3 Essential Skills For High Performance Leaders

Todays Session:
Todays Sponsors:
Three
Essential
Skills for
High Potential
Leaders
Jan. 16, 2013
Tips for the Webinar:
Tweeting? Please use this tag: #eCornell
(800) 263-6317
or (805) 690-5753
Todays Speaker
David Witt
Program Director for The Ken Blanchard Companies,

editor of the Ignite! Newsletter and moderator of the
LeaderChat blog.
14 years leadership development experience
Co-author of the Blanchard white paper, Employee

Passion: The New Rules of Engagement
Three Essential Skills for High

Potential Leaders
David Witt
Program Director
The Ken Blanchard Companies
2012 The Ken Blanchard Companies. All rights reserved. Do not duplicate.
THREE ESSENTIAL SKILLS FOR HIGH POTENTIAL LEADERS
Agenda
1. Understanding yourselfhow temperament
and personality impacts how you lead.
2. Building work relationships that enhance
innovation, creativity, and productivity.
3. Aligning individual, team, and organizational
goals so that everyone is working toward a
common goal.
It is estimated that
the base rate of
managerial failure
ranges from 30 to
67 percent, with an
average of about
50 percent*.
*As identified by Robert Hogan in Personality and the
Fate of Organizations, (LEA Inc., 2006)
Most leaders dont

start out with poor
habits and
behaviors.
They would never
be as successful
as they are if they
did.
Dark side
tendencies will be
most apparent in
senior positions
where there are
fewer constraints
Poll: How many of these traits would you say

that you have?
a. Energy and enthusiasm
b. Tough and resolute under pressure
c. Courage, confidence, and charisma
d. Willing to take risks; charming
e. Visionary out-of-the-box thinking
*Initial strengths, as identified by Robert Hogan in Personality and the Fate of

Organizations, (LEA Inc., 2006)
In the wrong
environment,
ego can become
sensitized with
negative
consequences.
When stress
rises, derailers
are most likely to
throw people off
course.
When you
become a leader
you forfeit the
right to remain
ignorant of your
impact on people
Early warning signs

1. Being comparative
2. Being defensive
3. Showcasing brilliance
4. Seeking acceptance
*As identified by David Marcum & Steven Smith in Egonomics: What Makes Ego
Our Greatest Asset (or Most Expensive Liability) Touchstone; 1st Fireside
Hardcover Ed edition (2007)
The solution is
self-awareness.
You can change if
you have a mind
to. There are three
attitudes that help.
Practice
humility
Maintain your
perspective.
Stay open
to learning.
Leave a little
space for
others.
Feedback:
Find truth-tellers
in your life.
Three key questions:

1. What should I do more
of, or start doing?
2. What should I do less of,
or stop doing?
3. What do you think I
should know?
Five Intentions:
Greater tendency to
endorse the organization
Consistently perform
at a higher level
Intent to stay in the
organization
Contribute discretionary
effort on behalf of the
organization
Altruistic citizenship
behavior
Factors
1. Autonomy
2. Meaningful work
3. Career and job growth
4. Feedback
5. Workload balance
6. Task variety
7. Collaboration
8. Performance expectations
9. Procedural justice
10.Distributive justice
11.Connectedness with
colleagues
12.Connectedness with leader
The Appraisal Process
INTENTION FOR
DISCRETIONARY
EFFORT
CONNECTEDNESS
WITH LEADER
EMPLOYEE
WELL-BEING
INTENT TO
PERFORM
LEADER OTHERFOCUSED
INTENT TO ENDORSE
Employees who perceive that their

manager is others focused and cares
about them personally and professionally
experience a greater sense of well-being
and intend to perform at a high level in
five key areas.
INTENT TO STAY
INTENTION FOR OCB
INTENTION FOR
DISCRETIONARY
EFFORT
AUTONOMY
RELATEDNESS
COMPETENCE
INTENT TO
PERFORM
INTENT TO ENDORSE
Employees who perceive that their work

environment includes high levels of
Autonomy, Relatedness, and
opportunities to develop Competence
intend to perform at a high level in the
same five key areas.
INTENT TO STAY
INTENTION FOR OCB
Are you a
servant leader,
or a self-serving
leader?
1. Diagnosis
2. Flexibility
3. Partnering for
Performance
Set clear goals.
Provide day-to-day
coaching.
Catch people doing

things right.
Lift people up,

help them
succeed.
Be kind to
yourself
while you
grow.
Resources
Egonomics
David Marcum & Steven Smith
Personality and the Fate

of Organizations
Robert Hogan
Why CEOs Fail

David Dotlich & Peter Cairo
Leadership and SelfDeception

The Arbinger Institute
Leading at a Higher Level

Ken Blanchard
Questions?
Free Resources
from eCornell:
Todays Webinar Recording
www.ecornell.com/jan16archive
Today's Presentation Slides
www.ecornell.com/jan16ppt
David Witt
Email: david.witt@kenblanchard.com
Twitter: @LeaderChat
Blog: www.LeaderChat.org
Website: www.kenblanchard.com
More Free Resources from eCornell

www.ecornell.com/free-resources
eCornell
@eCornell_online
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Thank You!
On behalf of TrainingIndustry.com, thanks to:
Todays Speaker: David Witt, The Ken Blanchard Companies
Todays Sponsor: eCornell
All of you for attending
Questions or Comments? Please contact Tim Sosbe:
tsosbe@trainingindustry.com

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Todays Session:

Tips for the Webinar:

Tweeting? Please use this tag: #eCornell

Program Director for The Ken Blanchard Companies,

14 years leadership development experience

Co-author of the Blanchard white paper, Employee

Three Essential Skills for High

THREE ESSENTIAL SKILLS FOR HIGH POTENTIAL LEADERS

THREE ESSENTIAL SKILLS FOR HIGH POTENTIAL LEADERS

THREE ESSENTIAL SKILLS FOR HIGH POTENTIAL LEADERS

Most leaders dont

THREE ESSENTIAL SKILLS FOR HIGH POTENTIAL LEADERS

THREE ESSENTIAL SKILLS FOR HIGH POTENTIAL LEADERS

Poll: How many of these traits would you say

*Initial strengths, as identified by Robert Hogan in Personality and the Fate of

THREE ESSENTIAL SKILLS FOR HIGH POTENTIAL LEADERS

THREE ESSENTIAL SKILLS FOR HIGH POTENTIAL LEADERS

THREE ESSENTIAL SKILLS FOR HIGH POTENTIAL LEADERS

THREE ESSENTIAL SKILLS FOR HIGH POTENTIAL LEADERS

Early warning signs

THREE ESSENTIAL SKILLS FOR HIGH POTENTIAL LEADERS

THREE ESSENTIAL SKILLS FOR HIGH POTENTIAL LEADERS

THREE ESSENTIAL SKILLS FOR HIGH POTENTIAL LEADERS

THREE ESSENTIAL SKILLS FOR HIGH POTENTIAL LEADERS

THREE ESSENTIAL SKILLS FOR HIGH POTENTIAL LEADERS

Three key questions:

THREE ESSENTIAL SKILLS FOR HIGH POTENTIAL LEADERS

THREE ESSENTIAL SKILLS FOR HIGH POTENTIAL LEADERS

The Appraisal Process

THREE ESSENTIAL SKILLS FOR HIGH POTENTIAL LEADERS

Employees who perceive that their

INTENTION FOR OCB

THREE ESSENTIAL SKILLS FOR HIGH POTENTIAL LEADERS

Employees who perceive that their work

INTENTION FOR OCB

THREE ESSENTIAL SKILLS FOR HIGH POTENTIAL LEADERS

THREE ESSENTIAL SKILLS FOR HIGH POTENTIAL LEADERS

THREE ESSENTIAL SKILLS FOR HIGH POTENTIAL LEADERS

Set clear goals.

THREE ESSENTIAL SKILLS FOR HIGH POTENTIAL LEADERS

THREE ESSENTIAL SKILLS FOR HIGH POTENTIAL LEADERS

Catch people doing

THREE ESSENTIAL SKILLS FOR HIGH POTENTIAL LEADERS

Lift people up,

THREE ESSENTIAL SKILLS FOR HIGH POTENTIAL LEADERS

THREE ESSENTIAL SKILLS FOR HIGH POTENTIAL LEADERS

Personality and the Fate

Why CEOs Fail

Leadership and SelfDeception

Leading at a Higher Level

More Free Resources from eCornell

For More Info / To Register / To Access Archive:

March 18, Don Brown: Capturing the

On behalf of TrainingIndustry.com, thanks to:

Todays Speaker: David Witt, The Ken Blanchard Companies

Todays Sponsor: eCornell

All of you for attending

Questions or Comments? Please contact Tim Sosbe:

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