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Can Behavior or EQ alone Build a Level 5 Leader?

 

6 Keys to Building a Level 5 Leader

Many leaders desire to be a Level 5 leader, build level 5 leadership style, or be an exceptional CEO, whether they are at Fortune 500 companies or startups.  What has held them back?  Do they lack focus, vision, power or will?  Our recent studies have found that many leaders, from CEO, COO, CFO, CHO, CMO, CIO, other CXO to director, share the following development needs at different degrees:

  • Missing the big picture
  • A lack of in-depth knowledge of talent.
  • Poor risk-taking
  • Poor conflict management.
  • Insufficient body energy restoration in the storm.
  • A lack of effectiveness, not at their best.

Although the causes of the above development needs vary, there is one in common — most leaders only know talent’s IQ, EQ or behavior instead of their 6Q structure due to traditional education and approaches.  Personal causes are the next.    We have discussed why EQ and behavior alone cannot build a Level 5 leader.   Now let’s discuss the 6 keys to build level 5 leadership style.

Can You Focus on the Big Picture Naturally & Passionately?

Leaders can miss the big picture for many reasons.  First is their primary focus.  Authentic Leadership emphasizes “be yourself.”  Jim Collins’ Level 5 leadership focuses on humanity —pursue the benefit of organization and team, not self, which we call “focus on the big picture.” In addition, we help leaders “Be Your Best,” which I will discuss further later.   Recently, Yuval Atsmon, a friend of mine, introduced Servant Leadership as doing primarily for others, not self.   Although I can see the selfless element in Servant Leadership, two questions remain: “Is everyone equal in front of the God? Is selfless equal to self-depreciation?”

Selflessness enables leaders to focus on the big picture naturally, be fair to others, manage conflicts efficiently, etc.  I will show you a great example below.  Most leaders understand the value of selflessness, but some cannot apply the principle on themselves due to internal conflicts.   Making them servants does not solve their problem.  Instead, we should minimize their internal conflicts, restore their healthy Ego and enhance their confidence so that they can focus on the big picture naturally and passionately.

Many leaders are authentically selfless but lack other elements or potential to get to the next level.   Some leaders do not have substantial knowledge and experiences in their industries, which they should gain at professional schools and workplaces.   Some have issues in their decision-making, innovation, initiative, risk-taking, effectiveness, and others, which affect how they focus on the big picture.

Do You Know Your Talent Deeply?

Knowing talent deeply is essential to task talent, manage conflicts, strengthen team performance, etc.  How deep should the knowledge be?  Here is an example:  One institution needed to restructure some part of the company.  One team was ready for the announcement; the other was not until six weeks later.  The CEO asked the chairman how to handle the situation. The Chairman told him one for all. However, the CEO succumbed to the pressure of his staff, agreed to give the announcement twice and paid a miserable price.

Many leaders, including CEOs and CHOs, judge talent based on their past success and fail to link the success with its environment.  President Franklin Roosevelt is a good example– he was a great president in the White House but would be the worst runner in Marathon.  It is individual’s internal structure as well as their time and place determine their ultimate success.

Talent is the key to success. To build a high-performing team and optimize team performance, leaders need to know their talent cognitively, psychologically, physically, under the sunshine and in the storm, so they can make wise investments, excite and keep the best.

Can You Maximize Success with Risk-taking? 

John F. Kennedy once said, “Those who dare to fail miserably, can achieve greatly.” This is also true in business.   However, many leaders only “aim for success.”  Subsequently, they cut out their opportunities to win big.  CEOs, COOs, and CSOs usually do better here due to their job exposure.

Risk-taking not only matters to CEOs, but also to CFO, CHO, and other CXOs.  For example, risk-taking can affect how a CFO allocates budget, how a CHO recruits and develops talent, how a CIO prepares data to support the institution’s overall strategy.   Unless a team is on the same page, it is hard to executive institutional strategy effectively.

To enhance risk-taking requires not only some concepts or EQ tools, but also substantial knowledge base, sufficient innovation and learning, efficient resilience, robust energy restoration, and specific resources. Individuals need to build the confidence to take the risk.

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Do You Manage Conflicts Inside Out?

Conflict management is inevitable if structure or strategic changes are necessary.  Many leaders are interested in our Good to Great Leadership CLASS 2: Leadership Style & Conflict Management.  Can people skills and deep talent knowledge handle any conflicts?  No.  Conflict can emerge internally, too.  How the above CEO handle company reconstruction is a good example.  Another common internal conflict is being unfair to others.  To manage conflicts wisely, leaders need to do so inside out.

One skill many people admire Bill Campbell, former Chairman of Intuit, the most is that he could kick in somebody’s pants, tell the person was screwing up, and then sent the person off to improve self and let the person know that he was 100% behind. Selflessness, deep talent knowledge and communication were essential elements here.

In addition to interpersonal tools, policy-making, structure design and more are also great tools to manage conflicts at personal, institutional, and societal levels. For example, how to defuse internal political problems. Law utilization and fast learning are beneficial here.

Will You Be Unforgettable in the Storm?

Like John F. Kennedy once said, “Those who dare to fail miserably, can achieve greatly.” To enhance risk-taking requires not only some concepts or EQ tools. Adversity Quotient is one key element.   The impact of Low AQ can be enormous to both business and individuals, which is why to be cool in the storm makes a leader UNFORGETTABLE.

How to handle setbacks and failures is no longer the hardest issue in business.   However, people only “aim for success.”  By time when storm arrives, they give up quickly, including some well-known Fortune 500 company CEOs.

Are You Effective and at Your Best? 
Some leaders fail to acknowledge their uniqueness– what fit others may not suit them vice versa, which makes it hard for them to maximize their effectiveness in work and life.   Also, “Be Your Best” is not only leaders’ leadership style and skills but also their physical and mental performance. Motivation or Will alone does not have unlimited power. The CEO with low energy is a good example.   Unless we can see the whole picture, more “intractable issues” will emerge, waste time and money, and kill dreams.

Summary

The above are 6 common development needs that stop leaders from reaching level 5.  The good news is that solutions are available.  To build Level 5 leader, develop level 5 leadership style or be an exceptional CEO, you need not only vital elements, but EVERY element, depending on your position, industry, and environment, because all aspects of your 6Q system are integrated.  It just takes one item to slow down or break the whole system function.

Not every leader has what he or she should.” However, today is NOT tomorrow.  Issues at the top are often complex and involve all 6Qs.  IQ, EQ and behavior tools alone can make complex “intractable.”  Through the 6Q Approach, we can locate the development needs and make learning easy and fast; therefore, we often can save 50% of the time and find efficient solutions to many “intractable issues.”   “Can He Handle the Job?” is a typical example.

2018 is coming.  Do you want to achieve more in 2018?  Do you have the right tools?  Self-discovery is necessary but not always efficient.   Do we have any seats left?  Check it out.

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How we help clients
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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 authored What Stop Leaders from Good to Great, Take Your Leadership to Level Five.  For more information or to schedule an interview, lecture or appointment, please contact us at 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?  What is difference between how to be a CEO and 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 and poor stress management (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 Can Behavior and EQ alone Build a Level 5 Leader,  from PwC CEO Study to How to Be a CEO, Go from Good to Great Efficiently and Learn from Former Fortune 500 CEOs, Get ahead, Stay ahead
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How to be a CEO is a part of corporate leadership development.   The traditional approach cannot develop leaders efficiently, which is why a recent Deloitte survey found that only 13% of 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 software.”  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 software 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” and 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.




Identify Your “Missing Software,” Strengthen Your Leadership Rapidly!

Many leaders desire to strengthen their leadership and performance rapidly, build level 5 leadership or be an exceptional CEO, but waste their time on symptoms or insufficient tools.  In fact, it may only take days to not only identify the root causes and “missing software,” but also deliver specific solutions.  A lot of time can be saved, and many dreams can come true.

Recently, a CEO from a subsidiary company of a Fortune 50 company came to us to improve his leadership style and conflict management.  He had over 19 years of business experiences and graduated from a top MBA.  He had tried various tools for over 1 year to improve his leadership, such as DISC, MBTI and 360-degree Feedback, but only got some general advice, such as “slow down.”

In addition to his needs, our assessment also found that he could self-induce conflicts and have development opportunities in innovation, independent thinking, and other areas, which also impacted his leadership style and conflict management.  We recommended two group practice classes to target his root causes and build skills and styles.  Each lasts 3 days.  However, he could only take one class at a time.  Unfortunately, he needed to have both back to back to achieve a desirable result.  In addition, he would only remember about 30% of the first class by the time when he came back for the second.

Based on his learning speed and other potential, we decided to offer him “Strengthen Your Leadership & Performance Rapidly” so that he could skip the unnecessary group training and sharing, focus on custom practices, and achieve an excellent learning result.   He finished the in-person training and practices in 1.5 days, inspired, and transformed.

What Makes the 6Q Approach Unique?

Human beings need to meet challenges while keeping their body functioning.  They can either gain the ability to meet the challenges or alter the challenges with their capacity.  Thus, they need to perform well in both society (macro) and their personal world (micro).

Unlike computers, human capacity can fluctuate in change, adversity, and storm.  In addition, the world does not challenge only human beings’ strength.  These make adversity Q, health Q, and public influence Q essential to leadership development.   Traditional IQ, EQ, and learning Q tools that MBA use can only evaluate a half of the human system, which is insufficient to handle more complex issues.  Behaviors can reflect the whole 6Q structural change but have limited power to change the 6Q structure.   DISC and 360-degree Feedback that most institutions use can collect behaviors but cannot get to their root causes efficiently.   In addition, great leaders have all kinds of personalities that MBTI can define.   A recent study by Deloitte found that only 13% institutions feel that they can produce effective leaders.  Partial tools are one big reason behind the study findings.

Like computers– Human beings have no function without working “human software,” and each person has unique software.  Usually, individuals only need to update some “human software” to meet new challenges.  The more specific the development needs is, the less individuals need to learn, the faster they can achieve desirable results.  For example, the above CEO needed to optimize innovation.  He could have issues with  being open to new ideas, insights, creative confidence, knowledge structure, talent type, learning, action, resilience, resources, sales, team building, etc.  Unless we can identify the “missing software,” motivating the CEO to be innovative usually will not achieve a great result.

The 6Q Approach is the integration of Business, Law and Medicine (including Psychology), evaluating how individuals meet challenges (macro) and develop new capacity (micro).  I first invented the 6Q Approach at the clinics.   The 6Q assessment is called the Executive 6Q Assessment.   The assessment found that the above CEO had no other issues with innovation but liked to choose his focus with his interest, which limited his insights.  Thus, the solution to optimize his innovation was to identify the products that did not get his attention in the beginning but surprised him with their impact later, and, in the meantime, have more tools to embrace all trends and be truthful to himself.   We helped the CEO solve other issues through the same way.

What else Can Slow Down Leadership Development?

In addition to the partial tools, many people go to their peers or professional coaches when development issues emerge.  The first can advise others based on their experiences, and the second mainly encourages self-discovery– find solution on your own.    Through the 6Q Approach, we can get to the root causes with the right tools and often can see results in days to week instead of months to years.  The speed and results are more valuable in crisis management.

Here is another example: Can He Handle the Job?

Mr. B, 38, had MBA and ten years of experience at a well-known leadership consulting firm in roles from consultant to local VP.  He was promoted to Regional Manager to boost regional sales and minimize turnover.  Two months later, sales remained flat, and turnover increased.  His wife was pregnant and 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 he met us.

The Executive 6Q Assessment found Mr. B was an excellent consultant with many great leadership characteristics.  However, he was weak in sales and marketing and challenged in public influence, emotional expression, and others that were insignificant to a local VP.   There was no way to improve so many quickly.   We chose to optimize his emotion expression to first take care of his family crisis so that he could focus on his new role, and later build intimacy with clients and colleagues.  Through 30 minutes of training, he learned how to share his work stress with his wife, win her understanding and support, and how to utilize the same skills to connect with clients and colleagues more deeply.  He eliminated his family problem after the 30 minutes training, and then focused on his new job with more confidence.

Had he gone to a coach to discover the solution on his own, Mr. B would have resigned.  His leadership firm could not anticipate his development needs or support him efficiently during the crises since they mainly used psychometric or behavior tools.

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How to Identify the “Missing Software” Efficiently?

The efficient way to identify the “missing software” is to evaluate each process and stage of related tasks, for example, how to optimize innovation, and then target issues with the right tools. Because not every issue has a fast solution, it is wise to evaluate every Q, catch development needs ahead of time if possible, and do what is wise.

Usually, the more capacities a person has built, the less “software” they miss.  However, more capacities do not always help more.  It has been heartbroken for me to watch such a phenomenon in the past a few years – – whenever a well-known Fortune 500 CEO suddenly reads our newsletters a lot, usually, he or she is in “hot water.” Soon the CEO will “retire.”   Although it is better to catch their declines seeds to stay ahead, it is never too late to learn something new.

The New Year is coming. 

Do you desire to strengthen your leadership & performance rapidly, go from good to great, build level 5 leadership, or be an exceptional CEO or CXO?  Are you excited to know that you can achieve results faster and better via the 6Q approach?   Look around you and inside of you to see if insufficient tools are holding you and your people back.   You can change the world for the better by starting with the issues around you.

Above all, DO NOT GIVE UP before consulting The Prince Synergy even if your issue is impossible to anyone else.

 

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 authored What Stop Leaders from Good to Great, Take Your Leadership to Level Five.  For more information or to schedule an interview, lecture or appointment, please contact us at 310-668-1828.

Learn from Former Fortune 500 CEOs, Get ahead, Stay ahead in 2018

2018 is coming.  Reviewing our records, I noticed another well-known Fortune 500 CEO opened “Take Your Leadership to Level 5 to Achieve a Greater 2017!!” 15 times a few days before he retired.  This has become a phenomenon in the past a fewer years– whenever a well-known Fortune 500 CEO suddenly reads our newsletters a lot, it usually means the CEO is  in “hot water,”  and soon  would “retire” and disappear.  In 2014, Fortune 1000 CEO Replacement, Man: Woman = 252:1.

Most Fortune 500 CEOs desire to go from Good to Great.   While it is not easy to get ahead, it can be harder to stay ahead.   When a person achieves more, his or her self- monitoring system often turns loose instead of becoming stronger.   The “yes” men and applauds around them usually speed up the decline: some stop updating self and miss new opportunities.  Some make unwise investments and lose.   Some are trapped in their own “Proxies” and lays of structure and lose velocity.  Some become arrogant and abusive towards others and are forced out of office…   These happen not only to Fortune 500 CEOs, but many others, including a well-known leader in innovation.

While these CEOs stop performing at their optimal level of functioning, the world continue changing, and some changes happen at an experiential rate.  How the 10 most valuable companies change in the U.S. in the past 100 years reflects the worldwide change. 

Some of these Fortune 500 CEOs have made their companies the leader in their industry while others have kept their company the leader.  Some have brought their companies to Fortune 500.  Some of the Fortune 500 CEOs have brought their businesses back to Fortune 10. They could have enjoyed their work more had they refreshed their self-monitoring system on time and stayed updated.  They could have continued to make more differences had they built sufficient resilience ahead of time and update others parts (unlike other skills, it is often hard to build resilience during the storm as setbacks and failures can shut down human mind and body).

Talent like the Fortune 500 CEOs are precious.   Fast replacement is not the best way to achieve lasting growth.  Instead, business should choose their CEOs with the right tools and support them to build level 5 leadership or enduring greatness.  It breaks my heart to see them disappear.  What these Fortune 500 CEOs need is to strengthen self-monitoring system, build resilience, and update other parts AHEAD OF TIME, which is called “Stay Ahead.”   Do those Fortune 500 CEOs know the necessity?  Yes.   However, they think that is someone else’s issue until it is too late.   This is a typical “intractable issue” within us.  I have been there, too, which is why “stay ahead” is included in the first and last practice classes of our Level 5 leadership curriculum and the book What Stops Leaders from Good to Great.

  • Have you conquered a lot in the past a few years?
  • Do people applaud for you often?
  • Do you feel like you already found your formula for everything?

It is time to evaluate your self- monitoring system, resilience, associated parts, and build Level 5 leadership style to stay ahead.  The technology has helped many other executives get ahead and stay ahead.  Will the technology help you as well?  Try the Mini Leadership Quiz or join the next webinar.

I love to hear your feedback. Please share the lesson from the Fortune 500 CEOs with your friends.

About the Author
Bin Yang is a global CEO adviser, Dr. Leadership, 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 authored What Stop Leaders from Good to Great, Take Your Leadership to Level Five.  For more information or to schedule an interview, lecture or appointment, please contact us at 310-668-1828.

4 Keys to Optimizing 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 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 software” 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.  For leadership development history, please visit Catch the Development Needs of a Leader before 360 Degree Evaluation.


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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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 Evaluation 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, efficient solutions to 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 be 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 the “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 and optimize top team performance management.  Many people are also interested in our article, “4 Keys to Optimize Top Team Performance (Corporate Leadership Development).” Let’s use this case to explore how to implement the 4 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 limited his vision with his knowledge base, and struggled with 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 executives 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 due to some “missing software,” 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 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 management.  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, corporate 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 can learn; therefore, it is important to identify the needs precisely. In the meantime, learning is another whole-6Q 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 management is critical to business success.  The 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, be 10 times faster sometimes, 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 management.  Join us, minimize the “intractable issues” in leadership and top team performance within us and around us.

The article first appeared on Forbes and then published on Chief Learning Officer.

 

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.

Book: What Stops Leaders from Good to Great?

Many leaders work hard to go from good to great and build Level 5 leadership but have wasted their time due to traditional piecemeal approaches.  In fact, a lot time can be saved, and many dreams can come true.

What Stops Leaders from Good to Great will show you how to evaluate the whole 6Q system instead of IQ and EQ alone, get to the root causes of behaviors, and achieve faster and better results. The book aims to empower leaders to handle complexity at personal, institutional and societal levels, and become, optimally, Level 5 leaders.   The book is also excellent for those who are searching how to be a great CEO and those who desire to be leaders of tomorrow.

GET THE BOOK at Amazon 

Sample Case Studies:
1. Should a CEO be Charming?
2. Strengthen Your Leadership Rapidly
3. Can He Handle the Job?
4. Eliminate Stress with the Right Law

Download: P1-16

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?

Mr. M, the CEO of a large construction company, was excellent in construction work and devoted to his job.  However, he was impatient with his staff’s “silly” questions and wanted the team 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.

The Executive 6Q Assessment found that Mr. M was excellent in schools, from elementary to university.  He had a healthy Ego and was sharp in decision-making, learning, customer needs satisfaction, etc.  However, he was weak in emotional control and expression, poor Public Relationship awareness, and had limited conflict management skills and leadership styles.

Bring Internal Charm Out
We recommended custom “Optimize Leadership Style and Conflict Management” to address his issues.   Mr. M quickly understood the gap between his self-awareness and others’ perception, his natural skills and professional levels, and developed the skills and styles needed.  In less than three months, he won the hearts and minds 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.  Vision and devotion are essential but will not succeed without sufficient conflict management, leadership styles, and talent management.   A charming CEO has much less conflicts and resistances to handle than other CEOs and can win hearts and minds more efficiently.   People skills or physical appearance alone cannot make a charming CEO, not to mention an exceptional CEO.

Human beings are like computers– no function without working “software.”  One missing software of Mr. M was that he missed some emotional exercises that others had due to his early successes, which weakened his empathy and affected his conflict management and leadership styles.  Fortunately, Mr. M was a good learner with a healthy Ego.

Most CEOs do 1 of 2 things: (1) speak to other CEOs and ex-CEOs and (2) talk to a professional coach.  The first can advise Mr. M based on their experiences, and the second mainly encourages Mr. M. to find his own solutions or give him some EQ tools and behavior modification.  Neither could solve Mr. M’s problems quickly, which would run out the patience of his chairman and staff.   However, neither could solve Mr. M’s problems quickly but run out the patience of his chairman and staff.  Then Mr. M had to “retire” early like other CEOs.  Through the 6Q Approach, we found Mr. M’s “missing software” and helped him learn, practice so that he could be a charming CEO and win hearts and minds back shortly.

 

Case Study: Can He Handle the Job?

Mr. B, 38, with MBA and ten years of experience at a well-known leadership consulting firm in roles from consultant to local VP, was promoted to Regional Manager 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 he met us.

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 energy restoration, and other that were not significant to a local VP.

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

Focus on His New Role
Through 30 minutes of training, he learned how to share his professional stress with his wife,  win her understanding and support, and how to connect with clients and colleagues more deeply with the same skills.  After the 30 minutes of training, he was able to eliminate his family problems and then concentrate on his new role with more confidence.

DISCUSSION:
Pass successes cannot guarantee future since new challenge requires new skills, and not every issue has a fast solution.  It is better to catch the development needs ahead of time than to damage control.

Most senior people do 1 of 2 things: (1) speak to peer and ex-peers and (2) talk to a professional coach.  The first can provide advice based on their experiences.  The second mainly supports self-discovery, which could take at least weeks to months in this case.  Then Mr. B already resigned.  His leadership firm could not anticipate his development needs and support him later because they analyzed Mr. B mainly through EQ, psychometric or behaviors instead of 6Qs.

It was through the 6Q Approach we could get to the root causes of Mr. B, identify his best shot and save his job and his region efficiently.