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Proven Path to Leadership Maturity and Effectiveness

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This post is a companion to the podcast featuring Mike Morrow-Fox talking about leadership maturity and vertical development to build the leadership qualities required to lead large, complex organizations and those that aspire to make the greatest impact.

Forbes Coaches Council first published the following article in August 2016.

Future trends indicate complexity, accelerated change, and near-constant uncertainty in the coming years. These conditions will require significantly different leadership skills.

With these new demands for evolving leadership, is there a predictable path to develop leadership? If so, what does that path look like?

Leaders develop both “horizontally,” increasing their ability at their current level of operation, and “vertically,” increasing their level of complexity, emotional maturity, and opening to new awareness. Many researchers are now saying that “vertical development” is required to navigate the complexities leaders and their organizations face.

To answer what the vertical evolutionary path looks like, I reference the research of Dr. Cook-Greuter, who developed a Leadership Maturity Framework (LMF) and measurement of adult development as part of her doctoral dissertation at Harvard University. Dr. Cook-Greuter is now the Co-Founder with Beena Sharma of The Center for Leadership Maturity, a firm that facilitates vertical development in individuals, teams, and organizations. The LMF is the basis of my work with vertical leadership development because it provides a model grounded in research and is practical to use in coaching and leadership development.

Vertical development does not mean that more developed people are “better” people, but rather, in many cases, they are likely to be more effective in key leadership roles within large complex organizations. The following is a summary of the LMF describing the predictable developmental trajectory people navigate as they grow:

The Group-Centric Level

This level is about conforming and belonging. People at this level follow rules, norms and observe hierarchy. They conform to social expectations, work to group standards, seek membership and approval, and appreciate outward signs of status as a sign of approval. They attend to the welfare of their own group; those who are not like them are the “other,” and therefore outside their circle of concern. They avoid conflict, think in simple terms, and often speak in generalities. Feedback is taken as disapproval since their driving value is to gain approval and be included.

Example: This is the employee who looks to what the group is doing to determine his actions. He looks to meet the “expectations” set by the organization, fit into the culture, and do what everyone does. Belonging is his key to success; standing out or having a different opinion feels risky

The Skill-Centric Level

This focuses on comparing self to others and perfecting skills. Individuals at this level focus on being competent in their own area of interest and improving techniques and efficiency. They aspire to quality standards and are often heavily invested in their way as the only way of doing things. Decisions are made based on incontrovertible “facts.” Given their focus on problem-solving and detail, they can get caught in the weeds and not see the big picture necessary to effectively prioritize among competing demands. All consuming attention on being right can lead them to be critical of and competitive with others. They hear feedback about their work as criticism of them as a whole person.

Example: This is the employee who points out when others make mistakes and tries to correct them so they can meet the standards. Her development efforts focus on building expertise. She usually has a “better” opinion unless she is in the presence of a subject-matter expert.

The Self-Determining Level

This focuses on analyzing and achieving to effectively deliver results. Leaders at this level look toward longer-term goals and initiate rather than follow expectations. They value objectivity and scientific knowledge, seeking rational, proactive ways around problems. They often seek consensus — “agree to disagree” — and value mutuality and equality in relationships. They accept feedback to promote learning and success.

Example: This employee continually drives to meet organizational goals. He works both efficiently and effectively and is continually competing with himself and others to drive the best results. He has a five-year plan, is open to new learning, and is beginning to be more reflective.

The Self-Questioning Level

This level focuses on self in relationship and contextualizing his/her experience. Leaders at this level are concerned with the difference between reality and appearance and have an increased understanding of complexity and unintended effects of actions. They begin to question their own assumptions and views and realize the subjectivity of beliefs; and talk of interpretations rather than facts. They can play different roles in different contexts and begin to seek out and value feedback.

Example: This employee is continually inquiring, challenging assumptions, and aware of the limitations of conventional thinking. She focuses on creating an environment where everyone feels valued. She is committed to appreciating value in different perspectives.

The Self-Actualizing Level

This level is about integrating and transforming self and systems, and recognizing higher principles, complexity and interrelationships. People at this level are aware of the social construction of reality — not just rules and customs. They are problem finding, not just doing creative problem solving. They are aware of paradox and contradiction in self and systems and learn to have a deep appreciation of others. They demonstrate a sensitivity to systemic change and create “positive-sum” games.

Example: This person is continually evaluating the organization’s strategy against long-term industry trends as well as global economic conditions while embodying her values and using herself as an instrument of transformation. She is self-aware and firmly anchored in principles while having the ability to adapt based on context.

As we look to the changes leaders are facing in the near and long term, it is helpful to have a robust model for development that allows them to focus their development energy effectively. This framework, along with it, measurement instrument — the maturity assessment for professionals (MAP) — is the most robust I have seen, and I find it highly effective in supporting leaders.

About the author Maureen Metcalf, CEO and Founder of Innovative Leadership Institute, is a renowned executive advisor, author, speaker, and coach whose 30 years of business experience provides high-impact, practical solutions that support her clients’ leadership development and organizational transformations. Maureen is recognized as an innovative, principled thought leader who combines intellectual rigor and discipline with an ability to translate theory into practice. Her operational skills are coupled with a strategic ability to analyze, develop, and implement successful profitability, growth, and sustainability strategies.

Four Common Types of Difficult Employees And How To Deal With Them

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This post is a companion to one of our podcast featuring Mike Morrow-Fox talking about bad bosses and their impact on organizations. 

One of the managers’ jobs is to create an environment that promotes employee engagement and produces organizational results. Difficult employees adversely impact the team members who work with them. Managers must find productive ways to address these difficulties, or they risk negatively impacting the entire working team. According to a Gallup article published in December 2016, “Compared with disengaged teams, engaged teams show 24% to 59% less turnover, 10% higher customer ratings, 21% greater profitability, 17% higher productivity, 28% less shrinkage, 70% fewer safety incidents, and 41% less absenteeism.” The research suggests that managers who address these difficult employees will produce better organizational results than those who do not.

The following is a guest post written by Jackie Edwards, a professional writer experienced in the HR side of finance and banking. As an employer, your team might not always be filled with employees who support your vision and work hard for you. At some point, you’ll have to deal with a difficult personality in the workplace. As stated in the Journal of Business & Economics, difficult employees can become one of the most challenging issues you face. Here are four common types of difficult employees you’ll likely have to come across and tips on tackling them effectively.

Dark-Side Dan

This is the employee who’s always negative. He’ll explain why it won’t work when you bring up an exciting project. It can be frustrating to deal with someone always raining on everyone’s parade while thinking his way is the only right one. However, a good tip is to see him as offering constructive criticism. He might show you the worst-case scenarios of corporate decisions that could help you make the right choice.

However, dealing with such a difficult personality can be quite straightforward. Hold a meeting with your team, give everyone a chance to discuss their skills and struggles, see what this difficult employee says, and coax them for a reply. You want your team members to be vulnerable at times, as it makes for a supportive, cooperative team.

Power-Hungry Pam

This is the employee who wants your job. She’ll take on leadership roles by trying to be seen as holding a position of power with her co-workers or trying to derail your authority, such as by ignoring your instructions. The best way to deal with highly ambitious employees is to give them lots of work so they won’t have time to try to manage other workers. Therefore keeping the workplace peace intact.

Mr. Excuse

You asked your employee to complete a task by the end of the day, but he had something important to do across town, he had to deal with a co-worker’s problem, or he was stuck with a faulty printer. He always has excuses for not doing work or not listening to your instructions. In a global survey of 10,000 adults, 42 percent confessed to lying about how busy they were at work. Although you might be quick to label this worker lazy, there could be another reason for his annoying behavior. Perhaps they are dissatisfied with work? The best thing to do is have an open conversation with him to understand where he’s coming from and how you can utilize his best qualities while minimizing his future games.

The Toddler

If this employee doesn’t like something, she’ll lose her cool, make sarcastic comments, or get into fights with co-workers. She also doesn’t deal with constructive criticism, which makes dealing with her a nightmare. If she’s a talented worker you don’t want to lose, remind her that her great work will take her far, but she needs to tone down her defensiveness as managers need to be likable to succeed. Having a real heart-to-heart with this employee will show her that you’re willing to support your team members and highlight that you’re after her best interests, which will help her see the error of her ways.

Difficult employees are everywhere and might even be part of your team. The key is knowing how to tackle them effectively so that you can use their skills and decrease workplace drama, which negatively impacts everyone’s productivity.

Strengthening Thinking as a Mechanism to Building Resilience

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This blog post is the companion to a podcast with Mark Palmer and Belinda Gore, Building Resilience, A Key Foundation For Change. We encourage you to take our free online resilience assessment.

As the person who curates this blog, I try to balance sharing the work of our radio show guests and other thought leaders with my own opinions. This is one of the weeks where I am sharing my own opinion as it relates to current affairs and the need for resilience.

During the past week, the United States has seen the escalation of threats with North Korea about the use of nuclear weapons and civil unrest in Charlottesville, Virginia, associated with race and hate. Many of us are trying to find a balanced path to respond to what is happening globally, nationally, locally, and personally. Who we are at our core can shine through during times of challenge when we take care of ourselves first.

I realize this message is a bit counter to cultural beliefs. Most of us were cautioned against selfishness. We were taught to believe that it connotes self-centeredness, and that anything “selfish” is wrong. Yet, having a sense of self and knowing when and how to care for yourself is the antithesis of being selfish. If we don’t care for ourselves, there is no way that we can care for others. I think of the inflight announcements on planes: In an emergency, please put on your oxygen mask before assisting others.” As leaders, we need to attend to our resilience foundation to respond to our environment consistently consistent with our values.

Let’s do a small exercise, think about a time you pushed yourself to meet a deadline. It may have meant you didn’t get sufficient sleep. You may have been caffeine-powered or maybe augmented by your favorite sugar source (chocolate, for me). Can you recall a time you did this and responded to someone more harshly than usual? Did you need to do damage control later? I have an example of one of these incidents early in my career. I apologized to my boss for the harsh words delivered at 3 a.m. while trying to get a project completed and out the door. I left that company and was hired back two years later. My new boss handed me my personnel file, and my former boss saved the note. That event lived on in my “file.” While I think it was more a source of banter, it was not my best professional moment.

We all have these moments of stress-related responses. The challenge for all of us, especially in an environment where civility seems to be in short supply in some circles, is to find our own path to sustain our own sense of balance so that we can be the source of civility when it is lacking in our environment. It is during these times that leadership is most critical.

  1. Take care of your physical well-being. We know insufficient sleep and a poor diet take a toll on us. Do your best to draw boundaries that will allow you to recharge. I do walking meetings when possible so that I can get some physical activity and sunlight during the work day.
  2. Manage your thinking. This one is critical. Research tells us five minutes of negative thinking causes six hours of negative physiological impact on our bodies. I am a strong proponent of mindfulness, just staying aware of what I am thinking and reframing to see the positive in challenging situations. I also do scenario planning in which I look at the worst case and plan accordingly; then, I feel free to move back to the positive opportunities I want to create in the world. I use the recordings of Gary Weber and Maryanna Klatt as a strong foundation for managing my thinking. I have a daily reflection practice that helps me regroup when life feels challenging.
  3. Develop emotional intelligence and a sense of purpose. Emotional intelligence is grounded in our ability to manage emotions and respond appropriately to others. One of the biggest keys to managing my emotions is to build a routine that allows me to be aware of my emotions and their impact on me. This was one of my weaknesses. I was happy to avoid feeling things, and yet those feelings still impacted my behavior. When I was unaware of them, the impact could be negative (see the earlier reference of the need to apologize to my boss). If we can maintain awareness and metabolize emotions appropriately, we can return our focus to the activities of leading. I don’t mean find better ways to ignore them, I mean working through emotions in a healthy way. For people who will dismiss this as “touchy-feely,” – don’t discount the impact this skill can have on your ability to stay focused positively. The other part of this step is to have a sense of purpose bigger than yourself and take daily steps toward that purpose—most will be small but significant steps.
  4. Build a strong support system. Having a network of caring relationships is invaluable. For some people, the network may be one or two. For others, relationships do look like a web. There is no formula—what is important is that we have at least one honest and authentic relationship and an outlet to support us. Just knowing and feeling the support of others on the days when everything seems wrong is invaluable. Pets are also a great connection and are a source of unconditional love.

I want to close this post with a quote I got by e-mail today from www.gratefulness.org. Part of my resilience practice is having a regular “diet” of positive information.

“The best way to not feel hopeless is to get up and do something. Don’t wait for good things to happen to you. If you go out and make some good things happen, you will fill the world with hope, you will fill yourself with hope.” —Barack Obama.

So, I invite everyone reading this to do something today that supports your resilience. Doing good for others helps build our own sense of well-being and counterbalances the negativity that we all occasionally and circumstantially face.

About the author: Maureen Metcalf, CEO and Founder of Innovative Leadership Institute, is a renowned executive advisor, author, speaker, and coach whose 30 years of business experience provides high-impact, practical solutions that support her clients’ leadership development and organizational transformations. Maureen is recognized as an innovative, principled thought leader who combines intellectual rigor and discipline with an ability to translate theory into practice. Her operational skills are coupled with a strategic ability to analyze, develop, and implement successful strategies for profitability, growth, and sustainability.

Organizations Have Personality Types: How Do You Fit?

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Belinda Gore EnneagramThis guest blog was written as a companion to the podcast with Belinda Gore,  Building Leadership Self-Awareness Using Personality Type. In the interview and the blog, Belinda explores how she uses the Enneagram to help leaders build the self-awareness that enables them to perform effectively. 

As a reminder from a prior post, when the 65-member Advisory Council for the Stanford Graduate School of Business was polled several years ago on the topic of what is most important to include in the school’s curriculum, there was overwhelming agreement that the most important thing business school graduates needed to learn was self-awareness and the resulting ability to reduce denial in their perceptions of themselves and their actions. Pretty impressive. This speaks to the emerging recognition that we highlight in Innovative Leadership: leaders can derail the most progressive initiatives toward an organization’s sustainable success through their personality quirks and biases.

In my experience using the Enneagram system as a psychologist and a leadership coach over the past twenty-three years, I find the Enneagram to be more robust than any other system I have encountered. Many organizations are familiar with DISC, MBTI, Social Styles, and other systems, and training in these models has given employees at every level of the organization a foundation in models for self-awareness. I have found leaders at every level able to learn the rich and versatile information the Enneagram offers readily.

Just as leaders have “personalities,” so do organizations. This is just another way to think about the organizational culture, the mission or role the organization seeks to fulfill, the favored strategies for accomplishing goals, the behaviors that are rewarded and those that are not, and the subtle hiring filters that tend to screen out people who do not fit. The senior leaders of the organization may or may not reflect the culture. It is immensely valuable for leaders to determine their organization’s personality type to harness the natural strengths of that pattern and avoid the embedded tendencies that create problems. Leaders are likely to have a strong influence on the development of organizational culture, but without clear awareness, they may not realize how the leader and the group are aligned and how they sometimes work in opposition.

For example, a mid-size utility company instituted leadership development training based on the Enneagram. In assessing several hundred people within the company, it became clear that the organization has a Type Six culture of loyalty. The Type Six pattern is reflected in the company’s mission to provide reliable and affordable gas and electric energy to their customers and to promote safety for their employees in power plants and distribution. Loyalty is highly valued within the company; many employees have worked there for twenty years or more. Attention is paid to identifying potential problems and working out solutions before they occur; when there is a power outage due to weather conditions, there is an expectation that the entire workforce will be available to provide support until the situation is resolved. In some Enneagram training groups of individual contributors, up to 50% of the employees determined for themselves—using an assessment tool along with classroom training and guided group discussion—to have a Type Six personality. Among mid-level managers, that percentage drops to around 35%, and in the top group of senior leaders, less than 10% assess themselves as having a Type Six personality pattern.

This is not unusual. Why? Because leaders in the C-suites, those who have risen to the top leadership levels, are not equally distributed around the Enneagram circle but tend to cluster in another sub-grouping.

As a leader, you must understand your type to build awareness of your predispositions. It is also important to understand the organization’s type to understand better how you fit within it. Understanding your type will lead you to the following questions:

  1. Is your style a natural fit with that of the majority?
  2. What gifts do you bring because of your similarities?
  3. What blind spots exist if too many people share the same personality type?
  4. If you have a different type, how do your predispositions fill gaps?
  5. How do you manage your similarities and differences to fit and fill gaps?

By answering these questions, you will have a clearer sense of how you, as a leader, may best contribute and some of the inherent struggles if you have a different type than the majority that comprises the culture. While being part of the minority allows you to fill gaps, you may also find yourself excluded or struggling to communicate effectively. Through self-awareness and skillful interactions, you will be able to navigate any organization’s predispositions.

About the Author
Belinda Gore, PhD focuses on designing, developing, and delivering leadership, assessments, workshops, and coaching. She is a key thought leader in developing the Innovative Leadership framework. She is a psychologist, executive coach, and experienced seminar leader skilled in supporting her clients in high-level learning. With 30 years’ experience in leadership development and interpersonal skills training, she is known for helping teams discover strength in their diversity to achieve their mutual goals, and works with individual leaders to access their natural talents to maximize effectiveness and personal satisfaction. Her clients have included senior leadership in global companies, senior and middle management in corporate and nonprofit organizations, and entrepreneurs. She will lead our new service line, which is focused on helping leaders and their organizations build resilience and offering leadership team development, board development, coaching, and Enneagram assessment.

Defining Vision Based Actions for College Students – Eric’s Story

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Vision Based ActionsI’m Eric Philippou, and I’m writing this blog as part of my summer internship at ILI, a leadership and management consulting firm. I am entering my final fall semester at T­he Ohio State University, majoring in Strategic Communication. I like marketing and plan to attend business school in a few years. I’m also on the varsity fencing team at Ohio State.

This summer, I am starting a blog that helps students find their life purposes, plus a step-by-step guide on bringing this vision into reality. I am giving you information from a workbook written by a combination of college faculty and leadership development and executive coaching experts who make business executives very successful. This book will be published late in 2014. In this post, you will find your values. Throughout this blog, I will provide my answers to the exercises as an example. This is part three of the four-part Vision topic. My answers are in italics.

In this post, I’ll show you how to set a realistic career direction based on your vision.  We discussed creating your vision and identifying your values in the last two posts. In the next post, I will answer some great reflection questions. It turns out reflection is a key part of this process.  

Putting Vision into Action

Now that your vision is outlined, it’s important to put it into action. Consider your values and vision, as well as your skills. In this exercise, you will find ways to incorporate your passions into how you make a living. Also, think of ideas or topics that you find extremely interesting and are somehow involved in almost everything you do – school, work, social activities, entertainment media, etc.

Step 1: Identify your foundation.

  • What are you most passionate about?
    • Values: love, excellence, meaningful work
    • Respect
    • Order or being organized
    • Creativity
    • Doing things the right way and not cutting corners
    • Doing the right thing in general
    • Success/winning
    • I would be lying to myself if I didn’t put “food” on this list
    • Deep thinking
  • What are your economic needs, and what can you do to meet them?
    • Overall financial stability: enough to not be worried in case of some family emergency, such as one of my family members needing surgery.
    • I want to create sufficient funding for the NPO.
    • Somewhere between a modest upper-middle class lifestyle and the guy from ‘The Wolf of Wallstreet.’
    • Business strategy
    • Marketing/sales
    • Project management
    • Public speaking
  • What can you be great at?
    • Marketing/sales
    • Business strategy
    • Project management
    • Friend
    • Philanthropy/non-profit work
    • Teamwork
    • Public speaking

Step 2: Review and Identify Overlap.

  • Creativity and deep thinking are involved in all of the professional skills that I can be great at (my creativity led me to try marketing and strategy initially)
  • Excellence and success in my professional field(s) can create wealth
  • Doing the right thing and love overlap with philanthropy
  • Having a lot of money of my own can help fund my NPO
  • Meaningful work and philanthropy
  • Business strategy
  • Marketing/sales
  • Project management
  • Public speaking

Step 3: Harvest the ideas.

  • Based on overlaps, do you see anything that can be incorporated into what you do or how you work?
    • My passions for creativity, excellence, deep thought, and success, combined with economic needs/wants, tell me that I should pursue a career that involves marketing, business strategy, and/or project management.
    • I should work in companies and projects that I find meaningful, ethical, and beneficial to others.

Look at your answers carefully and consider as many ideas and overlaps as possible. Even if something you think is useless, writing it down anyway is good.

Next week, I will share my answers to key reflection questions. Building the reflection “muscle” is important as a leader. I will share my reflections for each step in the leadership development process.