Yearly Archive 2017

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Can Behavior or EQ alone Build a Level 5 Leader?

Bin Yang is a global Executive Adviser and the Managing Director of The Prince Synergy (www.theprincesynergy.com), a leading consulting firm that focuses on building exceptional leaders and performance management systems and reducing healthcare costs.  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.

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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 main 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 can 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.

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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.

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Lead Change Efficiently with the Right Tools

A big part of leadership is change management. Usually, it is easy to see the needs of change but hard to lead change or make the changes efficiently because people often are afraid of changes and resist change.

Recently, I received an email about NeuroLeadership.  I enjoy their neuro explanation on how to change efficiently—changes often cause pain that can impede changes, so it is better to generate internal brain change via attention and insight, and Behaviorism doesn’t work in the long run as it can worsen the pain.  This is exactly how we get around resistances and make learning easy and fast. However, leaders can change faster and better if they can assist instead of supporting their team in working out solutions on their own.

Let me tell you a story.

My first residency was Neuro-Psychiatry. Before that, I joined a brain study at a Neurosurgery dept whose chairman was well-known.  One day, he was frustrated since the leading research center sent out a memo that they would not reimburse the cost that did not meet their criteria.  Research equipment can run out of a department’s budget quickly.  The best way to avoid the conflict is to get permissions before any future purchases.  Instead of telling him directly, I asked the chairman, “Can we ask for their permission first?” The chairman got the idea instantly, relieved.

I could help the chairman change efficiently because I knew what he needed, had his full attention, made his learning easy and fast, and let him reach to the conclusion on his own.  I worked at the Neurosurgery dept for less than one year.  The chairmen wrote me a long and strong letter of recommendation that he usually did not offer to the residents who worked there for five years. His letter helped to open bigger doors for me later. 

Discussion

Many leaders have been impressed that I could help a business owner with Traumatic Brain Injury stop yelling at the doctors and nurses in the ER to vent his stress in about 10 minutes.  In addition to getting to the root cause of his behavior, I had the same rest steps– I shared with the business owner my challenges and success, asked him to compare his situations and mine, so he reached to the conclusion on his own— “if she could make it, so can I.”  Read more...

It often takes individuals a long time to work out solutions on their own even they focus on the project.  Outside assistance can make a big difference in the speed and results of their change management.  I know this because I have been there. 

In addition to the pain than change can generate, complex issues often involve more than traditional IQ and EQ. Behavior mainly reflects its underlying structure instead of changing the structure.  The key to fast and lasting change management is to get around the resistances, get to the root causes of behavior and make learning easy and fast.  Today, many development needs can be identified through the 6Q Approach, and associated learning can be easy, fast and customized.

How Are Your Team Doing in Change?

Do you think your team will reach their solution faster if someone can give them some hints?   Do you believe that they will change more and better if someone can make their learning easy and fast?  Would it be great if the someone is you?

Most of our programs facilitate changes in individuals and teams. Most likely, one of them can help you lead change efficiently.

About the Author
Bin Yang
 is a global Executive Adviser and the Managing Director of The Prince Synergy (www.theprincesynergy.com), a leading consulting firm that focuses on building exceptional leaders and performance management systems and reducing healthcare costs.  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.

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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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How well do you manage stress?  Take a quick assessment
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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.

 

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6 Keys to Building Level 5 Leadership

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 “Apples 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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How do you do?  Take a quick quiz
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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.  Conflicts 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 the most, former Chairman of Intuit, 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 in Level 5 leadership building.  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 via the 6Q Approach.   However, people only “aim for success.”  By the 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 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 leadership.  The good news is that solutions are available.  To be a 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.

The New Year is coming.  Do you want to achieve more in the new year?  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.

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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.

Like Ms. Yang, our Founder, said, “It hurts me to see great leaders fade away while many of their issues are AVOIDABLE, TREATABLE, and have FAST solutions.  Hundreds, thousands or millions of employees and associated families will be impacted.  To watch those in the making is even more heart-breaking.”

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.

  • 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?

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, get ahead but also 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

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

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Identify “Missing Tools,” Strengthen Your Leadership Qualities Rapidly!

Many leaders desire to strengthen their leadership qualities rapidly, build level 5 leadership, be a great leader, or be an exceptional CEO.  However, they waste their time on symptoms.  In fact, it may only take days to identify the root causes and “missing tools” and deliver custom solutions.  A lot of time can be saved, and many dreams can come true.

Recently, a CEO from a subsidiary company of a Fortune 500 company came to us to improve his leadership qualities 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, the Executive 6Q Assessment found that he could induce internal conflicts and have development opportunities in innovation, independent thinking, and other areas, which also impacted his leadership qualities and conflict management.  He had no issue in business structure and operation.  We recommended two back to back 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 and would only remember about 30% of the first class 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.  These make adversity Q, health Q, and public influence Q essential to leadership development.

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 to recover myself and then perfect the system at the clinics to help patients meet challenges, handle setbacks, and get well fast.  Many patients recover quickly, including the same say, with minimum re-occurrence.

The above CEO had many leadership development needs, one of which was 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 tools,” motivation usually will not achieve a great result.

The Executive 6Q Assessment found that the above CEO had no other issues with innovation but liked to focus on his interest, which limited his insights.  Thus, the solution was to identify the products that did not get his attention in the beginning but surprised him with their impact later.  In the meantime, we gave him more tools to embrace all trends and helped the CEO solve other issues.   He finished the in-person training and practices in 1.5 days, inspired, and transformed.

What Impedes Leadership Development?

  1. Tools
    Traditional IQ, EQ, and learning Q tools only evaluate a half of the human system, which is insufficient to handle complex issues.  Behaviors mainly reflect the 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, personality alone is not enough because 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.
  2. Approaches
    Many people go to their peers or professional coaches.  The first group advise others based on their experiences, some of whom are extraordinary.  The second group often uses the behavior tools and encourages self-discovery– find the solution on your own.  Thus, the results are often limited by the tools they use.

    Through the 6Q Approach, we will explore more dimensions and depths, and, therefore, often find the solutions that no one else and achieve results in days to weeks instead of months to years.  The speed and results matter more in crisis management.   The following case can show you the difference.

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 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.  One week later, he gained more confidence with his new job and could connect with clients and colleagues more deeply.

What would happen had he gone to a coach to discover the solution on his own?  Why his leadership firm could not anticipate his leadership development needs or support him efficiently during the crisis?  Read more in What Stop Leaders from Good to Great.

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How to Identify the “Missing Tools” Efficiently?

Every structure and process matters when building or managing a company.   The efficient way to identify the “missing puzzle” is to evaluate each element related and then target issues with the right tools. Because not every issue has a fast solution, it is wise to anticipate leadership development needs and do what is right.

Usually, the more capacities a person has, the fewer tools they miss. However, their learning resistance may rise significantly at the same time.  It has been heartbroken for us to watch 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,”  In fact, many of them did not miss big tools.  However, they refuse to acknowledge their new development needs and could not improve self until it was too late.

The New Year is coming. 

Do you desire to strengthen your leadership qualities rapidly, go from good to great, build level 5 leadership, or be an exceptional CEO?   Look around you to see if insufficient tools are holding you and your people back.   We are here to help if you need.

Above all, DO NOT GIVE UP before consulting The Prince Synergy even if your issue is impossible to anyone else.  To read more CEO case studies and learn more about the 6Q Approach, please read What Stop Leaders from Good to Great. 

About the Author

Bin Yang is a global CEO adviser and the Managing Director of The Prince Synergy that focuses on building exceptional leaders to strengthen society.  She authored What Stop Leaders from Good to Great.  If you’d like to learn how to empower yourself beyond IQ and EQ, consider reading the life stories in the book.  Webinars, free mini assessments and group classes are also available.  For more information or to schedule an interview, lecture, or appointment, please contact 310-668-1828.

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Book: What Stops Leaders from Good to Great?

Read the book that many Fortune 500 CEOs wish they have before their “retirement.”  Identify your “missing tools” to go from good to great beyond IQ. EQ and Behavior tools alone.  (3rd edition)

BOOK INTRODUCTION:

Many leaders work hard to go from good to great and build Level 5 leadership but have failed.  One reason is that some of them, including Fortune 500 CEOs, do not want to take their medicine when the price is low, and the result is fast.  In addition, traditional IQ. EQ and Behavior tools alone often have limited power over non-IQ and non-EQ issues.

The author was a physician and had residencies in Internal Medicine and Psychiatry.  At clinics, she noticed that many patients went to the hospitals since they could not handle challenges outside. To help her patients find “missing tools” to meet their challenge, she perfected the 6Q Approach she initially invented to recover herself from Traumatic Brain Injury.  Many patients recovered quickly with minimum re-occurrence.

Later, while amazed by Level 5 leadership, she also discovered that top MBAs and other institutions build leaders with IQ, EQ and behavior tools alone that have limited power over non-IQ and non-EQ issues and often cannot achieve great results due to “intractable issues.”

What Stops Leaders from Good to Great will first get to the root causes to share with you what can stop leaders on their journey, including those of Humility and Will.   Then the book will demonstrate how to strengthen leadership through multiple dimensions at leader, team, culture, and system levels.  Because the book aims to build Level 5 leaders who can retain startup DNA and be efficient with the hardest issues, you will read many fascinating stories how Yang identified the “missing tools” and “unexpected” solutions and help CEOs and other executives strengthen leadership rapidly.

Although the book has many topics on CEOs, the book is excellent for all levels of management personnel, including managers, and leaders of tomorrow.

GET THE BOOK

Please contact us for a digital book since we have closed our Amazon account.  A word from the Author:

“I could not believe the online robbery until it attempted to victimize us.  We cannot enjoy the lower price & greater convenience at the expense of other businesses nor tolerate violation & threats. Can you?”

About the Author:

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




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Find Your Missing Tools for Motivation

To motivate others and translate strategy into action is a key to build a level 5 leader or an exceptional CEO.  However, many leaders overly use the tools for motivation as they believe “motivation” can enable a human being to overcome ANY obstacle.   In fact, they mainly use the psychological part of the motivation at a basic level.

For example, to motivate a person to meet the challenges that the person has the potential but does not know is a great way to get a job done while exciting and keeping the best.   Leadership style is one part.   To know the talent at a personal level is essential.  Without sufficient tools or the right direction, motivation alone can not only fail and delay the whole project but also lead to stress-related health issues like insomnia, burnout, heart attack and stroke.   “Can He Handle the Job?” is a good example.

The lack of in-depth knowledge about talent is one common development need among executives.  One root cause is that IQ, EQ, behaviors, and personality are not enough to know talent.  Below is a comparison between traditional piecemeal approaches and the 6Q Approach.

In addition, studies found that workplace stress is also #1 cause of turnover.   Turnover and healthcare costs both contribute to human capital costs.   How well do you know your talent?   Take a free Mini Leadership Assessment.