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Can Behavior or EQ alone Build a Level 5 Leader?

 

How to Be an Exceptional CEO?

To many leaders, to be a CEO is not good enough– they desire to be an exceptional CEO, whether they are at Fortune 100 companies or startups.  Should they copy behaviors or build the underlying structure?  Is there a timetable?  Are IQ, EQ and Behavior tools enough?  What is the 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” based on their pattern recognition among a big data, including behavior analytics.   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 assessment.

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, many leaders lack deep human knowledge and struggle to hire talent for today or 18-36 months down the road.
  • Lack leadership styles to inspire and influence others and win hearts and minds.
  • 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 causes 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, the status of the team and others can add, modify, or delete the required elements.    CEOs are the keys to business success and need to be ready for the worst; therefore, their issues are often too complex for traditional IQ and EQ tools alone to handle.  Then behavior analytics emerge, which can recognize many behavior patterns but not their root causes.  However, most institutions, including top MBA, build leaders with piecemeal approach and pattern recognition and receive poor results.

5. The Difference between How to Be an Exceptional CEO and How to Be a CEO

The differences between how to be a CEO and how to be an exceptional CEO are 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.  Today, we can identify the “missing software” and strengthen leadership rapidly.

In general, symptoms are not equal to their root causes because all 6Qs can interact with one another.  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 can involve 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.  Whether a leader can focus on the big picture is behavior.  Decision-making, knowledge, the health of Ego, innovation, resilience, and others are the underlying structure that will shape the behavior.   However, most people only focus on the technical part (IQ) but miss the rest, and many institutions either categorize leaders based on their today’s behaviors or waste time on secondary behaviors.

For further analysis and more case studies, please read Can Behavior and EQ alone Build a Level 5 Leader and What Stop Leaders from Good to Great.

How to be a CEO is a part of corporate leadership development.  A recent Deloitte survey found that only 13% of companies are building effective global leaders.   One fundamental cause is that traditional IQ, EQ, and behavior tools alone cannot solve complex issues efficiently.   To personalize development with the right tools is one key.   Here are other keys to optimizing corporate leadership development.

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How well do you do at each part?  Take a quick assessment.
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Speed, Results & Power 

First, Today Is NOT Tomorrow.  Not every leader has what they “should.”  Instead of focusing on their behaviors today, we should explore the underlying structure and find the “missing software.”  Without the supporting underlying structure, today’s behavior WILL NOT exist tomorrow.  The tools are often beyond 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.  In addition, there is no one tool for all issues; therefore, we work with the best.

Furthermore, many “intractable issues” are due to a lack of the right tools.  For example, target all issues involved in “Focus on the Big Picture” with IQ tools.  By getting to the root causes with the right tools, we often can save at least 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 an exceptional CEO usually includes how to be a level 5 leader, but more challenging because a CEO needs to handle all-in-one responsibilities.   Thus, the program “Be an Exceptional CEO” usually  requires more time and effort than “Leadership, from Good to Great.”

In summary, you want to know not only how to be a CEO, but how to be an exceptional CEO.   The sooner you know the difference, the better CEO you can be, the more impact you can make on the world.

1. Identify your “missing software” before “the 360-degree evaluation,” which are often beyond IQ, EQ and Behavior tools alone.  The difference can be to do damage control or save at least 50% of the time and turn 30-40% “impossible” possible efficiently.
2. Install the “software” 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.
4. More tips on how to go from good to great, to exceptional.

The right approach means more when you are a “underdog” who 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 up your right.   General job exposure and self-discovery are often too general and time-consuming.  These days, speed and results determine the rise and fall of businesses and CEOs.

If the 6Q approach new to you, consider read more CEO case studies in the book What Stop Leaders from Good to Great.  Like Reid Hoffman, the founder of Linkedin, said at one of his Master of Scale episodes, “You have to frequently ask yourself, ‘Which of the old lessons have to be thrown out? And which things do I have to unlearn or learn anew?’”  Throw out your old tools at least before your competitors do.  In addition, DO NOT give up your issue before consulting The Prince Synergy even if it is impossible to anyone else.

About the Author 
Bin Yang
is the Managing Director of The Prince Synergy (www.theprincesynergy.com), a leading consulting firm that focuses on building exceptional leaders to strengthen society and solves the hardest issues in leadership and performance that no one else can.  She is also the author of Identify Your “Missing Software,” Go from Good to Great Efficiently.  For more information or to schedule an interview, lecture or appointment, please contact us at 310-668-1828.

 




Build Level 5 Leadership vs Beat Rising Healthcare Cost

We have discussed how to build Level 5 leadership from different angles.  Now we are talking about how to beat rising healthcare cost.  Is there a connection between the two, looking at the hot topics below?

•    Take Your Leadership to Level 5 to Get Ahead and Stay Ahead or Beat Setbacks & Failures Ahead?
•    What Stops Leaders from Being Level 5?
•    Should A CEO Be Charming?
•    How to Retain Startup DNA?
•    What Is Missing in Health Risk Assessments & Biometric Screenings?
•    Why Google Behaves Differently When Beating Rising Healthcare Cost? 

The issues that we try to solve all have something to do with what is missing in traditional partial approaches except they have different symptoms and emerge at various stages that often starts with decision-making and ends with healthcare. What is missing in traditional partial approaches?

•    IQ and EQ tools cannot solve non-IQ and non-EQ issues efficiently, for example, adversity and self-care. Studies have found about 70% of primary clinical visits are stress-related or due to lack of the right tools to meet challenges.
•    Behavior tools can observe individuals 360 degrees but cannot anticipate development and health needs. Studies found that only 13% of companies can develop global leaders efficiently.
•    Healthcare is not set to find the missing tools but can provide expensive symptom relieves, and Doctors are often paid per visit or procedure.  In addition, not every doctor has the best knowledge. Some do unnecessary procedures. Some try to qualify their patients for more expensive procedures quicker…
•    In the meantime, most people cannot take care of self and use health system efficiently.

Without the right tools to handle non-IQ and non-EQ challenges, such as choosing the right direction, using the right people, handling setbacks, and restoring self, leaders can fail or end their journey too early.

When talent is not on the right track or does not have the right tools, they will not get the job done and take good care of self but can develop various health issues.

What is missing in leadership development and talent management gives healthcare the legitimate reason to provide endless and expensive symptom relieves, not to mention that businesses need to pay for many avoidable treatments, surgeries, emergency room visits, chronic illnesses, disabilities, and deaths.

The more people can meet challenges with the right tools, stay healthy, get well quickly if needed, the better businesses and individuals can beat rising healthcare cost.  The sooner businesses can start right, the more benefits they can enjoy along with their journeys, such as Level 5 leadership, hearts and minds, smooth project completions, and healthcare saving.  By working on health alone, the bills for endless and expensive symptom relieve and avoidable treatments, surgeries, disabilities, and deaths will keep on coming.  High deductions and co-pays can stop some unnecessary services but can also make small problems big or impossible and hurt work performance and loyalty.

Where Do You Want to Start?   

About the Author

Bin Yang is the Managing Director of The Prince Synergy (www.theprincesynergy.com), a leading consulting firm that focuses on building exceptional leaders and beating rising healthcare costs to strengthen society and equal opportunities.  She is also the author of “What Stops Leaders from Good to Great.” For more information or to schedule an interview, lecture or appointment, please contact us at 310-668-1828.

Beat Rising Healthcare Costs with The Prince Synergy Dream & Power

Los Angeles, CA July. 26th, 2017– The Prince Synergy (www.ThePrinceSynergy.com) announces that TPS Dream & Power (www.DreamandPower.com) will focus on beating rising healthcare costs and offer free “Find Your Missing Tools, See Doctors Less” for 3 days (7/26-7/28/2018).

When asked about the focus, Bin Yang, the 6Q Approach Inventor and Managing Director of The Prince Synergy, said, “The skyrocketing cost of healthcare has threatened almost every business, family, and individual. Big co-pays and deductions cannot save efficiently but backfire. The key is to minimize endless and expensive symptom relief, unnecessary emergency room (ER) visits, and utilize healthcare efficiently. Businesses and individuals can not only save years of healthcare costs but also improve healthcare quality and productivity. These only take 1/3-1/2 of their one-year healthcare cost to set up. Our success started at the clinic in 2004. It is time to look at the big picture and think differently!”

Studies found about 70% of primary clinical visits are stress-related (emerge or worsen under stress), for example, heart attack, stroke, insomnia, burnout, diabetes and obesity.  The leading cause of stress is the lack of the right tool(s) to meet challenges, relax and restore self.  To find the missing tool(s) BESIDES relieving symptoms is the key to minimize the 70% visits.  Otherwise, businesses and individuals need to pay endless and expensive symptom relieves, including ER visits, BECAUSE HOSPITALS ARE NOT set to find the missing tools.  You can find case studies in this video:

In addition to unnecessary ER visits, many chronic illnesses, disabilities, and deaths can be avoided if individuals can learn how to utilize healthcare system and recognize unethical and poor doctors efficiently.  How Ms. Yang recovered her mother and herself are two good examples.

TPS Dream & Power provides what is missing in traditional approaches: healthcare cannot handle non-health causes, many people treat healthcare as hospital care, and traditional IQ, EQ and behavior tools alone have limited power over non-IQ and non-EQ issues and cannot avoid stress-related health issues (SRHI) efficiently.  TPS Dream & Power empower leaders, managers, and elites based on the mistakes found at the clinics and businesses as well as efficient ways to meet challenges, stay healthy and bring the best performance.

Find Your Missing Tools, See Doctors Less” is one diagnostic program, helping individuals with SRHI find the missing tools to meet their current challenges. Individuals often get well quickly with minimum re-occurrence and require no or fewer follow-up clinical visits and associated drug, treatments, time and money. TPS Dream & Power also helps clients build smart systems, anticipate development needs, especially health needs, and get ready quickly for their upcoming challenges. TPS Dream & Power loves feedback and new ideas and will continue challenging status quo and perfecting its services.

About The Prince Synergy:

The Prince Synergy (www.theprincesynergy.com) is a leading consulting firm who focus on  building exceptional leaders to strengthen society (TPS Executive Academy) and shooting performance and rising healthcare costs with one stone (TPS Dream & Power). For more information or to schedule an interview, lecture or appointment, please contact Judith Sullivan at 310-668-1828.

Should a CEO Be Charming, Win Hearts & Minds?


Should a CEO Be Charming?

Of course!  A CEO needs to be charming as conflicts are inevitable in leadership and daily management.  Otherwise, he or she cannot execute his or her vision and strategies if his or her leadership cannot be adequately perceived.  In addition, his or her career can be in jeopardy, whether the person is a national leader or the head of a Fortune 500 company.  There were 253 Fortune 1000 CEO Replacements in 2014, Man: Woman = 252:1, some of which were due to poor conflict management.

Case Study:
A CEO almost lost his job because of the conflicts with his team and his public image.  Nevertheless, he became charming in less than 3 months since we identified his “missing software” and installed it smoothly through the 6Q Approach.  Read more…

Recently, another issue emerges– How to Win Hearts and Minds?

A CEO spent several months annually visiting his global offices since he found eye to eye and belly to belly was the most efficient way to communicate.  I agree with him except he could spend a whole year visiting offices if his company got bigger than today since he only had 24 hours a day.

As a company grows, leaders have to win hearts and minds through management team building and system designing, and in the meantime, be charming.  The management team building should start with the right people instead of the best training.  The system should be multi-tasking instead of singular as all steps are somehow connected.  These often are not hard to achieve if we can go beyond IQ, EQ and behavior approach and identify the “missing software.”  The differences can be more significant with more steps involved, for example,

0.9 x 0.9 x 0.9 x 0.9 x 0.9 x 0.9 =0.53144  << 1


On the other hand, it is more critical to be charming and win hearts and minds during tough time, for example, mass lay-offs due to Automation.  McKinsey research suggested about 15% of current work could be automated by 2030, which can potentially impact nearly 800 million workers globally.   While mass lay-offs can save companies massive costs, they can also create greater inequality and “massive disruption.”  It is wise for companies to re-skill or redeploy their existing workforce if possible instead of simply discarding them.   A lot of time, money, headaches, and tears can be saved if we can anticipate existing workforce’s development needs before “the 360-degree evaluation” and make their learning easy and fast.

What Helps a CEO Be Charming and Win Hearts and Minds?

Empathy, communication, conflict management and public image are fundamental to a CEO’s charisma.  In addition to people skills, a CEO also needs vision, dignity, problem-solving, etc. to win hearts and minds, especially during the storm.  Because a leader’s charisma optimizes his or her leadership efficiency, a part of our Level 5 leadership development is to help leaders be charming and win hearts and minds.   What makes a CEO charming?  Here are some examples:

  • See far and do what is right
    This matters more when making tough decisions, such as downsizing company size and laying off staff.  Being fair and making the right decision make a CEO charming and help the CEO win hearts and minds of those who stay AND leave.  That was what Kenneth I. Chenault, the CEO of American Express, did after the 911 economic crisis.  When the economy got better, those who he laid off happily returned to American Express.
  • Let the team contribute and be proud of their achievement
    Everyone wants to make a difference.  If the CEO can properly utilize team’s talent, be proud of them and reward them, the team would consider the company “their company” even the business failed.  The former CEO Bill Campbell at Go is the best example.
  • Being cool during the storm 
    Almost all great CEOs are cool during turbulence, which make them unforgettable since that is the time when they are needed the most.  Being cool during storm is one big reason they can breakthrough and take their business to the next level.

Regarding management team building and other aspects, please visit 8 Dimensions of How to Be a CEO.

How to Be Charming, Win Hearts and Minds Efficiently?

Different leaders have different kinds of charisma.  There is no fixed format.  We empower leader(s), team(s) and system(s) according to their development needs today and tomorrow.  For more information, please click here.

As the talent war, competition, change, and disruption intensify, how a CEO stays charming and wins hearts and minds has become increasingly important.  As the new storm is coming, such as the “massive workforce disruption” or massive lay-offs due to Automation, a CEO’s Vision, Power, Humility and Will matter more than before.  These rules apply to all other leaders.

  • Are you charming?
  • Can you win hearts and minds efficiently?

You can take a mini leadership assessment to see how you are doing.  Many businesses and leaders have development needs at personal, interpersonal or institutional levels.  Usually, it is not hard to improve if we can identify the “missing software.”   Contact us with your issue even if it is impossible to anyone else.

About the Author 
Bin Yang is the Managing Director of The Prince Synergy (www.theprincesynergy.com), a leading consulting firm that focuses on building exceptional leaders to strengthen society and solves the hardest issues in leadership and performance that no one else can. She is also the author of Identify Your “Missing Software,” Go from Good to Great Efficiently.  For more information or to schedule an interview, lecture or appointment, please contact us at 310-668-1828.


 

Minimize “Early Retirement,” Get Ahead, Stay Ahead with The Prince Synergy!

Recently, we have noticed one more “Early Retirement”– another Fortune 500 CEO reviewed our newsletters on how to beat setbacks and failures over and over before his company was acquired.  It has become a phenomenon in the past two years.  Whenever a CEO suddenly read our newsletters a lot, it usually means that the person is in “hot water” and will soon “retire” or disappear.

In fact, we can minimize the “Early Retirement” and Learn from Former Fortune 500 CEOs, Get ahead, and Stay ahead! Most challenges in leadership and performance are due to human nature and constant changes as well as partial tools that have limited power outside of IQ, EQ, and behaviors. Subsequently, fast becomes slow, complex turns into “intractable,” and avoidable grow into inevitable. “Early Retirement” is a combination of the three

Today is No Longer Yesterday

Today, we can not only identify issues when they are small and invisible to the public but also bring results in weeks or days instead of years or months in many cases.  On the other hand, most leaders just need to update a few small pieces of software as they already finished significant professional development, which is another reason for fast results.

Like Ms. Yang, our Founder, said, “I am so passionate about minimizing Early Retirement because it hurts me to see great leaders fade away while many of their issues are AVOIDABLE, TREATABLE, and have FAST solutions.  In addition, hundreds, thousands or millions of employees and associated families are often impacted.”  In another word,

  • Is it worth to “retire early” when issues are AVOIDABLE, TREATABLE, and have FAST solutions?
  • Would it be better to identify issues when they are small and invisible to the public and take early action?
  • Is it greater to use the right tools outside of traditional IQ, EQ, behavior, and other areas instead of the same hampers with poor or no results?
  • Will a lot of time be saved and many dreams come true if we can achieve results in weeks or days than in years or months?
  • What will the world be if we can turn slow fast, change inevitable avoidable, and make 30-40% of “intractable” possible?

We have prepared series of videos below to share you why and how, including case studies and testimonial.  TODAY IS NO LONGER YESTERDAY!  Do not estimate 6Q’s speed and results with the ones of yesterday partial approaches, including IQ, EQ, behavior and other alone.

Join us!

Identify your “missing software” and take efficient action to achieve your goal or take your leadership to Level 5.  Individuals not only need to stay motivated but also pursue and sustain success with the right tools.  Above all, NEVER GIVE UP before consulting The Prince Synergy even if your issue is impossible to ANYONE ELSE!!

Please contact us with your needs and concerns, share your likes and comments on social media.  Together, we can change the world for the better

1. Learn from Former Fortune 500 CEOs, Build Resilience Ahead of the Time

2. Examine and Sharpen Your Tools, Get Ahead, Stay Ahead

3. Identify the “Missing Software,” Take Your Leadership to Level 5!

The Prince Synergy Team
support@theprincesynergy.com
+1-310-668-1828

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 2016 Deloitte survey found that only 13%  of companies believe they are building effective global leaders

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 and more

However, the person has difficulties balancing intangible financial benefit over tangible and struggles with conflict management since he was “too important.” 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.  In addition, his Ego could easily become an issue once he was too important.   Warren Buffet once said, “A horse that can count numbers is a remarkable horse, but not a remarkable mathematician.”

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

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How deeply do know your talent?  Take a quick assessment 
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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 ahead of the time 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.   Read how to implement the 4 keys at What Stop Leaders from Good to Great.


About the Author 
Bin Yang is the Managing Director of The Prince Synergy (www.theprincesynergy.com), a leading consulting firm that focuses on building exceptional leaders to strengthen society and solves the hardest issues in leadership and performance that no one else can.  She is also the author of What Stop Leaders from Good to Great, that many Fortune 500 CEOs wish they have long before their “retirement.”

For more information or to schedule an interview, lecture, or appointment, please contact 310-668-1828.

 

How Should CEOs Deal with Stress?

Many people do not understand why CEO stress has anything to do with CEO health.  In fact, the two are closely connected.

Recently, the health of Steve Jobs, the CEO of Apple, has raised a national discussion.  Many people think that his health is not his private matter because so many others depend upon him. Some even have raised a stock security issue.  Forbes has pointed out that the Apple CEO turned to cancer removal surgery eight months after the diagnosis.  Would there be less unfortunate issues to begin with if leaders could take better care of themselves?

When talking about how to be a CEO, people usually do not think about sustainability at times of unexpected change, intense stress, illness or injury.  Unfortunately, life is full of unexpected challenges, which can disable our mind, or even take away our success. It takes a different set of skills to sustain our optimal creativity and health than to utilize them.  It is important to have both. An unfortunate outcome affects not only the key person, but also his/her family, partners, colleagues, employees and more.

Can You Count on Doctors?

People tend to count on doctors for their health.  However, how we handle illnesses before and after seeing doctors can mean life or death, recovery or disability. Although I had excellent medical training, I could have lost my mother had I not questioned the Intensive Care Unit (ICU) physicians after a tragic auto-accident. My mother suffered a cervical-2 fracture. Even after five weeks of intensive care, she could not get off of the ventilator. Her ICU physicians “concluded” that she would be ventilator-dependent for the rest of her life. My mother refused to live on a machine. I never doubted the ICU physicians. But at the last moment, I chose to do my own assessment and found that she did not breathe efficiently. Through a new way of breathing I taught her, my mother was taken off the ventilator successfully after only three days!

In another example, a prestigious rehab center had some very well-known experts in Traumatic brain injury (TBI). These experts concluded that the poor impulse control secondary to TBI was incurable since they could not find the cure. A resident physician with a history of TBI had one unfortunate incident. These experts linked the incident with her past injury and concluded that she had a poor impulse control and could not handle stress. They took away her residency training at the last minute even through her references from clinical training prior were excellent. Instead of telling her their reasoning, they told her something else, which has caused her a huge waste of time and money. In fact, the victim had found a way to correct the impulse control. But to these experts, if they could not find the cure, no one could! And they abandoned their own victim when their support was needed most!

Not everyone needs to go to medical school. However, we need general and systemic health knowledge about ourselves and different health systems, for example, what costly health mistakes to avoid, and how to select specialists. We need to stay in charge, especially when it is a matter of life or death, recovery or disability. A part of our 4-day Executive Synergy Program provides hands-on training in this area.

What is Missing in Your Stress Management?

According to a survey of Vistage (an international organization for CEOs), 100 percent of 2,400 participating CEOs are suffering stress. CEO stress can come from external sources, like an uncertain economy. CEO stress can also come from our body and mind, such as the examples described above. Stress, while a great motivator, can disable our thinking and creativity, which are the keys to leadership.  Stress can also harm our health and emotions.   To some extend, a par of how to be a CEO is how to manage CEO stress.   An exceptional CEO usually manages stress at another level.

Stress management to many people is limited relaxation exercises, such as deep breathing, brisk walking, meditation, Yoga and breaks. These are not enough to handle intense CEO stress. We need to build up our personal relaxation hierarchies for different levels of stress.  At The Prince Synergy,  we call it “overarmed.” We need a clear mind to look into underlying causes and figure out solutions.  Different people need different relaxation hierarchies.

Another common definition of stress management is “coping with stress” and “positive thinking.” We don’t have to “live with stress.” We can prevent, utilize, reduce and transform stress. We can manage stress in many ways, business, medical, legal or even “technical” ways.  A CEO suffered newly onset insomnia due to insecurities of her business. None of her relaxation methods or sleeping pills worked. Sleep is very important to productivity and wellness.  She could not have a real sense of security until her business thrived, which could take time. However, she could use her faith as “the sense of security” by placing it into her unconscious level.  Afterward, she has been sleeping like a log every night.   In addition to faith, law can also help to eliminate stress and subsequent insomnia.

Strong stress management training is even more important at times of extreme crisis, where the level of stress is highest. Some CEOs tend to check themselves into the hospital.  I had a crisis in 2007, and started crisis management immediately. I used my relaxation hierarchy to keep a clear mind, and in the meantime, kept telling myself that the crisis was not the end of the world. Instead of going to the hospital, I worked on my solution to turn the crisis into an opportunity the same night.

Our beliefs, perceptions, standards, visions and expectations can also affect the outcome. The cases of my mother and the rehab center are also good examples of blindly following authority figures (such as the ICU physicians) and assumptions.

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Mind, Body & Society Are Integrated

What we can see in society and ourselves determines how we act and what we can achieve. I did not value Eastern medicine at medical school. After being through family injuries and personal challenges, I have appreciated its recovery and relaxation power more and more. I sometimes acupuncture myself and pick up my own herb tea for certain types of tiredness and stress. I did not know about the internet or computers in high school. What I want and can do today is different from what was possible back then. There are many ways to sustain our optimal levels. We won’t “see” them until we are open to them.

How we act can also affect our health and potential profoundly.  A star athlete from Fargo High School joined Stanford on a four-year football scholarship. After he ran into bigger and meaner competitors, he chose to focus upon his economics major. He has since built a multi-billion-dollar investment firm.  What if he had chosen steroid for temporary gain, or used drugs for temporary high like many others? He would have to face more problems down the road, such as systemic injuries or various issues related to addictions, such as cirrhosis and gastric mass.

Our mind, body and stress management are one integrated system. We can be limited internally and externally. The limitations can lead to stress issues in business and health if we do not take care them efficiently. We can and need to, utilize our full internal and external resources efficiently, and prosper in business and life.   Leaders should not settle with how to be a CEO, but how to be an exceptional CEO.

In summary, the skills to utilize our creativity and health and to lead are different from those to sustain the potential from unexpected change, intense stress, costly health mistakes and injury. In this age of intense competition, CEOs need these skills to stay at their optimal level and save subsequent agony from CEO stress.  To identify your “missing software” or alternative and help you build a firewall for your leadership is included in all of our leadership programs.  This is not only about how to be a CEO, one key individual, but also about your family, partners, colleagues, employees and more.

About the Author

Bin Yang is the Founder and CEO of The Prince Synergy, a worldwide leading resource that focuses on Level 5 leadership and health recovery from unexpected change, stress, illness and injury.  Its services have been featured in Forbes and Euroinvestor.  Yang possesses a strong background in medicine, Law and Business. For more info, please contact us at 310-668-1828.

 

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.
  • Low resilience.
  • 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.  other 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 humility —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, 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?”  Later, I found that the same friend focus his attention on today’s brands or well-known and was unwilling to acknowledge the “Googles in garage.”  In fact, not every business has the chance to write “Hit Refresh” like Microsoft.

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 level 5 leader 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, Win Hearts & Minds?

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.

The next level is to win hearts and minds.  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.  You can read more stories at Should a CEO Be Charming, Win Hearts & Minds?

In addition to interpersonal tools, policy-making, structure design and team development are also great tools to manage conflicts and win hearts and mins 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 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 health and balanced personal life.  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 because all aspects of your 6Q system are integrated.  It just takes one item to slow down or break the whole system function.  Of course, different individual,position, industry, and environment require differently.

Not every leader has what he or she should.” However, today is NOT tomorrow.  Issues at the top are often complex and involve more than IQ, EQ and behavior tools. Through the 6Q Approach, we can locate the “missing software” and make learning easy and fast; therefore, we often can begin to see result in weeks or days instead of years or months 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.

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

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

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

When asked the significance of the plan, Bin Yang, the Managing Director at The Prince Synergy, said, “Many people are so used to ‘Intractable Issues’ in leadership & top team performance that they stop questioning the fundamental or looking for solutions.  Issues at the top are often complex, involving individuals’ whole 6Q system.  Technology (IQ), psychometric (EQ), and behavior tools alone can make complex issues ‘intractable,’ which is why only 13% of companies can build effective global leaders.  Through the 6Q Approach, we can be 10 x faster and find efficient solutions to many ‘intractable issues.’ In addition, learning needs to be integrated with practices since workplace practices are not available to everyone and are often inconsistent.”

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

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

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

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

About The Prince Synergy:

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

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