skills for life: developing your leadership potential
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Skills for Life: Developing Your Leadership Potential - Presentation given to the Arizona Women\’s Bar Association November 2008TRANSCRIPT
SKILLS FOR LIFEDeveloping Your Leadership Potential
Kathleen Bradley, JD, M.LeadershipDirector of Professional DevelopmentLewis and Roca LLP
About Me
World Traveler
Lawyer
Friend
Mother
Leader
Let’s Talk
Think of a leader you admire.
What makes that leader admirable?
Who am
I? What do I
do?
What
results do I
get?
The Leadership Challenge
The Leadership Challenge
Who am I?
Your Leadership
Foundation
Know
yourself
Know
your
clients
Know your
practice
Who Am I? The Foundation
Know your
markets
Strengths and Weaknesses4
Interests3
Vision2
1
The Fundamentals
Values and Beliefs1
Personality Attributes5
Who Am I? The Fundamentals
Emotional Intelligence6
Who Am I? Values and Vision
Why values? Connect to what drives you
Present yourself with integrity and authenticity
Why vision? Think long term, act short term
“If you don’t know where you are going, any road will get you there”
Who Am I? Live Your Values
Examples of Values
LovePowerGrowthAcceptanceGratefulnessJusticeTrustIntimacyHealthHumorFocusIntegrityHonorBeautyExpediency
FreedomComfortJoySupportHonestySerenityFulfillmentAdventureServiceHarmonyKindnessDesireFamilyTruthfulnessInquiry
SecurityCompetencyCreativityWarmthBalanceHumilitySuccessPassionAchievementWinningAppreciationPresenceChangeUnderstandingCompassion
PlayExerciseVegging OutPrideRomanceFrivolitySpontaneityPerfectionAppreciationConscientiousnessWealthAggressivenessTenacityPracticalityLoyalty
Who Am I? Interests
What do you do for fun?
How will you sustain your life and your career over time?
Who Am I? Strengths and Weaknesses
Key
Maximize strengths
Manage weaknesses
Assess strengths
Identify weaknesses
Ask for feedback
Who Am I? Discover Your Strengths
Achiever
Activator
Adaptability
Analytical
Arranger
Belief
Command
Communication
Competition
Connectedness
Consistency
Context
Deliberative
Developer
Discipline
Empathy
Focus
Futuristic
Harmony
Ideation
Includer
Individualization
Input
Intellection
Learner
Maximizer
Positivity
Relator
Responsibility
Restorative
Self-Assurance
Significance
Strategic
Woo
From Now, Discover Your Strengths by Marcus Buckingham and Donald O. Clifton, Ph.D. (New York: Free Press, 2001).
Gallup’s 34 Talent Areas
Who Am I? Personality Attributes
All kinds of ways to “slice and dice”
Myers-Briggs Type Indicator
Caliper Profile
Emotional Intelligence
IntroversionExtraversion
iNtuitionSensingPERCEIVING FUNCTION
FeelingThinkingJUDGING FUNCTION
Judging Perceiving
ENERGY SOURCE
LIFE STYLE ORIENTATION
Who Am I? Myers Briggs Type Indicator
43% 57%
78% 22%
43% 57%
63% 37%
Source: Research performed by Dr. Larry R. Richards, Hildebrandt International
Lawyers Lawyers
Who Am I? Myers Briggs Type Indicator
78% of lawyers are thinkers. Only 22% are feelers.
Thinking Objective Cause-effect Logic Clarity Analytical Problem 1st
People 2nd Critique Justice
Feeling Subjective Person-centered
Values Harmony Circumstantial People 1st
Problem 2nd Appreciate Mercy
Who Am I? The Caliper Profile
Lawyers score outside the standard deviation on 6 of 18 attributes measured:
Skepticism – 90th percentile
Urgency – 71st percentile
Sociability – 12th percentile
Resilience – 30th percentile
Autonomy – 89th percentile
Abstract Reasoning – 82nd percentile
Source: Research performed by Dr. Larry R. Richards, Hildebrandt International
Who Am I? Women Leader Attributes
PersuasivenessWomen leaders are more persuasive than their male counterparts.
ResilienceFeeling the sting of rejection, learning from adversity and carrying on with an “I’ll show you” attitude.
Inclusiveness and Team-BuildingAn inclusive, team-building leadership style of problem solving and decision-making.
Rule Breakers and Risk TakersWomen leaders are more likely to ignore rules and take risks.
Source: Caliper Corporation, “The Qualities That Distinguish Women Leaders”
Who Am I? Emotional Intelligence
Self-Awareness• Emotional Self-Awareness• Accurate Self-Assessment• Self-Confidence
Self-Management• Emotional Self-Control• Transparency• Adaptability• Achievement• Initiative• Optimism
Social Awareness• Empathy• Organizational Awareness• Service Orientation
Relationship Management• Developing Others• Inspirational Leadership• Change Catalyst• Influence• Conflict Management• Teamwork & Collaboration
SocialAwareness
Self-Awareness
RelationshipManagement
Self-Management
Source: Emotional Intelligence by Daniel Goleman
Who Am I? Emotional Intelligence
Emotional self-awareness is the single most important quality of
effective leaders.
The Leadership Challenge
What do I do?
Model the way
Inspire a shared vision
Challenge the process
Enable others to act
The Five Practices of Exemplary Leadership
Encourage the heart
What Do I Do? Kouzes and Posner Model
Source: The Leadership Challenge: Fourth Edition by James M. Kouzes and Barry Z. Posner
What Do I Do? Zenger and Folkman Model
Character Integrity and honesty
Personal Capability Professional expertise, problem solving, innovation, self-development
Focus on Results Commitment to results, stretch goals, take responsibility for outcomes
Interpersonal Skills Communication, inspirational, relationship focus, develop others, collaborative
Leading Change Strategic perspective, change champions, connect the internal with the external
Source: The Extraordinary Leader: Turning Good Managers into Great Leaders by John H. Zenger and Joseph Folkman
What Do I Do? The Making of an Expert
Practice, practice, practice
Focused and deliberate thought
Skills
Invest time
Find coaches and mentors
Source: The Making of an Expert by Anders K. Ericsson, Michael J. Prietula and Edward T. Cokely
What Do I Do? Requirements for Success
ImportancePersonal Skills
Professional Management Executive
Technical Skills
Managerial Skills
Changing Requirements for Success
Source: Preventing Derailment: What to Do Before It’s Too Late, Michael Lombardo and Robert Eichinger, Center for Creative Leadership
Skills
What Do I Do? Leadership Derailers
Inability to learn from mistakes
Interpersonal incompetence
Lack of openness to new ideas
Tendency to blame others for problems
Lack of initiative
What Do I Do? Principles of Execution
Alignment and consistency
Take responsibility
Believe
Set realistic expectations
Take time . . . work hard . . . be persistent . . . endure
What Do I Do? Servant Leadership
“The first responsibility of a leader is to influence reality. The last is to say thank you. In between, the
leader is a servant.”
~ Max DuPree, CEO of Herman Miller
The Leadership Challenge
What results do I get?
What Results Do I Get? Key Outcomes
Results . . . and
Engaged and committed team
Growth – personal, team, business
Innovation and change
Sustainability
What Results Do I Get? Key Outcomes
Be a better leader, have a richer life
Perform better
Feel better
Have greater harmony
Source: “Be a Better Leader, Have a Richer Life” by Stewart D. Friedman (Harvard Business Review)
Our Leadership Panel
Susan G. Boswell, Managing Partner, Quarles & Brady, Tucson office
Toni M. Massaro, Dean and Regents’ Professor, Milton O. Riepe Chair in Constitutional Law, University of Arizona
Kevin Ruegg, CEO/Executive Director, Arizona Foundation for Legal Services and Education, Inc.
The Leadership Challenge: Final Thoughts
What do you personally do well as a leader?
What will you need to learn to be a more effective leader in the future?
To what extent do you, personally, appreciate – even enjoy – the process of change? What can you do to become more comfortable with change?
Ancient Wisdom
Knowing others is intelligence;knowing yourself is true wisdom.Mastering others is strength;mastering yourself is true power.
~ Tao Te Ching