1. Total Engagement Consulting by Kimer
Leadership Development – The Intersection of Competencies, Talents and Styles, and the Qualities of Effective Leadership
Presented at the June Meeting of Charlotte Area SHRM
June 13, 2016
By Stan C. Kimer, President and Owner, Total Engagement Consulting by Kimer
Office: Cell:
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Total Engagement Consulting by Kimer

2. Total Engagement Consulting by Kimer
Introduction – Total Engagement Consulting by Kimer
Formed in 2010 by Stan C. Kimer after 31-year IBM career
Included executive role of overseeing career development for IBM’s 3000 Sales Operations personnel around the world
Career included stints in sales, marketing, finance and human resources (IBM’s GLBT Diversity Manager)
Current consulting offerings include:
Total Engagement Career Mapping – an innovative and proven career development methodology for corporations and organizations
Diversity management with a specialization in LGBT
Outside community involvement / awards
Member Great Raleigh Chamber of Commerce
Certified TMC / Berlitz Cultural Competency Trainer / Practictioner
Member TODN (Triangle Organization Development Network)
Member of two local SHRM chapters (Raleigh- Wake and Triangle), and National SHRM
Triangle Business Journal “Leaders in Diversity – Role Model” Award, 2013
Kimer-Kamba Community Center in Mtito-Andei, Kenya
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Total Engagement Consulting by Kimer

3. Total Engagement Consulting by Kimer
Introduction – Total Engagement Consulting by Kimer
What I like to do when I am not working
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Total Engagement Consulting by Kimer

4. Total Engagement Consulting by Kimer
Agenda
The intersection of competencies, talents (gifts) and style
Four models of leadership competencies
More on leadership styles
The changing global business environment
Updated skills required for the global economy
A quick introduction to the TMC / Berlitz Cultural Competency Model
How to analyze and plan for competency building – personally and within your enterprise
Summary
Qs and As and Books Drawing
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Total Engagement Consulting by Kimer

5. Total Engagement Consulting by Kimer
Who they gonna call?
Who they gonna call:
When your corporate culture is in the gutter?
When executives and managers need leadership training?
Who ya gonna call?
GHOSTBUSTERS !!!
The two
lens view
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Total Engagement Consulting by Kimer

6. Total Engagement Consulting by Kimer
The “Marketing 101 Classic”
$ $ $ $
Market Share
Growth
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Total Engagement Consulting by Kimer

7. Total Engagement Consulting by Kimer
View of people I can work with
Competency
Niceness
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Total Engagement Consulting by Kimer

8. Total Engagement Consulting by Kimer
How to view what you do
Drudgery
Calling
Competency / Talents
Hell Or
“why even bother?”
Hobby
Enjoyment Level
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Total Engagement Consulting by Kimer

9. Total Engagement Consulting by Kimer
The intersection of gifts, competencies and styles
Competencies
of effective leadership
Styles
of leadership
Talents (or gifts)
Competencies are characteristics that can be taught, learned and developed
Calling
Talents are special abilities that we are born with and inherent within us
Also, there really is not a 100% clear delineation between competencies and talents since they can feed off of each other… and even impact style
Style is the manner, tone or method of performing or leading
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Total Engagement Consulting by Kimer

10. A focus on competencies of effective leadership
Literally, there are dozens of studies on learned and developed characteristics (or competencies) effective leaders need to have
Business world
Non-profit and community
Spiritual / Religious world
New Models coming out every day
We will take a quick survey of 4 models and look for commonalities and the applicability of diversity and global skills interaction
Center for Creative Leadership – Campbell Leadership Descriptor
IBM Corporate Competency Leadership Model
Alban Institute – 12 characteristics of effective 21st century ministry
Matthew Poore Leadership Group
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Total Engagement Consulting by Kimer

11. Four Models of Leadership Competencies
David Campbell – Center for Creative Leadership:
Universally developed to address leadership in any type of organization
Ranked #1 in Leadership Development by BusinessWeek survey respondents
Comes with a survey to help participants rate their leadership skills
Divided into task skills and personal characteristics
IBM Corporate Leadership Competency Model
Developed by IBM based on years of research evaluating hundreds of successful senior executives
Alban Institute – 12 Characteristics for Effective 21st Century Ministry (Jill Hudson)
Based on research, personal observation and interviews with clergy who are widely acknowledged to be effective in leading the modern church into a postmodern ministry
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Total Engagement Consulting by Kimer

12. Four Models of Leadership Competencies (continued)
Matthew Poore Leadership Group - 7 Survival Skills for the New World
Presented at the 2011 Gaston County (North Carolina, USA) Teaching and Learning Conference
Tied to the 5 leadership standards for teachers published by the NC Department of Education
Dealing with diverse populations and preparing NC’s students to compete in the global economy a base premise
Heavy military background
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Total Engagement Consulting by Kimer

13. Campbell Leadership Components – Major Tasks
Vision - Establish general tone, direction
Management – Set goals and focus resources
Empowerment – Select and develop subordinates
Diplomacy – Forge coalitions
Feedback – Observe, listen, share information
Entrepreneurialism – Find future opportunities
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Total Engagement Consulting by Kimer

14. Campbell Leadership Components – Personal Characteristics
Personal Style – Set tone of competence, optimism, integrity and inspiration
Personal Energy – Live disciplined, wholesome lifestyle
Multicultural Awareness – Be comfortable working across geographic, demographic, and cultural borders
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Total Engagement Consulting by Kimer

15. IBM Corporate Leadership Competency Model
Competency: Any demonstrated characteristic or behavior that differentiates outstanding performance.
Why Important: They distinguish outstanding leadership and provide a guidance and set a direction that all leaders are expected to pursue.
Client Partnering
Collaborate Influence
Embracing Challenge
Thinking Horizontally
Informed Judgment
Strategic Risk Taking
Earning Trust
Enabling Performance and Growth
Developing People and Communities
Passion for IBM’s Future
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Total Engagement Consulting by Kimer

16. Alban Institute 12 Characteristics for Effective 21st Century Ministry
Maintaining personal, professional and spiritual balance
Guiding a transformational faith experience
Motivating and developing a congregation to fulfill a mission
Ability to develop and communicate a vision
The ability to interpret and lead change
Promoting the growth of church members
Providing leadership for high-quality, relevant worship experiences
The ability to identify, develop and support leaders
Ability to build, inspire and lead teams
The ability to manage conflict
The ability to navigate successfully in the world of technology
The ability to be a life-long learner
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Total Engagement Consulting by Kimer

17. Matthew Poore Leadership Group
7 survival skills for the New World (meaning the global connected economy)
Critical thinking and problem solving
Collaboration across networks & leading by influence
Agility and adaptability
Initiative and entrepreneurialism
Effective oral and written communication
Assessing and analyzing information
Curiosity and Imagination
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Total Engagement Consulting by Kimer

18. Table of common elements
Characteristic
CCL
IBM
Alban
MPLG
Ability to partner, collaborate, diplomacy, listening to others, teaming X
Being able to embrace challenge and change. Agility / adaptability
Being able to create and articulate a vision and to do so with passion
Being able to work across boundaries, embrace multiple dimensions of diversity
Ability to empower others, lead and mentor others
Leading a balanced, disciplined life
Strategic risk taking, entrepreneurial spirit
Being a life-long learner, curiosity and imagination
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Total Engagement Consulting by Kimer

19. Total Engagement Consulting by Kimer
A quick look at Leadership Styles (manner, tone...)
Three Behavioral Leadership Styles from Kurt Lewin
Autocratic/Authoritarian: Powers of decision are centralized with the Leader
Participative/Democratic: Decisions are made through group processes with the leader.
Laissez-faire/Delegative: Group members make decisions without the leader.
Five Behavioral Leadership Styles by Robert Blake & Jane Mouton
Country Club: an accommodating leadership style
Impoverished: a leadership style of indifference
Middle of the Road: a leadership style that seeks to maintain the status quo
Produce or Perish: a dictatorial leadership style
Team Management: A leadership of trust and respect
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Total Engagement Consulting by Kimer

20. Leadership Styles (based on Theory X and Theory Y)
Human Relations View – Theory X and Theory Y McGregor and Likert
Theory X:
Traditional view of direction and control – assumes average person has an inherent dislike of work and need to be coerced into achieving a goal
Theory Y:
Work is as natural as play – people will take responsibility and use imagination and creativity to help achieve a goal.
Both these theories have positive and negative aspects and should be viewed as complementary to each other
Lickert’s “System 4” three basic concepts:
The leader / manager uses the principle of supportive relationships
The leader / manager uses group decision making
The leader / manager has high performance goals for the organization
Over-riding principle: effective leadership is based upon skillful communications patterns
January , 2010
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Total Engagement Consulting by Kimer

21. Total Engagement Consulting by Kimer
Situational Leadership - Hershey and Blanchard
The four leadership styles are:
Directing
Supporting
Coaching
Delegating
You can exhibit a different combinations of these styles as appropriate to the situation you are in and the state of those you are leading
Transformational Leadership – The art of leadership and its transformative powers resides in the leader, how the leader expresses his or her vision, and the organization.
Servant Leadership – Arising out of the social, political and cultural turmoil of the 60’s and 70’s, focuses on the notion of the “servant”. A leader, as well as an institution, must embody the characteristics of a servant in order to be an effective, legitimate leader (Robert K. Greenleaf)
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Total Engagement Consulting by Kimer

22. Total Engagement Consulting by Kimer
The Changing Global Environment
Single Location Teams
Global Teams
When I started my IBM career, all members of my department were in the same building with me. 30 years later when I retired, I had spent the last 5 years managing departments were every single person was remote from me.
Single Country- Centric Sales Strategy
Global Sales
$$$
FACT: The 15 fastest growing economies are 8.4%+ YtY growth – 7 in Asia, 4 in Africa, 4 in South America. USA growth is 2.8%, #117 (that is the bottom half!) in the world
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Total Engagement Consulting by Kimer

23. Local selling and buying Total Engagement Consulting by Kimer
The Changing Global Environment
The white male American work force
Diverse multi-national teams
FACT: Non-white entrants into the US workforce is growing from 24% in 1995 up to 31% in 2020.
Internet purchases are enabling global sales
Local selling and buying
FACT: 15% of Americans have spent $500 or more on line during the past 3 months.
Internet technology has enabled an electronic-based global supply chain for corporate purchasing structures
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Total Engagement Consulting by Kimer

24. Table of common elements
KEY: Global and Diverse?
Big Star – Strong connection
Small Star – Sig. connection
Characteristic
CCL
IBM
Alban
MPLG
Ability to partner, collaborate, diplomacy, listening to others, teaming X
Being able to embrace challenge and change. Agility / adaptability
Being able to create and articulate a vision and to do so with passion
Being able to work across boundaries, embrace multiple dimensions of diversity
Ability to empower others, lead and mentor others
Leading a balanced, disciplined life
Strategic risk taking, entrepreneurial spirit
Being a life-long learner, curiosity and imagination
Total Engagement Consulting by Kimer
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25. The Cultural Orientations Indicator (COI)
Sense of Self: How people tend to view identity and motivation in work situations
Thinking Style: How people tend to process information in work situations
Interaction Style: How people tend to communicate and engage with others in work situations
Copyright 2013 TMC / A Berlitz Company
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Total Engagement Consulting by Kimer

26. Total Engagement Consulting by Kimer
The COI details
Copyright 2013 TMC / A Berlitz Company
Fluid / Fixed
Being / Doing
Indirect / Direct
Instrumental / Expressive
Informal / Formal
Particularistic / Universalist
Multi-Focus / Single – Focus
Past / Future
Low Context / High Context
Inductive / Deductive
Linear / Systemic
Control / Constraint
Private / Public
Hierarchy / Equality
Collectivistic / Individualistic
Cooperative / Competitive
Flexibility / Order
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Total Engagement Consulting by Kimer

27. Total Engagement Consulting by Kimer
Key Cultural Skills
It is very important to have a good understanding of your own cultural orientation
Generally, the work cultures in various countries have norms across each cultural parameter, though individuals may still fall outside their country norms
There are 4 key skills to learn in dealing with different cultures:
Cultural due diligence: Assessing and preparing for the impact of cultural differences and similarities
Cultural mentoring: Helping others with cultural adaptation and integration
Cultural dialogue: Exploring cultural differences and negotiating mutual adaptations
Style-switching: Using a different behavioral approach to accomplish one’s goals
Copyright 2013 TMC / A Berlitz Company
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Total Engagement Consulting by Kimer

28. Consider the Career Development Cycle
The need to address both the short term and the long term.
Building a Career
In addition to a focus on skills assessment and education, many professionals need to also focus on longer term career planning. 1
Employee Skills Assessment; Manager / Mentor discussion
Identify Skill Gaps; Determine which
ones to work on
Identify education for gap closure;
Include in Dev Plan
Take Education;
Build Skills
Demonstrate new improved skills on the job 5
Apply
Skills
Building Skills 2 4
Your professional development planning should focus on both the short term need to build and apply skills in you current position, and on your long term career planning. You can view competency building as part of the short term plan – revisit every year. 3
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Total Engagement Consulting by Kimer

29. How to do a skills assessment and plan
Do it yearly or even every 6 months
Start with a list of competencies you feel would best prepare you to succeed in your position and future state
Feel free to use the summary list or one of the 4 models
Do your own very honest self assessment
Idea – can use scale of “exceptional skill, strong, demonstrated, partial, lacking”
Then get others to assess you too – important to be “non-penalty / promote complete honesty.
Your supervisor / mentor
Your peers
Those you lead or manage
Identify one or two areas you are the weakest in and put a plan in place to build those skills
Workshops and classes
Online learning
Reading
On the job experience – do something to build the weak skills
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Total Engagement Consulting by Kimer

30. Recommendations … for you and your teams
Be a lifelong learner of building your / your team’s leadership skills or competencies
Use survey instruments, etc
Solicit honest feedback from others
Where are you strong?
Fully leverage those skills in your vocation
Teach and mentor others in those areas
Where are you weak?
Don’t be afraid to be honest and face your weaknesses – it is an opportunity for growth
Seek constructive criticism
Identify your one of two weakest areas
Develop a learning plan, commit to activities to proactively build up your weakest areas
Circle back every year and re-evaluate. Continue the cycle
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Total Engagement Consulting by Kimer

31. Total Engagement Consulting by Kimer
Summary
There have been tremendous changes as the business environment has become more global and diverse . . .requiring increased diversity and global competencies.
Competencies are characteristics that can be taught, learned and developed. Common themes across multiple leadership competency models have a strong tie to global and diverse competency.
Others: Creating / articulating vision. Balanced / disciplined life
It is important for you and your organizations to have a competencies evaluation and skills-building plan
As HR leaders, you need to focus on developing your own leadership skills and style as well as being able to lead efforts within your enterprise.
Very Strong Connection
Significant Connection
Ability to collaborate / partner / team
Embracing challenge / change
Working across boundaries / embracing diversity
Leading / mentoring others
Strategic risk taking
Being a life long learner
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Total Engagement Consulting by Kimer

32. Total Engagement Consulting by Kimer
Now your questions and answers and a drawing
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Total Engagement Consulting by Kimer