4 Quadrants of Leadership:
Leadership Behaviors for Financial Professionals
Stacy L. Shamberger, Skyline Group
Northern CA APA Conference
September 11, 2014
Line-up
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Leadership Overview
The 4 Quadrants of Leadership
Leadership Competencies
360 Degree View
Balanced Leader
Trends in Impact and Measurable Success
Self Insight and Awareness
Fun!
Leadership – Made or Born?
The most dangerous leadership myth is that
leaders are born-that there is a genetic factor to
leadership. This myth asserts that people simply
either have certain charismatic qualities or not.
That's nonsense; in fact, the opposite is true.
Leaders are made rather than born.
Warren G. Bennis, from his book; On Becoming a Great Leader
Another Point of Debate
The Real Deal
Team
Leader
Innovate
Influence
Communicate
Integrity
Manager
Individual
Contributor
Execute
Set Goals
Problem Solve
Productivity
Moving from Abstract to IMPACT!
Competency
Behavior
Impact
The 4 Quadrants of Leadership
Self Awareness, Insight
COMPETENCY
ME
OTHERS
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
28.
KEY
FAIR
GOOD
VERY GOOD
EXECELLENT
Competencies of Quadrant 1
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Emotional Control
Flexibility
Integrity
Resilience
Self-Confidence
Executive Presence
Work/Life Balance
Competencies of Quadrant 2
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Assertiveness
Conflict Resolution
Influencing Others
Listening
Partnering and Relationship Building
Teamwork
Verbal Communication
Competencies of Quadrant 3
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Creativity and Innovation
Entrepreneurship
External Awareness
Inspirational Vision
Organizational Awareness
Service Motivation
Strategic Thinking
Competencies of Quadrant 4
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Coaching and Mentoring
Customer Focus
Delegation
Effectiveness
Monitoring Performance
Planning and Organizing
Thoroughness
Self Rating
COMPETENCY
ME
Emotional Control
G
G
VG
F
G
VG
F
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
28.
Flexibility
Integrity
Resilience
Self Confidence
Executive Presence
Work Life Balance
OTHERS
F
G
E
G
VG
VG
G
KEY
FAIR
GOOD
VERY GOOD
EXECELLENT
Development Opportunities
Strengths
Weaknesses
Balanced Leader
Self Rating
COMPETENCY
ME
Emotional Control
G
G
VG
F
G
VG
F
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
28.
Flexibility
Integrity
Resilience
Self Confidence
Executive Presence
Work Life Balance
OTHERS
F
G
E
G
VG
VG
G
KEY
FAIR
GOOD
VERY GOOD
EXECELLENT
On Your Mark Get Set, Grow!
Panic Zone
Growth/Learn
Comfort Zone
CZ = Stuck
Most Familiar
Strengths
Old Habits
Lazy
GZ = Transformation!
Growth Zone
Little familiarity
Risky
Temptation to revert
Growth Leads to….
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An expansion and Integration of skills
Confidence using new knowledge
Mastery
An improved you!
Our Blind Spots
The 360 View
70/20/10
70 %
Learn from Experience on the Job
20%
Learn from Others
10%
Development Programs/Formal Learning
Types of Experiences
We learn from 3 different types of experiences:
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Assignments
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Bosses (good and bad)
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Hardships
70/20/10
• What experiences can I plan (70%)?
• Who can I learn from? How (20%)?
• What kind of structured development will help me
the most (10%)?
Impact
How Leaders Make an Impact
Morale
Employee
Turnover
Productivity
Vision
Innovation
Interconnected Impact
Business Strategy
Leadership
Culture
Strategy
Execution
Business Results
Overall Impact
Companies reporting strong leadership development
programs are 1.5 times more likely to be found atop
Fortune Magazine's “Most Admired Companies” list.
-Consulting Psychology Journal, 2003, “The Return on Investment of
Leadership Development: Differentiating our Discipline”
Among employees who say their company offers poor
development opportunities, 41% plan to leave within 12
months (versus only 12% who rate their opportunities
as excellent). High turnover isn't cheap - the cost of
losing a typical worker is approximately $50,000. For
managers, the cost is much higher.
-Business Week, 2009
Productivity Impact
American Express Leadership ROI Study 2010
Financial Impact
• Average increase of 5.2% in per employee productivity; valued
at $44,380 per employee
• Average increase of 16.3% in cash flow; valued at $9,673 per
employee
• Average increase of 6% in market value; valued at $8,882 per
employee
• Increase company-wide profit margins by as much as 47%.
• Increase in sales (up to 6.5%)
• Notable decrease in turnover
-Jackson Leadership Systems, Inc., 2006, “Leadership Development ROI: Using Talent Management to Drive
Market Value”
-Consulting Psychology Journal, 2004,“The Return on Investment of Leadership Development: Differentiating
our Discipline”
Talent Development Reporting Principles
• What data should we collect and how should the
measures be defined?
• What do CFOs, CEOs and other senior leaders
want to see and how should it be presented?
• How can we show the important role learning
plays in achieving organizational goals?
TDRp addresses the vital need for enhanced executive-level reporting on talent development, much
like GAAP (Generally Accepted Accounting Principles) provides reporting principles for finance.
Center for Talent Reporting
www.centerfortalentreporting.org
2014 Snap Shot Trends
Source: Bersin by Deloitte
December 2013
Stacy Shamberger
twitter: @StacyShamberger
e-mail:shamberger@skylineg.com