Competent leadership is crucial for a company’s success. Recent studies indicate that businesses with strong leadership are 13 times more likely to outperform their competition, and three times more likely to retain their most talented employees.

Yet, only 44% of HR professionals report having formal processes for identifying employees with leadership potential, and only 18% report having enough bench strength to meet the future requirements of the company.

“From Potential to Performance” examines how organizations can use personality assessment to identify, develop, and retain talented employees.

Over the course of several feedback sessions, I’ve noticed that the vast majority of individuals prefer the euphemism over-used strengths to derailers when speaking about results on the Hogan Development Survey. I hadn’t really put much thought to this phenomenon until I came across an article in Talent Management magazine by Anthony Gigliotti. He presents the literal analogy of over-used strengths to weight lifting; further, too much lifting or over-exercise can be detrimental to our muscles which are the mechanism to achieving performance. Gigliotti argues that a break-even point occurs when using strengths that, when exceeded, quickly become unfavorable. Achieving a balance between maximizing strengths while mitigating the harmful effects is the obvious challenge. This article continues with several coaching techniques for talent managers to support strong leaders, which I have adapted into a model closely resembling behavior analysis:

Focus on how a strength contributes to success Focus on how a strength detracts from success	ANTECEDENTS
Identify the cues or breakeven point	BEHAVIORS
Strategic self-awareness / modification	COACHING

Gigliotti’s first set of techniques are largely situational. Tasking a leader to focus on contextual clues or others’ reactions to gauge positive or negative impact is asking a lot. This could add complexity to an already overwhelming feedback session. When interpreting the HDS, a light-bulb moment can occur if you draw the connection to various antecedents that trigger derailers such as specific groups of people (i.e. boss versus direct report), or simply provide examples of when, where, or what setting the leader has received feedback they have been excitable, diligent, etc. This modification also controls for perceptive ability.

The second technique is largely the same. In a Hogan example, the excitable scale starts out as energetic and intense means to an end; however, becomes over-used when yelling or volatile reactions emerge. Keep in mind there are situations that never quite cross the line into derailing behavior…think of the Wall Street trading floor or an effective prosecutor.

Finally, the last strategy of behavior modification through strategic self-awareness is hinged on accurate results, a willingness to change and a strategic coach who can tie all these pieces together. The reason a 1:1 model doesn’t completely shake out in this instance (consequence ? coaching) is due to: leaders failing to see the impact of their derailing behaviors on others, actor-observer bias, and/or negative reinforcement via their office ‘bulldozer’ reputation.

Gigliotti effectively states, “Regardless of the excuses, effective leadership requires constant reputation management. If over-exercised strengths are damaging productivity, effectiveness or working relationships with others, then it’s time to consider a modified approach.”

Last week I attended the Developing Leaders for Global Roles Summit at the Thunderbird Najafi Global Mindset Institute in Glendale, Arizona. The summit brought together academics and practitioners from around the world to discuss the concept and issues surrounding global leadership, and approaches to closing the talent gaps that virtually every organization experiences. The stories and insights from the other attendees were enlightening, so I thought I’d summarize a few of the takeaways here in our blog.

First, this will come as no surprise, but nobody is defining their problem in terms of a surplus of global leadership talent. Talent in this area is particularly scarce and extremely valuable. This is a prime battle in the broader war for talent.

Second, good leadership skills do not necessarily generalize to a global setting. Leadership skills are distinct from having a global perspective, and successful global leadership requires both. The folks at Thunderbird have a robust body of research on the concept of global mindset, complete with a measurement tool (the Global Mindset Inventory, or GMI) and taxonomy of skills and attributes. The good news is that global mindset can be developed. The bad news is that not nearly enough organizations are actively developing global mindsets in their leadership talent pools or organizations. 

Third, success in a global environment requires not just leaders that think globally, but an entire organization that sees itself as global and thinks in those terms. Making this transition is difficult. For example, moving from being a U.S.-based business that works in China to an organization that does business in both the U.S. and China is a big adjustment, and requires commitment from the entire workforce. From this perspective, global mindset is an organizational development issue, not just a leadership development issue.

So what are people doing to move towards a global organization? I heard a few things from a fantastic lineup of speakers, including:

• Building cross-cultural work teams. These might be traditional or virtual work teams, but getting some exposure to different people, different business cultures, and different ways of thinking is key.
• Spending time in-country. Most of the speakers agreed that there is no substitute for spending time in another culture. If you want to do business in Japan, for example, you need to get over there and really get a first-hand feel for the way things work. This is difficult and expensive, but also provides tremendous development.
• Debriefing past experiences. After projects are implemented, the project teams sit down and replay the scenario, debriefing what decisions were made, and how things could have been done differently. This is probably good practice for any significant project, but hearing the story from others with a different cultural perspective can provide valuable insight that might not have been acquired through the process of just getting the work done.
• Targeting global mindset specifically through development programs. This is relatively new, but seems like a great idea. The GMI and other assessments are being integrated into development programs to help people recognize their own tendencies (individual and cultural), and how to think outside of those constraints.

It’s a cliché – but no less true – to say it’s a global business environment. Those who can adapt to this playing field will be more successful. Those who impose their ways of doing things onto other culture will struggle. Developing leaders who can be successful in the global business environment will be critical, and the Global Najafi Global Mindset Institute is doing a lot of great work to help organizations meet this challenge.

Drs. Kevin Meyer and Jeff Foster will participate in a group forum discussing one of the most popular topics in management training and development – managing workers from different generations. Results will be presented that represent a unique and comprehensive examination of generational differences in individual workplace values and interests to test the popular assumption that differences exist between generations. The session will be held Friday, April 27 at the  27^thAnnual SIOP Conference in San Diego.

For young adults with long-term career aspirations in a creative industry (i.e. advertising, performing arts, design), getting to their dream job can be a challenge. For one, substantial job opportunities do not present themselves often without having prior experience. Further, securing internships to gain such experience can be equally difficult. Not only is it challenging to showcase one’s imagination and creativity through a standard résumé or online application, but some companies still believe interns are hired only to brew coffee and run errands. Why would you need a bright, imaginative candidate for that? Needless to say, it’s easy to see how talented individuals could be overlooked.

Although many organizations are sticking to conventional application methods, some have embraced processes that encourage creativity. Barkley, an advertising agency in the Midwest, uses an alternative process that leverages social media. To apply for an internship opportunity, Barkley asks candidates to submit up to 10 tweets with a designated hashtag that connects the agency to the candidate’s video application, blog entry, favorite site, and more.

Likewise, eager job applicants are challenging the traditional process and differentiating themselves with their résumé. Whether in the format of a Facebook page or an interactive web design, candidates are taking risks to get noticed. To clarify, such unconventional methods will likely have the intended effect when executed in an appropriate context. I might rethink the submission of a video application for a scientific research position.

Beyond these trends, one company has created a process that benefits both intern candidates and organizations. Fast Company released an article this week featuring Intern Sushi, a multimedia site aimed to restructure the internship application and search process within creative industries. Candidates join the site and create a “digital profile” which includes videos, art, and/or music that demonstrates their passion and talent. Additionally, organizations can view candidate profiles, schedule interviews, and track their application process.

When asked how she came up with the Intern Sushi name, CEO and Co-founder, Shara Senderoff, responded “The name says a lot about our attitude. It came from the idea that the attributes of a great intern match those of great sushi: presentation, sophistication, and innovation. Also, with sushi, everyone seems to be really picky about what they eat…Similarly, people should be picky about where they intern, and companies should be picky about who they hire.” This concept applies beyond creative industries and internships. Choose your employees wisely and be selective about where you choose to work. Don’t settle for less.

Meet the worrier. The one with the well-worn policy manual and the absurdly large bottle of hand sanitizer on her desk. She prefers structure, routine, and rules. Taking the road less traveled? Forget about it.

In the climb to the top of the ladder, the line between strength and weakness isn’t always clear. The same meticulous, careful nature that helped the worrier early in her career can turn into a crippling fear of failure when the worrier is stressed, bored, tired, or otherwise distracted.

Watch this video to see the worrier at work, or visit www.howdoyouderail.com to view the entire HDS video series. Follow on Twitter @ImHiCautious #howdoyouderail

Drs. Robert and Joyce Hogan will be joined by Robert Kaiser of Kaiser Leadership Solutions, Darren Overfield of Kaplan DeVries, Inc, Maret Kassner and Rene Kusch of Metaberatung GmbH, Michael Benson of Johnson & Johnson, and Peter Moser of Swissport International Ltd, to present 4 integrated presentations on the topic of theory-driven, personality-based leadership development.

This session will demonstrate how the socioanalytic theory of personality can inform the development of managers into better leaders. It features an overview of the theory, new research, application models, and a case study of a global project to develop airport managers.

The session will be held Thursday, April 26 at the 27^th Annual SIOP Conference in San Diego.

I worked with an organization several years ago to develop a leadership coaching program. When I asked my client what the problem was, he said, “It is okay to be a jerk as long as you’re hitting your numbers.”

The organization’s sales leaders were operating in an alienating manner, but this behavior was excused because they were meeting their goals. When those sales dipped, they didn’t have trusted confidants to point out industry and competitive shifts that led to the decrease.

I liken this to the feedback some people receive regarding the things they say and the way they say them. It’s one thing to be right, and quite another to be rude about it. For a leader, being right is driving successful business results. Saying those things in the right way demonstrates the humility necessary to build relationships. Both factors must be present for individuals to attain leadership excellence.

Now consider NBA basketball star LeBron James. In the 2010 offseason, James signed as a free agent with the Miami Heat and faced a storm of criticism as the result. Why was he vilified when so many players in the sports world today opt to go the free agent route? It all goes back to what you say, and how you say it.

LeBron could have chosen a team to sign with and demonstrated professional courtesy to the other teams under consideration by informing them of this move in advance of holding a press conference. Instead, he strung teams along, including Cleveland, and announced his decision in a highly publicized and criticized ESPN live special entitled “The Decision.” LeBron and his Miami Heat teammates then hosted what appeared to be a post-championship celebration in their home arena before the season had even begun. Rather than a confident showman focused on the new goal ahead, many fans and media members saw arrogance and over-the-top flamboyance. The most notorious moment came when LeBron discussed his new team winning multiple championships as if it was a foregone conclusion.

LeBron was now firmly cast as a bad guy, yet even in this new role and on a new team he came up short yet again in the NBA championship series. The sports media criticized LeBron for not performing up to the level expected during crunch time moments of the 4th quarter. Unlike the last time he lost the big game, he was not given a pass.

This is the essence of leadership derailment. Derailing behaviors tend to emerge as coping mechanisms when we face stress or adversity. Over time these behaviors erode relationships. In the grand scheme of things, our positive achievements may outweigh our derailing moments in terms of sheer number. Regardless, the magnitude and weight of those derailing actions when we are at our worst tend to overshadow much of the good work we have done. 
LeBron was likely coping with stress and adversity. He had always lived and played basketball in Ohio up to that point, and last season was clearly a time of stressful decisions and transitions. His charisma, showmanship, and confidence allowed him to harness his talents and become an MVP. These same characteristics became strengths overused and the negative moments are quickly becoming the first thing that comes to mind when thinking of LeBron. The 2012 season appeared to be the year of a humble King James until a recent altercation with a fan during a game has further perpetuated his bad guy image.

On my way to the airport this week, I heard a sports talk radio personality characterize LeBron as a good guy who tends to say or do things in big moments that rub people the wrong way or bring into question his ability to deliver in the clutch. These derailing moments will likely permeate his legacy and overshadow his multitude of great on-the-court achievements unless he is able to win multiple championships. Like those sales leaders I worked with years ago, it’s okay to be a jerk as long as you are hitting your numbers; however, true greatness is likely achieved through equal doses of driving results and demonstrating humility. 

Meet the skeptic. You’ve probably seen him lurking around the office – the cynic, the conspiracy theorist, the one with the locked desk drawers and 26-character computer password. To him, everyone is suspect – his employees working to undermine him, his colleagues whispering behind his back, his boss is surely a member of some secret society.

In the climb to the top of the ladder, the line between strength and weakness isn’t always clear. The same shrewd business sense and understanding of company politics that help the skeptic early in his career can turn into paranoia when that person is stressed, bored, tired, or otherwise distracted.

Watch this video to see the skeptic at work, or visit www.howdoyouderail.com to view the entire HDS video series. Follow on Twitter @imhiskeptical#howdoyouderail