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Can Behavior or EQ alone Build a Level 5 Leader?

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How We Reward Participants
1
:  We reward participants 10 % of their payment if they impress their boss or board within 2 weeks after finishing our programs and add them to our honorable alumni list.
2: We pay 10% for each referral and 30% for every “intractable issue” to top 3 institutions in the world.The above bonuses apply to all programs.

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?  What is difference between how to be a CEO vs how to be an exceptional CEO?  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 or how to be a great 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 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 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 lack deep human knowledge and subsequently fail to task talent properly.
  • Lack leadership styles to inspire and influence others and win hearts.
  • Poor conflict management  due to not only people 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 together in body movements.  Industries, stages of business, status of the team and others can add, modify, or delete the required elements.   An exceptional CEO need to be ready for the worst.   The difference between how to be a CEO and how to be an exceptional CEO is significant– an average CEO can be extraordinary in some areas and certain process, not almost all areas and all processes, especially learning and the health of their Ego.

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 often 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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How to be a CEO is a part of corporate leadership development.  You can see from the above that the traditional approach cannot develop leaders efficiently, which is why a recent Fortune survey found that only 7% of CEOs said their companies are building effective global leaders.   To personalize development is one key.   Here are other keys to optimize corporate leadership development.

Speed, Results & Power 

First, Today Is NOT Tomorrow.  Not every leader has what they “should.”  Instead of evaluating their behavior today, we should explore the underlying structure and find the missing tools.  Without the supporting underlying structure, today’s behavior WILL NOT last tomorrow.  The tools are often not IQ, EQ and behavior alone.

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 pathological Ego.  There is no one tool for all issues; therefore, we work with the best.

Furthermore, many “intractable issues” are due to improper tools.  For example, use IQ and EQ tools to target issues related to LQ, AQ and HQ.  By getting to the root causes with the right tools, we often can save 50% of the time and discover fast solutions to 30-40% “intractable issues.”   Time is money.  Efficiency is life.   I wish everyone can see that.

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

In summary, you want to know not only how to be a CEO, but how to be an exceptional CEO:
1. Identify your missing tools before “the 360 degree,” which are often beyond IQ, EQ and Behavior tools.  The difference can be to do damage control or save 50% of time and turn 30-40% “impossible” possible efficiently.
2. Install the tools as smoothly as possible.  The difference can be weeks vs months or months vs years.
3. Integrate learning with practices.  The difference here can be knowledge vs action.

The right approach means more when you are a “underdog” as you need to win unfair competitions.   It is easier to score higher, faster and better than to be frustrated about “justice” although you should never give it up.   General job exposure and self-discovery are often too general and time consuming.  These days, speed and results determine the rise and falls of businesses and CEOs.

If the 6Q approach new to you, here are some CEO case studies.  You can read more in the book What Stop Leaders from Good to Great:

Do not let your competitors get ahead of you.   Contact us with your needs even if your issues 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 focuses on building exceptional leaders and optimizing top team performance, 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.  Webinars,  mini quizzes and group classes are also available.  For more information or to schedule an interview, lecture, or appointment, please contact 310-668-1828.




4 Keys to Optimize Top Team Performance

Organizations always need great leaders who can identify emerging challenges, inspire their team, and turn strategy into effective action.   The needs only have been intensifying as changes come at an exponential speed.   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 on top team performance– 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 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 human structure but psychometrics, behavior or technology.  Subsequently, many people try to solve health, business, law and other NON-tech and NON-psychological issues with tech and psychological (behavior) tools 

Leaders require different tools to meet challenges in various environments at different stages.   The daily skills include how to communicate and take feedback.  Others can be sleep, learning, business law utilization, etc.   If they do not have the tool(s) or the potential to acquire the tool(s) 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, which is what the 360 degree can observe.

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 certain resources, including themselves.  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.   Catch the Development Needs of a Leader before 360 Degree reviews leadership development history.


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 had years of global marketing experiences.
  • He dedicated to his roles.
  • He was willing to take risks and open to certain outside ideas.
  • He interacted with his team members fine.

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 was promoted to 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.   Somebody 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.  However, not to correct a development area should not be equal to ignore the area, or damage control can be inevitable.  The case is a good example.

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How deeply do know your talent?  Take a quick quiz 
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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 a 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 psychological and non-psychological 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 because they only react to psychological signals due to their knowledge base.

For proper people analytics, please visit from PwC CEO Study to How to Go from Good to Great Efficiently.

Integrate Learning with Practices and Involve CEO and Senior Leaders as the Role Models.

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 development needs precisely and minimize learning resistance.   In addition, integrate learning with practices to enhance memory and turn learning into rapid action.  Our leadership group classes are designed to serve the purpose.   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 that the senior leaders are good role models and know what matters most to the company.

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How we help clients
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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 can be 50% of time less, quick solutions in 30-40% “intractable” issues, and minimum damage control.
2. Install the missing tools as smoothly as possible.  The difference here can be weeks vs months, months vs 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 and top team performance improvement.

How do you score in the above 4 key areas?

It is normal if you do not score high, which is why we are here.   Here is how to implement the 4 keys.

About the Author 
Bin Yang is 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.

Yang is also the author of What Stop Leaders from Good to Great. If you’d like to learn how to be a great leader and enhance your 6Q instead of IQ and EQ alone, consider reading the life stories in the book and trying the mini quiz and webinars. 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.


Optimizing Top Team Performance Efficiently (Implementation)

An institution needs to develop their senior leadership team and is very interested in my company’s “Good-to-Great Leadership Class 1: Focus on the Big Picture, Be Effective.” Although I am flattered, this is not to most efficient way to build leaders. Many people are also interested in our article, “4 Keys to Optimize Top Team Performance,” so let’s use this case to explore how to implement the key points previously laid out there.

Focus on the shifts that matter and the holes that can sink your boat.

Missing the big picture is a behavior that can have many underlying causes and require different solutions. For example, tunnel vision and poor knowledge can often be fixed through professional and psychological training. However, if the root cause is poor energy and spirit restoration, even the top MBA in the world will only waste time. What’s more, focusing on the big picture alone cannot guarantee success in execution if it’s not met with the right leadership styles, conflict management, resilience, etc.

To help a leader focus on the big picture, we first need to identify what is holding the person back. After that, time and the individual’s potential and motivation will determine how to manage the issue wisely. We can target the issue with the right tools if personal and business resources allow. It is wise to find alternatives when there are no fast solutions for the underlying issues. In addition, not all development needs are equally significant to every position; the right placement is the key.

While top teams can have different development needs to fulfill their daily roles, new needs can also emerge as environments change, which can cause something insignificant to become significant.

For example, an institution opened a new subsidiary and promoted a marketing executive to be its CEO due to his years of global marketing experience, dedication to his past roles, willingness to take risks and strong teamwork. However, this person’s vision was limited due to his knowledge base, and he struggled with understanding intangible benefits and conflict management.

In fact, his leadership development needs could have remained insignificant — until he was promoted to CEO.  Could self-awareness and a learning mindset be enough to help him?  No.  First, he need to have his learning needs identified precisely, so he can learn as easy and fast as possible.  Second, he need to be motivated to learn and adapt to his new role.  That’s why it would be wise to know these new development needs ahead of time.

Catch development needs before a 360-degree assessment, and deliver training to address root causes.

Each person has six quotients (Q): Intelligence Q, Emotional Q, Learning Q, Adversity Q, Public Influence Q and Health Q. Issues at the top level are often complex and involve 6Q.  IQ, EQ and behavior tools alone that top MBAs and most institutions use can make complex issues “intractable.”  However, many learning officers are so used to slow or poor results that they stop searching for faster and better results.   This explains why only 13%  of companies believe they are building effective global leaders, per a 2016 Deloitte survey.

In addition to daily business skills, like how to communicate and take feedback, leaders also need to use law, learn, relax, sleep, etc. If individuals cannot finish one of these significant processes, the whole project can be in jeopardy. Psychological and behavioral analysis are clever ways to analyze individuals without getting to their underlying structure. However, both can only see the new psychology and behavior after the person gets into a new position, which is also what a 360-degree assessment can observe.

By knowing the whole six-Q picture, however, we can catch most development needs before the 360-degree assessment occurs, make wise investments, and deliver training based on root causes. The core assessment we use is called the Executive 6Q Assessment. Can we anticipate every development need? Not until we have a direct line with the God, but it is wise to learn how to be highly effective before the storm hits. There is then no need to babysit a top team unless their challenges or environments change.

Use the right formula in people analytics.

There is no doubt that people analytics enhance top team performance. However, because individuals can have different development needs, it is important to recognize the right rules and target issues with the right tools. There is no one perfect tool for everyone, including motivation.

Our studies have found that many leaders — from CEOs to CFOs to CHOs — try to motivate their teams when the teams are too tired, which does not increase productivity but instead increases the chances of turnover and stress-related health issues. Instead, the leader should look to relieve stress by letting the team take a break or bringing some snacks.

A lack of deep knowledge of talent affects how leaders task talent, inspire others, manage conflicts, execute strategies and more. These areas are rooted in traditional training, which is what I’m determined to change.

Integrate learning with practices and involve senior leaders.

Practices at work are valuable but unavailable to everyone, and they can be inconsistent. Thus, leadership development must integrate learning with practices to rapidly turn that learning into action. Usually, the less a person needs to learn, the better the person learns; therefore, it is important to identify the needs precisely. In the meantime, learning is another whole-system approach where every element (e.g., learning preference and talent type) can impact the outcome.

Research from McKinsey found that “successful leadership-development programs were roughly five to six times more likely to involve senior leaders acting as project sponsors, mentors, and coaches.” Why? Because senior leaders know what matters to the company and can be good role models.

Speed, results and costs matter.

Top team performance is critical to business success.  Corporate leadership development can have a fast and lasting impact through the right approach:

1. Identify the development needs of a leader before the 360-degree assessment, make wise investments and deliver training that addresses root causes.

2. Make learning as easy and fast as possible.

3. Integrate learning with practices and involve senior leaders

Through the above steps, we often can save 50% of the time and find efficient solutions to 30-40% intractable issues where traditional methods fall short.

While change accelerates, so does the impact of poor top team performance.  Join us, minimize the “intractable issues” in leadership and top team performance within us and around us.

The article first appeared on Forbes. 

About the Author 
Bin Yang is a global CEO adviser, leadership Doctor and the Managing Director of The Prince Synergy (www.theprincesynergy.com), a leading consulting firm that focuses on building exceptional leaders and optimizing top team performance, and solves the hardest issues that no one else can.  She is also the author of What Stop Leaders from Good to Great, Take Your Leadership to Level Five.  If you’d like to learn how to increase your 6Q, including IQ and EQ, consider reading the life stories in the book, joining their webinars, trying their mini quizzes and group classes.  For more information or to schedule an interview, lecture, or appointment, please contact 310-668-1828.

Minimize “Intractable Issues” in Leadership & Top Team Performance with The Prince Synergy

(The press has appeared on Business Insider, Market Watch, PR Newswire and other media.)

LOS ANGELES, Oct 10, 2017– The Prince Synergy (www.ThePrinceSynergy.com) announces that they open its leadership practice and programs internationally to minimize “intractable issues” in leadership and top team performance worldwide.

When asked the significance of the plan, Bin Yang, the Managing Director at The Prince Synergy, said, ‘Many people are so used to “Intractable Issues” in leadership & top team performance that they stop questioning the fundamental or looking for solutions.  Issues at the top are often complex, involving individuals’ whole 6Q system.  Technology (IQ), psychometric (EQ), and behavior tools alone can make complex issues “intractable,” which is why only 13% of companies can build effective global leaders.  Through the 6Q Approach, we can save significant time and find efficient solutions to many “intractable issues.” In addition, learning needs to be integrated with practices since workplace practices are not available to everyone and are often inconsistent.’

The Prince Synergy focus on building level 5 leaders, exceptional CEOs, and optimizing top team performance since it is the most efficient way to empower millions at one time.   The Prince Synergy’s programs and classes are designed to target the compound challenges at the top, including those that no one else can, for example, how to know talent deeply, manage self-induced conflicts, and build resilience.

Unlike others, The Prince Synergy assesses the root causes of development needs instead of analyzing behaviors as different root causes can have the same behavior.   In addition, The Prince Synergy emphasize on catching development needs before the “360-degree assessment” and taking early actions.  Ms. Bin Yang first invented the 6Q approach at clinics and helped many patients meet challenges and stay healthy.  The holistic approach bases its interventions on business, law, medicine, psychology, and evaluates the whole 6Q system simultaneously to identify the root causes and make learning easy and fast.

The Prince Synergy chooses solutions through its diagnostic program.  It has programs that take leadership from good to great, manage conflicts, multiply leadership styles, and pursue organizational benefit efficiently.   It also has programs that aim to improve leadership skills and performance in days to weeks or target other unique needs.  Some clients are highly interested in its practice classes since workplace practices are unavailable to everyone or do not have the piece they need consistently.

The Prince Synergy’s video, “Join Us, Minimize the “Intractable Issues” in Leadership & Top Team Performance!” can be found on Youtube (https://youtu.be/E1BjvALU1QA), and book “What Stops Leaders from Good to Great?” is available on Amazon.

 

About The Prince Synergy:

The Prince Synergy (www.theprincesynergy.com) is a leading consulting firm that focuses on building exceptional leaders and CEOs and optimizing top team performance to strengthen society, and that solves the hardest issues that no one else can.

Media Contact:
For more info, or to schedule an interview, lecture, or appointment, please contact Judith Sullivan, press@theprincesynergy.com, or 310-668-1828.

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.

Book: 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.  Partial approaches cannot solve complex matters efficiently.

What Stops Leaders from Good to Great aims to empower leaders to focus on the big pictureidentify the missing tools in their leadership style and skills, and become, optimally, Level 5 leaders.  The book also explains how leaders can catch development needs before 360 degree, take early action, and build a high-performing team; 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

Executive Summary: What Fails Leadership Development and Stops Leaders from Good to Great.

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How we help clients

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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.



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, poor Public Relationship awareness, and had limited conflict management and leadership styles.

Bring Internal Charm Out
We recommended “Optimize Leadership Style and Conflict Management,” a custom training to enhance his emotional quotient and Public Relationship sense, and optimize his leadership styles, and conflict management .        

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!  Our CEO studies have found that no CEO can achieve desirable results if others cannot perceive his or her leadership properly.  Not only industrial insights, devotion, and strategy are important, but also conflict management, leadership style, team management, etc.  EQ and behavior tools alone are not enough.  These applied to all CEOs.

Case Study: Can He Handle the Job?

Mr. B, 38, with MBA and ten years of experience at a leadership consulting firm in roles from consultant to local VP, was promoted to Regional Manger to boost regional sales and minimize turnover. Two months later, sales remained flat, and turnover had increased. His pregnant wife was very unhappy, as Mr. B spent a great deal of time away from home due to the new job. He was so burned out that he was contemplating resignation when we met.

Work from Inside Out
The Executive 6Q Assessment found Mr. B was an excellent consultant with many great leadership characteristics, such as decision-making, learning, EQ, persuasion, etc. However, he was weak in sales and marketing, and challenged in public influence, emotional expression, and restoring his energy level, factors that were not significant to a local VP. The fact that he did not enjoy social contact became an issue when retaining talent became a top priority.

Advice
Optimize emotion expression immediately to take care of his family crisis so that he could focus on his new job. Customize training to target the rest issues. Provide him additional company support while he was learning.

Focus on His New Role
With 30 minutes of our training, he was able to eliminate his family problems so he could focus on his new role.

DISCUSSION:
Pass successes cannot guarantee future since new challenge requires new skills, and not every issue has fast solution.  Thus, it is better to KNOW your talent at personal level than to do damage control.  For today’s leaders, it is better to catch your development needs long before 360 degree.

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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How do you do in key areas?  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 deeply?  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.

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How we help clients
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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 leadership 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.