Category ArchiveFeatured Insights

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

Executive Summary:
Not every leader and elite has what he or she “should.” Not to mention to take early action.  This article explains how leaders and elites can not only identify what is missing, take early action, but also avoid costly mistakes and go from good to great efficiently (not all issues have fast solutions!). To help readers understand better, the article uses how to stay focused on the big picture as an example to demonstrate how to know self ahead and the benefit on each step of their journey.  

 

Recently, PwC released its 2016 Incoming Class of CEOs–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, go from good to great efficiently, businesses can also achieve more via management continuity.

Traditional approaches mainly address the development needs of a leader today, for example, IQ, EQ and behaviors.  However, each person is an integrated 6Q system.  Complexity and uncertainty often require the whole 6Q system to handle.  Without knowing the rest of the system, it is hard to get to the root causes, anticipate the development needs of a leader tomorrow, and take early action.  When unprepared elements become significant, it is almost inevitable to do damage control.

Know Yourself Ahead

Peter Drucker first wrote The Effective Executive.  Jim Collins presented the great idea of Good to Great and divided executives into Level 5 and Level 4 with leaders’ will and humility (focus on what is right for the enterprise instead of self).  Many executives desire to go from good to great and develop level five leadership.  By evaluating 6 Q, instead of IQ, EQ and behavior alone, CEOs know themselves deeply:

The first two items define if the CEOs are on the right track with the right tools, which is to be good.  The rest determine if they can be their best, build enduring greatness, develop level five leadership, which is to be great.  These are an executive’s base line.   There are usually some gaps to a goal.   Once the goal is clear, we can anticipate or evaluate:

  • The gap (development needs of a leader) and potential issues, solutions, alternatives, costs, etc.

How Can CEOs Go from Good to Great Efficiently by Knowing Self Ahead? 

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 cause CEOs to “miss a big picture” and how they can grow efficiently.

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

By knowing their talent type, knowledge base and experiences, leaders can choose proper direction or 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.

Michael Jackson is the king of pop-music.  Can he vision computer industry?  Without the right talent, sufficient knowledge base and experiences, individuals cannot decide what need to be done.   Most people can understand the technical foundation 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, President Roosevelt in the World War II.  A person with a healthy Ego has no problems to admit his or her errors, learn from the mistakes and be.  Warren Buffet is a good example– he reveals his money AND opportunities losses to shareholders.  A healthy Ego is also necessary for many likeable behaviors, for example, being fair. 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 themselves, leaders can choose proper direction or 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 not enough.  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, disruptions and changes can come from all directions at an exponential rate, and new development needs of a leader can exceed his or her current capacity or disable him or her.   Then issues that can impact their learning or adjustment step in, for example, talent type, personal interest, knowledge base, knowledge association, resources, etc.  Setbacks and failures can shut down leaders’ mind and body and challenge leaders even worse.

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.

– 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 have 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

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.

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 can also achieve more through management continuity.  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

In this fast-changing world, 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.

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.

The same management principle applies to other talent, whether to be your best, search tools of motivation, excite and keep the bestminimize human capital costmanage crisesdeal 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 solves the hardest issues in leadership development and performance management 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. 2-hr webinars are also available. The Prince Synergy customizes most of its classes and programs through the Executive 6Q Assessment that identify the additional tools individuals need to go from good to great efficiently. 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.



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

Level 5 Leadership development is not to tie leaders with high standards but 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

The Prince Synergy Releases 3-Year Study Findings: What Fails Leadership Development and Why You Must “MRI Scan” Development Needs of a Leader

LOS ANGELES, April 20, 2017– The Prince Synergy (www.ThePrinceSynergy.com) announces its 3-year study findings on what fails leadership development and stops leaders to go from good to great. Among 6 leading personal causes, 5 require more than IQ and EQ to handle.  However, most leadership development programs mainly offer IQ and EQ tools, some focus on secondary behaviors., and many use self-assessments and offer no practices.

Six Leading Personal Causes:
1. Miss the big picture.
2. Self-destruction.
3. General development needs in the management of people, conflict, and setback.
4. External challenges and failures to meet new development needs.
5. Be vulnerable under setbacks and failures.
6. Lack of a big dream or motivation.

Three Leading Development Causes:
1. Piecemeal IQ and EQ Approaches
2. Focus on secondary behaviors
3. Self-assessments and no practices

When asked the significance of the studies, Bin Yang, the Managing Director at The Prince Synergy, said, “Leaders are needed most in complex issues and the storm, which often involve much more than IQ and EQ alone – it encompasses the entire system, including motivation.  It is important to scan the direction and development needs of a leader at different stages, and make learning and action precise, so they can achieve their goal faster and better.  The key to do so is knowing all quotients of the leader, get to the root causes with the right tools, and not to waste time on secondary behaviors.  The more leaders we can empower efficiently, the better the world will ultimately be.”

To go from good to great and develop Level 5 leadership, leaders need to optimize their leadership efficiency at personal, interpersonal, and institutional levels. They need to stay on the right track, be ready for changes and disruptions, be highly effective in the storm, and prevent setbacks and failures.   The speed, results and costs often determine their rise and fall.


Unlike others, The Prince Synergy scans direction and development needs of a leader at each stage with its Executive 6Q Assessment, just like an MRI scans human body slice by slice.  In addition to making learning and action easy and fast, The Prince Synergy integrates learning with practices and does not waste time on secondary behaviors.  Thus, they often take less than 50% of the time others may require.  Furthermore, The Prince Synergy helps leaders anticipate development needs before 360-degree feedback and prevent setbacks and failures.   The Prince Synergy’s video can also be found on Youtube, 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 whose mission is to inspire and enable businesses and individuals to be their best and enjoy lasting success.  The Prince Synergy delivers groundbreaking leadership development and performance management with its endless passion for freedom and creativity, as only The Prince Synergy 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: 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.

Sign up our 1$ video.  Yes, 1$.   I will show you through case studies how to deal with stress and stay healthy.

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 someone from inside while empowering the 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.

What Fails Leadership Development and Stops Leaders from Good to Great?

–Find the Missing Tools in Your Leadership Development

Many leaders desire to take their leadership from good to great, become a Level 5 leader, but have failed.   Various sources pointed out that university leadership development programs do not make leaders.   Some suggestions are the exact causes.   For example, should the world change so leaders can utilize their new skills or should leaders learn how to manage conflict wisely and change the world?   The fundamental cause is partial approaches and chasing secondary behaviors.

WHAT STOPS LEADERS FROM GOOD TO GREAT?

Leadership development is critical to personal and business success.  Because of our expertise in handling setbacks and failures, some industrial leaders think of The Prince Synergy Level 5 leadership programs after they get into hot water, which let us watch many leaders rise and fall.  We have also done our studies.  In general, there are 6 leading causes, 5 of which are beyond the reach of IQ, EQ and behavior tools as each leader has 6Q.


1. Miss the Big Picture
Without being able to Vision the right direction, leadership is no more than the “people skills” at other levels.  Not knowing self is the first challenge.   In addition, it can be very challenging to keep keen industrial insights as disruptions and alternatives can emerge from any direction.  Leaders’ knowledge base, values, and concepts can all play a role.

Most people know industrial insights and miss the other one—the health of the Ego.   Individuals with an unhealthy Ego may be able to see facts but choose to act contrary to satisfy their Ego. They can be eager to tell the world how smart they are, which are not good to their image.  Behaviors here are mainly secondary; therefore, behavior modification can be painful and slow.  On the contrary, a healthy Ego can make many negative behaviors go away easily.

At last, strategy and innovation matter.   For example, Japanese are well-known for their institutional devotion and organizational efficiency. However, many of them cannot produce enduring greatness since they imitate one another, cut out their own profit, and turn their competition into rat races.  These Japanese’ behaviors have a lot to do with their culture– encourages obedience and loyalty instead of creativity and independence.

On the other hand, the same system also builds a broad knowledge foundation that Western Culture fails to do.  Subsequently, Western leaders may not pick up new trends as fast as Japanese can.   Both vision and strategy are critical to a leader’s decision-making.

2. Self-Destruction
Some human nature can be self-destructive, for example, over-credit self.  When the Ego is inflated by successes, the self-destruction often blow.  For example, they step out of their circle of competence and make unwise investments.   They can refuse new ideas and abuse others.   The human nature can blind their IQ and EQ.  Can a pioneer in innovation be immune to self-destruction?  No.


Mr.  C is a pioneer in innovation.  After watching his videos at TED and Youtube, I found that he and I shared a lot, such as creative confidence, think design, project learning, playing hard, creativity and interest in human development, etc.   We take far more steps in innovation than he does, but he names his items beautifully, and people know his work far better than ours.   I love to meet the people with the talent that I do not.   His secretary told he only had two open office hours that week, 9-11am on Wednesday.

Because of unexpected traffic, parking, confusion of the campus, and the lengthy discussion of the person ahead of me, I only had a few minutes with him.   We planned to Skype the next week since he needed to attend his faculty meeting at 11 am and had all the time the next week.  But I only received an email from him, saying he needed to take his vacation the next week.  Until today it is still hard for me to believe he could send me that email.  Somehow, I would rather be late that day to see what I could not otherwise.

3. General Leadership Development Needs

Many executives  cannot be highly effective with their work and life.  One major reason is that they only know some IQ and EQ, a part  of their system, and cannot plan right and plan ahead.

Like Dominic Barton, the Global Managing Director at McKinsey, said, it is challenging to task talents and allow them grow from mistakes and failures, and handle setbacks and failures.  The fundamental cause is lack of knowledge of the other half of human system, so leaders have to use their gut feeling.

Conflict management is inevitable to leaders as strategic shift and structural change are inevitable.   Most people would think of leadership styles, skills or EQ when addressing conflict management.  In fact, conflict management also involves vision, structure design, rule creation, organizational balance and more.   Without the right tools and strategies, conflicts can consume leaders even if they have no self-destruction.

4. External Challenges and New Development Needs
Leaders regularly face new challenges — technology disruptions, economic change, politics, cyber insecurity, etc.  It is hard for a leader to pick up new trends without a broad knowledge foundation that the Western Culture fails to provide.   It can also be equally hard for a leader to choose the new focus without creativity and independence that the Eastern Culture does not encourage.   Some leaders may need to stay updated with continuous learning.  Others may need to update internal concept is critical, or failures will be inevitable.

Unfavorable changes, injustice and other challenges can also disable Leaders when new development needs are out of their current circle of competency.  Then their determination, approach and resources become critical.

5. Be Vulnerable in Setbacks and Failures
Regardless the reasons of decline, great leaders can stop achieving and early successors can  crash if they cannot handle setbacks and failures.  Setbacks and failures not only can shut down the human mind and body when they are needed the most, but also come with the worst stress that lead to series of health issues.  In fact, people need resilience every day for their problem solving, negotiation, customer service, new projects, innovation, etc.

However, many leaders are lack of the training.  Some leaders can give up because of a few bad quarters or some conflicts with the board.   A number of leaders cannot take different perspectives.   More are afraid to take necessary action to turn things around.   All of these can minimized if they know themselves deeper and build the capacity needed ahead of time.

6. Lack of A Big Dream or Motivation
Many people do not step forward although they have the other elements of Level 5 simply because they do not have a big dream or sufficient motivation.  It can take a thunder to wake up some sleeping tigers, for example, Anne Mulcahy who has turned Xerox around.   She never expected to become CEO.  The world may never know her power had Xerox not been in a deep trouble.

WHAT FAILS LEADERSHIP DEVELOPMENT?

1. Partial IQ and EQ Approaches
Looking back, IQ had been over estimated in leadership development until Daniel Goleman brought in EQ.  However, EQ can be very vulnerable under changes and storm.  Michael Porter strengthened IQ with strategy and competitiveness.   Lominger expanded IQ and EQ with breadth of experience, operation, and motivation, and add Learning Q.  Peter Drucker perfected management.  However, they offer no anticipation and solution if leaders crash in setbacks and failures or lose health due to work stress.  The latter two can happen daily.

Jim Collins defines 5 levels of leadership within the 3Q.  University leadership development mainly offer industrial insights (IQ) and people skills or EQ training.  Some use family and friends to balance their human nature, which is like to have the 360-degree evaluation but in a safe environment —catch the symptoms, but not all the causes and potential issues.

However, each leader is an integrated system of 6Q, connected with business and society, and often faces complex issues that involve the whole 6Q system.    It is impossible to know the root cause(s) without knowing ALL associated facts.  Subsequently, it is impossible to achieve fast and lasting results in leadership development, not to mention to build a Level 5 leader.  I first invented the 6Q Whole System Approach at clinics when I was helping patients beat setbacks and failures and stay healthy.  Many got well the same day.

2. Secondary Behavior Chasing
Many institutions try to link every behavior with a motivation.  In fact, many behavior are secondary to environment changes.   For example, would President Franklin Roosevelt have the same behaviors if he had to run Marathon?  Changing his behaviors would not solve his problems.   All he needed was to bow out gracefully, which he did and became one great US Presidents in the history.

Behavior approach cannot solve all problems, for example, unwise investments and wrongful assignments.  The 360 degree can observe behaviors, but not the causes and potential issues beneath.

3. Self-assessments
Most top MBA leadership development programs start and end with student self-assessment, which is good.  However, self-assessment usually cannot fully evaluate individuals’ underlying 6Q structure and choose the right tools and the best shot.  As a result, the students and schools cannot use their time and resources efficiently.

HOW TO EMPOWER LEADERS AND EXCEL LEADERSHIP DEVELOPMENT EFFICIENTLY?

Leaders ought to focus the big picture, optimize their leadership efficiency at personal, interpersonal and institutional levels, and be ready for changes and disruptions.   Although they can fail for various reasons, most leaders can rise again and become greater leaders, including Level 5, leaders if they can face reality and use the right tools.   Otherwise, their today’s glory will not last.  Thus, it is unwise define the difference between good leaders and great ones with their today’s force and direction.   We can excel leadership development through the following steps.

1. Look at the big picture, Identify the Precise Development Needs of a Leader, and Take Early Action

Efficient leadership development starts with the 6Q whole system evaluation, getting to the root cause(s) and exploring the best solutions.  A leader’s internal structure usually remains the same unless significant challenges happened, which is why we can catch the development needs of a leader long before the 360 degree and enable leaders take early action.  The same principles also help to choose the right people in changes. minimize damage control, and save time and money to achieve their goals.

2. Make Leadership Development Easy
Leadership development does not have to be a big and painful project.  For example, we can take away many negative behaviors easily by restoring the health of a leader’s Ego.   We can also personalize learning and choose the best spot(s), for example, “Can He Handle the Job?” where we eliminated 1 crisis out of 2 through 1 30-minute learning, so a person could handle the job and not to resign.

3. Empower Leaders Systemically with the Right Tools
Leaders can have development needs at personal, interpersonal and organizational levels, for example vision, knowledge, strategy, innovation, motivation, resilience, health, leadership style, conflict management, business development, customer service, talent management, policy making, etc.  Each requires different tools.  It is important to locate their needs precisely and target issues with the right tools instead of IQ, EQ and behavior tools alone.

4. Integrate Learning with Practices
Classroom learning does not always bring good practices.  At The Prince Synergy, we also offer group practice, catch additional development needs during practice to maximize learning results.

5. Anticipate the Next Development Needs and Be Proactive
As new challenges emerge every day, it is important that leaders can see their new development needs and act accordingly.   The Prince Synergy also helps to anticipate the new development needs and advise efficient solutions since the 6Q whole system data is valid for two years in the absence of significant events.  Of course, many of these can be done before the next 360 degree.

I enjoy seeing others at their best, which motivated me to invent the 6Q Whole System Approach at clinics.  At The Prince Synergy, we empower leaders with their missing tools and optimize leadership efficiency systemically.  You can find more “how to” in the book What Stops Leaders from Good to Great.  Most successful cases in the book were “intractable” to piecemeal approaches.  With the right tools, many leaders can take their leadership from good to great and become a Level 5 leader.

The more great leaders are out there, especially Level 5 leaders, the more people can enjoy prosperity, the better the world will be.   That is how I change the world for the better.  I hope you will join me.

About the Author
Bin Yang is the Managing Director of The Prince Synergy (www.theprincesynergy.com), a leading consulting firm that solves the hardest issues in leadership development and performance management that no one else can, and whose mission is to empower leaders and elites to strengthen society.  For more information or to schedule an interview, lecture, or appointment, please contact 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.

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
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.