity, resources, introspection, self-discovery, etc. can all impact the learning outcome.  One efficient way to facilitate change management and strategy execution is to make learning easy and fast.  To do so, we need to identify the precise development needs of a leader and minimize learning resistance.   In addition, integrate learning with practices to enhance memory and turn learning into action.  Practices at work are great but on and off,

Furthermore, senior leaders’ participation matters in organizational leadership development. McKinsey’s recent research found that successful corporate leadership-development programs were five to six times more likely to involve senior leaders acting as project sponsors, mentors, and coaches.  The reason is clear- the senior leaders are good role models and know what matters most to the company.

Speed, Results & Costs

Many CEOs strike to be exceptional but underestimate the needs to translate strategy into effective organizational capabilities that will affect their ultimate success.  In fact, corporate leadership development can achieve a quick impact through the same mechanism of building exceptional CEOs.

1. Identify the development needs of a leader before “the 360 degree,” based on the 6Q assessment result instead of IQ, EQ and Behavior alone.   The difference here is to do damage control or turn 30-40% “impossible” possible.
2. Install the missing tools as smoothly as possible.  The difference here can be days to weeks vs months to years.
3. Integrate learning with practices.  The difference here can knowledge vs action.

As the pace of change increases, so does the impact and cost of poor corporate leadership development.

How do you score in the above 4 key areas?

Do not be dismayed that you do not score high because we are here for you.  CEOs and their top teams should fully utilize resources and get job done effectively.

About the Author 
Bin Yang is the author of What Stop Leaders from Good to Great, and the Managing Director of The Prince Synergy (www.theprincesynergy.com), a leading consulting firm that explores missing tools in leadership and success, and solves the hardest issues that no one else can.

If you’d like to learn how to be a great leader and increase your 6Q, including IQ and EQ, consider reading the life stories in the book and trying the mini quiz.    The webinars and 30′ free consultation are also available for hands-on experiences. The Prince Synergy customizes most of its classes and programs based on the Executive 6Q Assessment results.   For more information or to schedule an interview, lecture, or appointment, please contact 310-668-1828.


How to Be an Exceptional CEO?

Many leaders desire to be an exceptional CEO, whether they are at Fortune 100 companies or startups.  Should they copy behaviors or build underlying structure?  Is there a time table?  Are IQ, EQ and Behavior tools enough?  Recently, McKinsey released its CEO study on what makes a CEO “exceptional.” Let’s review its 3 key findings and explore what takes to be an exceptional CEO. In the meantime, give yourself a quick self-evaluation.

  1. Come in from the outside
  2. Change the strategy within the first 2 years.
  3. Reshuffle the management team AFTER the first 2 years, and balance how much change the institution can absorb.

This is one path how to be a great CEO.  Although the path may not fit you, it is good to know the underlying structure and empower yourself if suitable.

What Takes to Be an Exceptional CEO?

1. Come in from the outside?
Not everyone needs to come from outside, for example, Microsoft CEO Satya Nadella and GE CEO Jeffery Immelt.  Both have transformed their businesses.  The key here is how to keep a fresh and objective view and minimize attachments to old glory and routines, which is a part of human nature management. We have found that unable to do so has stopped many CEOs in our leadership study and Fortune 1000 CEO study.  I have paid a heavy price here myself.

How do you do here?  You can take a quick leadership tool quiz

2+3.  Change the strategy within the first 2 years. Reshuffle management AFTER the first 2 years?
Have you wondered what if an organization cannot afford the 2 years to warm up?  For example, Alan Mullaly joined Ford Motor in 2006 when Ford was on edge of bankruptcy.  Jeffery Immelt became the CEO of GE 4 days before 911 attack hit GE badly.  Regardless where they came from, neither had 2 years to warm up their institutions.  Let’s explore what takes to develop the strategy and translate it into effective action in a timely manner.

4. What Stops Leaders from Being an Exceptional CEO?
After assessing hundreds of CEOs and non-CEOs from different sizes of institutions, we have found the following:

  • Miss the big picture due to personal needs, past successes, weak abstract thinking, poor strategy, etc.   If it does not start right, it is hard to turn it right later.
  • To our surprise, most leaders fail to know self and team well and subsequently fail to task talent properly.
  • Lack leadership styles to inspire and influence others and win hearts.
  • Poor conflict management that is due to not only people knowledge and skills, but also leaders’ unfairness and missing the big picture.
  • Poor risk-taking, which limits institution’s opportunities, resources and resilience to failures.
  • Poor learning management for self and team, which will impact change management and strategy execution.
  • Low Adversity Quotient, which cause some leaders to give up too soon.
  • Insufficient body energy to keep up with needs (poor health).

All the above elements require not only IQ, EQ, learning Q (LQ), but also Adversity Q, Public Influence Q, Health Q.  How the 6Q work together just like how human muscles work in body movements.  Industries, stages of business, status of the team and others can add, modify, or delete the required elements.   The exceptional CEO need to be ready for the worst.

On the other hand, all 6Qs are connected.  For example, IQ and EQ can lose their power due to poor AQ and HQ, which is why IQ, EQ, LQ and behavior tools cannot solve all issues.  Being cool in the storm makes a leader unforgettable.  Being able to manage team’s mental health can win CEO extra team devotion and social credits.

In addition, each element above involves a lot of underlying work.  For example, “Focus on the Big Picture” involves not only decision-making quality, but also industrial insights, rules of games (business, society, and government), leaders’ health of Ego, innovation, resilience, and others.  Most people understand the technical part (IQ) but miss the rest.   Whether a leader can focus on the big picture is behavior.  Decision-making, knowledge, health of Ego, innovation, resilience, and others are the underlying structure that will shape the behavior.  However, many institutions either categorize leaders based on their behaviors today or waste time on secondary behaviors.

For further analysis and case studies, please read from PwC CEO Study to How to Go from Good to Great Efficiently and Can Behavior and EQ alone Build a Level 5 Leader? 
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How well do you do at each part?  Take a quick quiz
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Speed, Results & Power 

First, Today Is NOT Tomorrow.  Not every leader has what they “should.”  Instead of evaluating leaders by their behavior today, we should explore the underlying structure, find the missing tools, install the tools as smoothly as possible, and integrate learning with practices.  The tools are often beyond IQ, EQ and behavior.  On the other hand, without the supporting underlying structure, today’s behavior will not last tomorrow.

Second, catch the development needs of a leader before “the 360 degree” and make wise investments because not all issues have quick solutions, for example, talent type and abstract thinking.  There is no one tool for all issues; therefore, we work with the best.

Furthermore, many “intractable issues” are due to wrong tools.  For example, use IQ and EQ tools when underlying cause is poor AQ and HQ.  By getting to the root causes with the right tools, we often can save 50% of the time and have turned 30-40% “impossible” possible.   Time is money.  Efficiency is life.  I wish everyone can see that.

After years of researches, we have found to build level 5 leaders is the most efficient way to strengthen society.  How to be a great CEO is almost the same as to be a level 5 leader— pursue a big future instead of personal and build enduring greatness.

In summary, to be an exceptional CEO, you need,
1. Identify your missing tools before “the 360 degree,” based on your 6Q assessment result instead of IQ, EQ and Behavior alone.  The difference here is to do damage control or turn 30-40% “impossible” possible.
2. Install the tools as smoothly as possible.  The difference here can be days to weeks vs months to years.
3. Integrate learning with practices.  The difference here can knowledge vs action.

The right approach means more if you are a “underdog,” regardless man or woman, as you need to win unfair competitions.   It is easier to score higher, faster and better than being frustrated about “justice” although you should never give it up, which is called “underdog winning strategy.”   General job exposure and self-discovery do not help to score faster and better, but often are too general and time consuming.  These days, speed and results determine the rise and falls of businesses and individuals.

If the 6Q approach new to you, you can review some CEO case studies in What Stop Leaders from Good to Great:

You can also take a mini quiz or join our 2-hr webinars to experience the speed and results of the 6Q approach.  Do not let your competitors get ahead of you.   Contact us with your needs even if it is impossible to anyone else.

About the Author 
Bin Yang is the author of What Stop Leaders from Good to Great, Take Your Leadership to Level Five, and the Managing Director of The Prince Synergy (www.theprincesynergy.com), a leading consulting firm that finds missing tools in leadership, performance, success, and solves the hardest issues that no one else can.

If you’d like to learn how to increase your 6Q, including IQ and EQ, consider reading the life stories in the book.  The Prince Synergy customizes most of its classes and programs based on the Executive 6Q Assessment results.  The 2-hr webinars,  a mini quiz and 30′ free consultation are also available for hands-on experiences.  For more information or to schedule an interview, lecture, or appointment, please contact 310-668-1828.




Book: What Stops Leaders from Good to Great?

What Stops Leaders from Good to Great?  

Many leaders desire to take their leadership from good to great and become a Level 5 leader but have failed.  Our studies have found 6 leading causes, 5 of which are beyond IQ, EQ and behavior tools that top MBAs provide.   Why?  Each leader is an integrated 6Q system and often faces complex issues that usually involve the whole system.  It is impossible to get the root cause(s) without knowing ALL associated facts, which is why partial approaches cannot solve complex matters efficiently.

What Stops Leaders from Good to Great aims to empower leaders to look at the big picture, find the missing tools in their leadership development, go from good to great, and become, optimally, Level 5 leaders.  The book also explains how leaders can catch development needs before 360 degree, and take early action, and why today’s force and direction CANNOT define good leaders and great ones.   The book is also excellent for the leaders of tomorrow to start right and start strong.

Get the book at Amazon 

Sample Case Studies:
1. Can You Tell Ass Kissers from Praisers?
2. Should a CEO be Charming?
3. Can He Handle the Job?
4. Eliminate Stress with the Right Law

Download: P 6-20

The short version of the book: What Fails Leadership Development and Stops Leaders from Good to Great.

About the Author:

Bin Yang is the Managing Director of The Prince Synergy, a global CEO adviser and the inventor of the 6Q Whole System Approach.



from PwC CEO Study to How to Go from Good to Great Efficiently

Executive Summary:
Not every leader and elite has what they “should.” Not to mention to take early action.  The article will explore PwC CEO Study and use how to focus on the big picture as an example to demonstrate how leaders and elites can identify missing tools, take early action, avoid costly mistakes, and go from good to great efficiently.   A webinar and a mini quiz are available for hands-on experiences.

 

Recently, PwC released its 2016 CEO study–17 years CEO succession analysis at the world’s largest 2,500 public companies.  It is sad to see such high CEO replacements, especially the increase in CEO dismissals for ethical lapses from 3.9% in 2007-2011 to 5.3% in 2012-2016—a 36% increase.

Do more CEOs lack of integrity?  Not likely.  Media spread is one issue.  Unable to take early action is another.   In fact, we can reduce the second cause by catching many development needs of CEOs before “the 360-degree evaluation.” When CEOs can take early action, businesses can also achieve more via management continuity, which is what we have found in our 2014 Fortune 1000 CEO study.

Traditional approaches are mainly behavior summary or IQ and EQ tools.  However, each person is an integrated 6Q system.  Without knowing the rest of the system, it is hard to get to the root causes of complexity or anticipate the development needs of a leader tomorrow.  When unprepared elements become significant, it is almost inevitable to do damage control.

Know Yourself Ahead

Many executives desire to go from good to great, develop level five leadership or become an exceptional CEO.  By evaluating 6 Q, instead of IQ, EQ and behavior alone, CEOs can know themselves deeply:

The first two items define if the CEOs can be good.  The rest determine if they can build enduring greatness, develop level five leadership, and become an exceptional CEO, which is to be great.  These are an executive’s base line.   Once the goal is clear, we can anticipate or evaluate the gaps (development needs of a leader) and potential issues, solutions, alternatives, costs, etc.

How Can CEOs Go from Good to Great Efficiently? 

Each step involves many underground works.  To focus on the big picture is the first step to go from good to great and develop level five leadership.  Let’s explore what can make CEOs “miss the big picture” and how to manage efficiently.

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Do you know your 6Q?  Let’s take a quick quiz.
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1. Focus on the Big Picture

How well a person can focus on the big picture is determined by its structure, execution, sustainability and more.

– Have a Good Structure 

Franklin Roosevelt and Steve Job were leaders in their fields.  Could they switch industries?   Most people can understand the technical foundation, such as talent type, knowledge base, experiences, and decision-making, but miss another piece.

A healthy Ego is critical for leaders not to hunger for applaud and make independent decisions that may take years to get results, for example, Franklin Roosevelt in the World War II.  A person with a healthy Ego has no problems to admit his or her errors and learn from the mistakes.  Warren Buffet is a good example– he reveals his money AND opportunities losses to shareholders.  A healthy Ego is also necessary for leaders to be fair to others and win devotion.  Without a healthy Ego, executives may be able to tell an ass kisser from a praiser and know what is right for the enterprise but still choose the ass kisser to satisfy their Ego.  Humility is only one reflection of a healthy Ego.

By knowing their talent type, knowledge base, and experiences, leaders can choose proper direction and action.   By strengthening the health of their Ego, leaders can develop many positive behaviors while eliminating negative ones.   However, many institutions waste their time on secondary behaviors.  “Missing the big picture” is only a behavior or a result, not the root causes.

– Sustainability
A right structure is only basic  As time passes, CEOs can succeed and fail, which can inflate or deflate leaders’ Ego.  Some executives can over estimate self, disrespect others, and make unwise investments.  Some can become depressive, lose work efficiency, and leave job undone.  Other events can challenge executives as well.  For example, Peter Drucker was so sad after he lost his mother that he did not return his clients’ call.  Later it took him 3 years to get those clients back.

In the meantime, as disruptions and changes can come from all directions at an exponential rate, new challenges can exceed CEOs’ current capacity or disable then.   Then issues that can impact their learning or adjustment will step in, for example, talent type, personal interest, knowledge base, knowledge association, resources, etc.  Setbacks and failures can shut down leaders’ mind and body.

Sustainability is essential for a CEO to go from good to great and develop level five leadership. Resilience is also needed for daily negotiation, innovation, etc.  By knowing themselves ahead, CEOs can take custom training and save time and effort.  To be cool in the storm also makes great bosses unforgettable. However, many Fortune 500 CEOs only think of us when they are in hot water.

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Do you know yourself well?  Take a quick quiz.
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– Strategy, Innovation & More
Can the institutional focus, industrial insights, and resilience guarantee success?  Not always. Japanese are well-known for the three.   Still, many of them fail since they do not compete with strategy but imitate one another and cut down their own profit.  How Japanese competition has a lot to do with their culture that encourages obedience and loyalty not autonomy and innovation.

On the other hand, the same culture system also builds a broad knowledge foundation that Western Culture fails to do.  By knowing an executive deeply, we can evaluate the negative impact of their culture, identify the missing segments of their innovation and strategy, and maximize their success.

2. The Other Steps

To focus on the big picture is only the first step to go from good to great or develop level five leadership.   To convert their vision into effective action, CEOs also need to ensure team responsible and accountable.  In the past 3 years, we have studied what fails leadership development and stops leaders from good to great and developing level five leadership among fortune 1000 companies and other large institutions.   Many CEOs and executives show leadership development needs:

Most of the above require more than IQ and EQ to handle.  Unfortunately, most leadership development programs mainly offer IQ and EQ tools, and some programs focus on secondary behaviors.

Speed and Results Matter (what makes us different from McKinsey and others)

Not every leader has what they “should.”   However, that is not the end of their world because they can not only build what is missing, but also take early action and avoid costly mistakes to go from Good to Great.   All elements within a human system are closely connected.   By getting to the root causes with the right tools, we often take less than 50% of the time others may require.

Can He Handle the Job” is a good example.   An executive at leadership consulting firm was promoted to a regional manager and almost resigned 2 months later because of business and family crises.  I did the Executive 6Q Assessment on him and found many development needs of a leader that were impossible to fulfill in a short time.  I chose to improve his emotional expression to eliminate his family crisis, so he could focus on his new job.   He did, through a 30-minute learning.

How to Be an Exceptional CEO?” can tell you more about the difference between The Prince Synergy, McKinsey and others in CEO study and development.

Catch Development Needs before 360 Degree vs the 360 Degree Evaluation 

The 360-Degree Evaluation is a great tool to closes the gaps between individual self-awareness and objective reality.  The observation starts AFTER someone gets on the spot.  However, what is on the surface is not equal to the root causes and the issues beneath, not to mention those that will emerge in new environments.    

The Executive 6Q Assessment is designed to catch the development needs of a leader at different stages, like MRI, recommend action accordingly, and make learning easy and fast.  We evaluate every talent element even they are “insignificant” today. By knowing self well ahead, CEOs can be ready for the future, be highly effective in turbulence, and hopefully, develop level five leadership.   When CEOs can go from good to great, businesses and society can also achieve more through management continuity, which is why we are enthusiastic about building level 5 leaders and focusing on CEO study.

Furthermore, because the 6Q data is good for two years in the absent of significant events, we can help executives thousands of miles away.  Will there be gaps between anticipation and reality? Yes, no one can anticipate everything in the world no matter how hard they try.  Thus, the two assessments can be a great synergy.

Summary

PwC CEO study reviews that CEOs face increasing complexity, uncertainty and storm.   Not every leader has what they “should.”  However, today is not their tomorrow as they can develop what is needed, which is why today’ direction and power cannot define a good leader and a great one.  Without the right underlying structure today’s glory cannot last, either.

On the other hand, no one is designed for every challenge, not all issues have fast solution, and speed and results can determine their rise and fall.  Thus, it is critical to know CEOs ahead of time, all 6Q instead of IQ, EQ and behavior alone, and take early action in each step, from focusing on the big picture, being highly effective, beating Setbacks and Failures, to making team accountable. When CEOs can go from good to great, businesses will also get to the next level, and society can also prosper.  To this is the most efficient way to bring productivity and happiness to the world.

The management principles of CEO study also apply to other talent development, whether to be your best, search tools of motivation, excite and keep the best, minimize human capital costs, deal with stress and stay healthy etc.  With the right mind, you can go from Good to Great.   With the other right tools, you can go from Good to GREATER.  For more information, please read What Stop Leaders from Good to Great.

About the Author 
Bin Yang is the author of What Stop Leaders from Good to Great, Take Your Leadership to Level Five, and the Managing Director of The Prince Synergy (www.theprincesynergy.com), a leading consulting firm that finds missing tools in leadership, performance, success, and solves the hardest issues that no one else can.

If you’d like to learn how to increase your 6Q, including IQ and EQ, consider reading the life stories in the book.  The Prince Synergy customizes most of its classes and programs based on the Executive 6Q Assessment results.  The 2-hr webinars,  a mini quiz and 30′ free consultation are also available for hands-on experiences.  For more information or to schedule an interview, lecture, or appointment, please contact 310-668-1828.

Can You Tell an Ass Kisser from a Praiser?

It may not be hard to tell the difference but can be difficult to choose the right one.   The answer reflects the health of a leader’s Ego that can affect many aspects of his or her leadership— vision, image, power, stability, etc.   To take leadership to Level 5, it is essential for leaders to focus on the big picture than personal benefits, so they can make independent decision, open to new ideas, be fair to others, etc.   Jim Colin’s humility reflects of a healthy Ego that can make the focus nature.    It wastes time work on secondary behaviors.

On the other hand, it challenges many leaders to tell an ass kisser from a praiser or know talent at a personal level, not to mention to utilize an ass kisser.  The Executive 6Q Assessment helps leaders scan their development needs and use the right people.

What Can Impact on the Health of the Ego?

Parents are often the primary impact- the victims are usually unfavorable children or those overloaded with stringent standards.   To these parents, the children are never good enough, which weakens the health of their Ego.   Child neglect and abuse have the worse impact.   Primary caregivers are usually the next significant impact.  England King George VI’s stuttering had a lot to do with how his nanny mistreated him when he was little.  The rest are various people at society, such as teachers, schoolmates, bosses, colleagues, etc.

Victims can withdraw from society, like the King George V.   Victims can also look for approvals, be eager to tell the world how smart they are, or abuse others, which will destroy their vision, image and power. When a leader is eager for approvals, ass kissing is more musical than praise.  The business empire will fall even faster.

By restoring the health of their Ego, many negative behaviors can go away quickly since they are secondary.   It usually takes weeks to months with the right tools and a deep commitment. Behaviors here reflect an injured Ego; therefore, it can be painful and slow to “better” the reflection.  Does every Ego have a quick solution?  We do not take cases that involve ethics and abuse.

Leaders usually have other needs, for example, innovation, leadership styles, conflict management, resilience development and other performance management, to further strengthen the health of their Ego.

Use the Right People

To use the right people is the first step to success.  An ass kisser can serve unique purposes if management is setup right.   The background check and track records are necessary.  However, they cannot anticipate the future performance, which is the to determine if the person can do the job.  To do so, leaders need not only assess individual current capacities, but also their level, performance and potential under different weather.  “Honesty and self-awareness” that Psychology or behavior tests  rely on usually do not apply to an ass kisser.   Here is the comparison between the 6Q Whole System Approach and partial ones.

The world is changing fast.  The more leaders can anticipate, the better leaders can use the right people.  Although gut feeling is good, the leadership and performance MRI provides scientific evidences and therefore is more reliable.  We help leaders see more, see far, and win big.

            

Discussion

Is Level 5 Leadership development to tie leaders with high standards? No, it ought make learning and development as nature, healthy and easy as possible. Behavior and EQ alone cannot solve all issues, for example:
1. Unwise investments.
2. Use a wrong person.
3. Setbacks and failures.
4. Poor health.

It takes the right tools to empower leaders from good to great and build Level 5 leaders.  Let’s find the extra tools you need!

The Prince Synergy Team

Mental Health Management, a Part of CEO Health Quotient (HQ)

Last week, it went viral that Ben Congleton, CEO of Olark, encouraged his web developer Madalyn Parker to take 2 days off for her mental health.  This should not have happened because mental health management is a part of Health Quotient (HQ).  The CEO’s confirmation email went viral implies that many CEOs have not realized how critical the issue is and cannot handle the matter wisely.

How to Handle Mental Health Issues Efficiently?

Mental health is a part of health and can directly impact creativity and productivity.   Mental health issues can be pathological, such as depression, and non-pathological, such as burn out. Prohibiting such days off would not increase productivity but expel talent.   However, some people believe that motivation can overcome any “mental issue.”  Some stigmatize others with “mental issue.”  The efficient solutions include:

  • Make environment comfortable for people to address their needs.
  • Give employees the right tools to handle work and take care of self and prevent mental breakdown, including suicides.
  • Take the right action when issues emerge, including taking days off and going to the right experts.
  • Some mental illnesses need to be on continuous medication, such as Bipolar.   Individuals also need to have periodic physical check up.

How to Assess and Empower CEOs and other Executives Effectively?

CEOs are the key to business success, who requires not only IQ and EQ, but also HQ, Adversity Q, Learning Q and Public Influence Q to handle daily challenges.   Like other Qs, HQ affect team performance everyday.

Today CEOs can not only assess their mental health management skills via the Executive 6Q Assessment, but also empower self with a 2-day class, “Be Happy & Be Your Own Doctor First,” and other programs.  Many CEOs desire to be exceptional.  Mental health management is a natural area for CEOs to win credits and devotion A  leader does not have to work harder to be an exceptional CEO but should not miss the opportunity to work smarter.

It takes visionary many people to make workplace more productive and leadership more efficient.  Please feel free to contact us if you need case studies and other materials to inspire your team or clients.   In the meantime, welcome to try our mini leadership tool quiz on line and join our webinar.  After years of researching, we have found that building exceptional leaders is the most efficient way to strengthen society.

The Prince Synergy Team
Get Ahead, Stay Ahead
Los Angeles, 310-668-1828

Case Study: Should A CEO be Charming?

Should A CEO be Charming?  Definitely!

The CEO of a big construction company was excellent in construction work and devoted to his job. However, he was impatient with his staff’s “silly” questions and wanted staff to follow his development model. He also liked to wear his college outfits wherever he went.  As a result, his chairman concerned his manner and image could cost their business opportunities.

Executive 6Q Assessment found that the CEO had a healthy Ego and was strong in decision-making, learning, customer needs satisfaction, etc.  But he was weak in emotional control and expression, Public Relationship awareness, and had limited leadership styles.

Bring Internal Charm Out
Due to the above finding, we recommended custom training to enhance his emotional quotient and Public Relationship sense, and optimize his leadership styles and efficiency.        

Be Sharp and Charming
The CEO quickly understood the gap between his self-awareness and others’ perception and developed the skills and styles needed. In less than three months, he won the trust and devotion of his staff back.

DISCUSSION:
Should A CEO be Charming? Of course!  No CEO can achieve desirable results if others cannot perceive his or her leadership properly.  Not only industrial insights are important, but also conflict management, leadership style, team management, etc.

Video: How to Deal with Stress & Stay Healthy?

Studies have found that about 100% of CEOs, 80% of elites, and 45% youngsters suffer from stress.  Most people deal with stress with limited symptom relieves, for example meditation, deep breathing, music, yoga, smoking, alcohol, drug, and food.  These methods can relax mind and body but do not solve problems, so the same stress will come back.

A good stress management requires two parts—the right tools to meet challenges and relieve stress.  Usually, the root cause of stress is a lack of the right tools to meet challenges, which can technical and psychological.  Individuals need symptom relief to keep a clear mind and body.  Because human body can quickly develop immunity to one tool, it is better to have 4-5 relaxation methods for stress at each levels.

Without the right tools, productivity and creativity will suffer.   People can develop stress-related health issues, for example, heart attack, stroke, insomnia, diabetes, fibromyalgia, etc.  I first met this group at clinics.  In fact, medical treatments are also symptom relieves here since they cannot provide the tools to meet challenges, and can become increasingly expensive if the stress keeps coming back.

The key to deal with stress and stay healthy is to find missing tool to achieve your goal.  When you get sick, have your root cause of stress and symptoms taken care at the same time.

What can be the challenge?   Each person has 6Q.  You probably already know IQ, EQ and learning Q.  Individuals also have adversity Q to manage storm, health Q to keep energy and public influence Q to utilize resources.  Complex tasks usually involve the whole 6Q system, where every element at each step and stage matters.   100% of CEOs suffer from stress because they mainly handle complex issues.

However, schools mainly give us some tools in IQ and EQ.  Hospital can cover some health issues.  To find the missing tools to solve your unique issue, you need to explore more, which can be struggling.  In addition, a sad truth is that not every doctor want you to get to the root cause of your stress because they want you keep going back to them.

I first helped people deal with stress and stay healthy during my residency.  I noticed that, usually, once I found their missing tools, many got well quickly, including the same day.  Their re-occurrence rates were minimum.  That is how I invented the 6Q whole system approach.

You can deal with stress and stay healthy with the right tools.   You can come to our 2-hr webinar for hands-on experience or attend our class, “Be Happy & Be Your Own Doctor First!

Video: Find the Missing Tools in Motivation

To many people, “motivation” is a magic word that can overcome any obstacle.  In fact, without the right direction and sufficient tools, motivation alone can harm a person more than help.  This video will tell you how to find the missing tools and achieve your goal faster and better with a strong motivation.

To motivate and empower a person to meet the challenges that he or she normally cannot is also a great way to Excite and Keep the Best.

Video: Find the Missing Tools in Your Leadership

After 3 years of studies  on what fails leadership development and stops leaders from good to great, we have found 6 leading personal causes, 5 of which require more than IQ and EQ to handle.  However, most leadership development programs mainly offer IQ and EQ tools, some focus on secondary behavior, and many use self-assessments and offer no practices.  The video will show you why and how to solve the problem.