Event Date: 06/30/2020 (2:00 pm EDT - 3:00 pm EDT)
The business pages of the world’s newspapers are filled with stories about managers and executives who suddenly self destruct because of their lack of leadership skills. Individuals who were once considered to be successful ultimately fail, either ending up in a dead-end career or let go by their once seemingly loyal organization. This phenomenon is called derailment. Just as a train falls off of its tracks, this breakdown is never intentional, and it almost always causes considerable damage.
The good news is that derailment can be predicted, and even prevented, when managers are given the right leadership skills resources.
This webinar is based on Leadership Unlimited Profile, the eye-opening assessment and workshop that helps managers and leaders at all levels quickly spot the early warning signs of leadership derailment, gain rapid insight to limit those behaviors, and learn how to take control of their development before it’s too late.
Participants will learn:
- Five key behaviors that can severely limit effectiveness.
- What leadership skills are critical to maintain and ensure success.
- Ways to predict and pinpoint problems that can cause career derailment.
- How to develop and align critical competencies.
- To create an individual personal development plan.
You should attend if you are:
- A training or HR professional who delivers training.
- An independent training consultant.
- A manager who delivers or purchases training as part of their role.
Presented By:
Roger Pearman is an award-winning subject matter expert on personality, leadership, and performance effectiveness. He is one of the authors of HRDQ’s highly-successful Leadership Unlimited Profile. Roger has served as a senior adjunct faculty and coach for the Center for Creative Leadership (CCL), a highly respected global provider of executive education. His collaborative relationship with the CCL enabled him to use their extensive database to aid his research and author several well-known books, including “Hardwired Leadership,” “I’m Not Crazy, I’m Just Not You,” and “Leadership Advantage.” The founder of Leadership Performance Systems, Inc. and Qualifying.org, Inc., Mr. Pearman’s clients include the United Nations, Merck, Citigroup, SAP, and the Marriott Corporation.
1 Comment
Here is a question from a previous broadcast…
Question
How do we get leaders to take ownership of their behaviors to move forward with their growth and development?
Answer
You hit the nail on the head – take ownership to move forward. When I was a kid my dad used to always say, “You can lead a horse to water, but you can’t make him drink.” There has been a lot of leaders in leadership training, but when they return to the workplace, no changes happen. (See slide 15 in the presentation.)
In order to answer your question, I am going to imagine that you are the coach for those leaders that need to take ownership. Leaders usually do not take ownership because it is not modeled nor expected that they will by their coaches/managers/executives.
First, a coach (you) needs to identify the exact behavior that needs improvement. What does the leader do that is most deleterious? Are they arrogant, overmanaging, failing to staff, a poor administrator, etc. (See slide 9 and 12 in the presentation.)
An easy way to identify the exact behavior is by using the Leadership Unlimited Profile. Your leaders can take this as a “Paper Assessment” or as an “Online Assessment.” (See slide 16 in the presentation.) The Paper Assessment makes it easy to oversee the scoring while the Online Assessment is conveniently administered and delivered electronically.
Once the results are obtained, your coachees will learn about their organizing behavior, relationship behavior, learning initiatives behavior, emotional behavior, and career management behavior.
Your biggest difficulty in coaching someone is they have to really believe they need the help or they will not want the help. Both parties need to want the improvement. If not, it’s like pulling a donkey up a hill, with one hand tied behind your back, and blindfolded while the donkey wants to go down the hill. It’s hard to coach the coachee who does not sincerely want to improve. So, coaches need to build a good vision of what the improvement is like and why it would be valuable for the coachee.
It is also difficult to coach someone when there is not a great rapport between the coach and coachee. The coachee must thoroughly trust the coach, believe in the coach, and understand the coach. Relationship building helps develop that rapport.
Finally, a coach needs to be determined to stick with it. You must be committed to doing the work, exercise by taking the laps over and over with the coachee, observing behavior, asking questions, giving feedback, and listening to the coachee about the behavior you observed.
These lessons are in the Get Fit for Coaching assessment. You can see if you are fit enough to successfully coach by taking this assessment.
As your question implies, this whole process is not easy, but there are huge gains if it works.
Thank you for your question.