1. Leadership Success Starts with Awareness

2. Presented by:
Joe LiVigni MSTD Director Training & Development

3. Who is Capsim 1985 Business Simulations
Used by 100,000 students last year
Used in over 800 Universities
Corporate Training Programs

4. Capsim Corporate Clients

5. Joe Madden

6. 5 Most Important Attributes All Good Leaders Need Marcel Schwantes /INC. / Oct 19, 2016
1. IMPROVE COLLABORATION. 2. INCREASE OPENNESS AND ACCOUNTABILITY. 3. BUILD TRUST THAT LEADS TO BUSINESS OUTCOMES. 4. INCREASE SELF-AWARENESS TO KNOW AND UNDERSTAND THEMSELVES AND THOSE THEY LEAD. 5. CREATE A CULTURE OF CONTINUOUS LEARNING AND DEVELOPMENT.

7. Five Reasons Leaders ‘Derail’
Problems with interpersonal relationships 1
Inability to develop or adapt 2
Inability to build & lead a team 3
Failure to meet business objectives 4
Too functionally or technically oriented 5
Based on large scale research by the Center for Creative Leadership. Interviews of hundreds of Fortune 500 executives asking why do managers fail to reach senior level positions…
1-3 point to “soft” skills – relevant to prior assessments (HDS, 360) and to TeamMATE
4-5 point to strategic skills – relevant to the sim!

8. Todays Leadership Challenges
Overwhelmed by information overload
Cross-Functionality
Eroding organizational boundaries and clarity
Technological and product disruption
Increasing short term expectations
Quality of decision making
Nick Petrie’s research from “Future Trends in Leadership Development”

9. Todays Leadership Development Challenge
Historical leadership development programs have focused on competency’s….mostly focused on defining the qualities of leadership.
Enhance ownership of development to the individual.
New and innovative approaches to Leadership Development.
Nick Petrie’s research from “Future Trends in Leadership Development”

10. The leadership skills strataplex: Leadership skill requirements across organizational levels

11. The leadership skills strataplex: Leadership skill requirements across organizational levels
T.V. Mumford et al. / The Leadership Quarterly 18 (2007) 154–166

12. The Milieu of Managerial Work: An Integrative Framework Linking Work Context to Role Requirements
Erich C. Dierdorff and Robert S. Rubin DePaul University Frederick P. Morgeson Michigan State University Journal of Applied Psychology 2009, Vol. 94, No. 4, 972–988

13. It Starts with Awareness
Awareness Defined:
the state or condition of being aware
having knowledge
consciousness
knowledge that something exists
understanding of a situation or subject at the present time based on information or experience
knowledge or perception of a situation or fact

14. What is Leadership Awareness
Knowledge or perception of self, team, the organization, and the business
In Leadership - perception of these four areas is crucial to success.

15. Self-Awareness
Self-awareness is understanding who we are & how we are similar to or different from others
What gives you energy
How you take in information
How you make decisions
How you view others

16. Self-awareness is Foundational
Self-Knowledge
How we see our personality traits, values, attitudes, & behaviors
Knowledge Accuracy
How valid our self-view is compared
to an external appraisal
The important point is that true self-awareness (that is, self-awareness that matters for development) must be accurate!
It’s not enough just to know oneself, this knowledge needs to be validated externally.
Self-awareness is understanding who we are & how we are similar to or different from others

18. What do you do to improve Self Awareness?

19. 360 Reviews Knowledge Accuracy-How you are viewed by others
Peer/Direct Reports/Senior
Peer ratings
Self Ratings
Look for gaps in self-perception
Identify areas for future development.
Cautions
some mix behavior ratings and skill ratings while others simply rate skills.
360s based on skill ratings tend to be more reliable
respondents are much more likely to be able to rate a skill accurately than the behavior and psychology behind that behavior.

20. From Strength to Potential Obstacle
Inflection point where normally positive benefits become an obstacle…
Success
Job
Personality
Strength
When desirable personality traits (behavioral tendencies) get stronger, the likelihood of job success often increases. However, even with desirable traits there’s frequently an inflection point where it becomes “too much of a good thing” – in HDS lingo it’s when something becomes a derailer or “high risk.”
The red box reflect a zone where the trait becomes an inhibitor or obstacle.
Have them talk about one of the HDS traits (e.g., diligence) and when it could become too much of a good thing.

21. Hogan Assessments
The Bright Side –
At your best
What gets you hired
Values –
What motivates and drives you
The Dark Side –
Under stress how you’re your strengths can turn on you
Risks for career derailment
What gets you fired
Understanding yourself can help them identify issues in others, how to give feedback to others, and better prepares them for collaboration.

23. Begins with the individual
Begins with individuals…
Ends with team consequences
Individual Elements
Preparation
Analyzing tasks & planning that enable performance
Execution
Collaborating & accomplishing team tasks
Monitoring
Assessing & evaluating ongoing performance
Adjustment
Adapting & generating performance improvements
The segue is to note that HDS focuses on the individual, the 360 and now TeamMATE focus on how individuals impact the team or group.
I kept the 4Ps in there only because I like the quote at the top. You can just focus on the 5Cs or remove the 4Ps if you want…

24. Team Awareness Perception and understanding of members on your team.
Knowing potential blind spots within your team.
Realizing strengths and weaknesses on your team

26. What do you do to improve Team Awareness?

27. Transcends to Team Effectiveness
Begins with individuals…
Ends with team consequences
Individual Elements
Preparation
Analyzing tasks & planning that enable performance
Execution
Collaborating & accomplishing team tasks
Monitoring
Assessing & evaluating ongoing performance
Adjustment
Adapting & generating performance improvements
Team Components
Cooperation
Exchanging high-quality information among members
Coordination
Integrating individual efforts toward team goals
Cohesion
Sharing commitment & affinity toward the team
Confidence
Believing the team has capability to perform
Conflict
Managing disagreement & friction among members
The segue is to note that HDS focuses on the individual, the 360 and now TeamMATE focus on how individuals impact the team or group.
I kept the 4Ps in there only because I like the quote at the top. You can just focus on the 5Cs or remove the 4Ps if you want…

28. “We’re Not Very Self-aware…” Harvard Business Review (12-Mar-2015)
Critical to Team Effectiveness
“We’re Not Very Self-aware…”
Harvard Business Review (12-Mar-2015)
In this study, 312 organizational leaders on 58 teams from a Fortune 10 company (GE) participated in a leadership development course using a team-based business simulation.
Self-awareness was measured by how a person self-rates compared to his/her teammates, then we calculated the average level of self-awareness in the team.
High self-awareness among team members had substantial impact on team outcomes!

29. MBTI MBTI TEAM TABLE EXERCISE Know your team Identify Blind spots
Proven to be valid and reliable
Helps the subject understand themselves
More importantly-how and why they interact with their teams the way they do.
MBTI TEAM TABLE EXERCISE
Know your team
Identify Blind spots

30. Organizational Awareness
the perception to know who does what within an organization and how the functions can work together to achieve a common goal
Cross Functional Collaboration
Breaking Down Silos
Questions you should consider
Who does what?
Who do you go to to when you need something done?
How can you speak their language?

32. Business Awareness:
the presence of mind to understand a strategy and be thoughtful about executing daily decisions affecting other departments and the companies bottom line.
Business Acumen
Strategic Thinking
Data based decision making
Financial Acumen
A 2013 survey of nearly 700 executives found:
“Only 8% of Leaders Are Good at Both Strategy and Execution.”
“Strategy and Execution Are the Same Thing.”
Can a strategy be successful without execution?

33. What do you do to improve Organizational Awareness? Business Awareness?

34. Developing Employees; Why Leadership Development Isn’t Developing Leaders Harvard Business Review by Deborah Rowland, October 14, 2016
Billions are spent every year on leadership development. Vast majority of leadership programs are: Set curricula Delivered through classroom Rationally based Individual-focused methods. Participants are taken out of their day-to-day workplaces to: be inspired by expert faculty work on case studies receive personal feedback take away the latest leadership thinking (and badges for their résumés). Yet study after study, including my own, tells us the qualities that leaders in today’s world need are intuitive, dynamic, collaborative, and grounded in here- and-now emotional intelligence.

35. Four factors that lie at the heart of good, practical leadership development:
1 Making it experiential
“living laboratory” leadership development
at-times-uncomfortable
practice arena
Business simulations
unstructured large group dialogues
2 Influencing participants’ “being,” not just their “doing”
3 Placing it into its wider, systemic context
4 Enrolling faculty who act less as experts and more as Sherpas.

36. Self-Awareness Building Foundational Knowledge
How Professional Develop
Knowing
Knowing-Doing
Gap
Behavior Change
Skill Development
Perspective Change
Self-Awareness Building
The main point of this slide really is the “knowing-doing” gap (after the animation)
This plays nicely as a setup for this talk as well as the importance of “doing” (i.e., the value of using a sim!)
Foundational Knowledge
Doing

37. Anything Earthshattering?
So How Do You Put All This Together?

39. Universal Orlando’s Objectives
Build Business Acumen: Expand understanding of business analysis, decision making, and systems thinking.
Build Leadership Effectiveness: Enhance self-awareness and create plans to develop key leadership attributes and competencies.
Build Relationships: Provide a foundation for connection, collaboration and communication between leadership peers.

40. A Simulation Experience
Participants become the executives
Compete in teams
Form a strategy
Decisions in R&D, Marketing, Production, and Finance
Condensed time 1 round = 1 year
Simplification of Big Data
Debriefs between each round
Final team presentations - success measures & key learnings

41. Experience Created for Universal Orlando
2 Days
Raising Awareness
Integrate assessments
Hogan for Self Awareness
MBTI Team Table for Team Awareness
TeamMate Tool for team and individual feedback
Improve Business Acumen and Strategic execution
Business Simulation as platform in 5 rounds
Debriefs between rounds on strategy and business acumen using simulation results
Breaks to discuss Assessments and reflect on feedback

42. Evaluating The Success
Outcomes
Evaluating The Success

43. Overall, I would recommend this program to a peer or colleague.
100%

44. My team’s performance and business results will improve as a result of this experience.
96%

45. “Stretch” alumni from last year raving about their experience last December with you, to the new cohort!

46. A Few Quotes
“This was better than anything I experienced in business school.”
“I came in thinking this was just a game, but all of my stressors showed up.”
“It was not as bad as I thought it would be.”
I couldn’t sleep between day one and day two because I was having nightmares of our company running out of cash

47. Consistent Outcome: Leaders Asking Better Questions
“What changes should I make to address my customers needs?”
“What is our competition doing? How do I respond?”
“How much risk should we take right now?”
“How will this decision impact other parts of the organization?”

48. Success Case #1:
“You own it.”

49. Questions?
Thank you!!!

50. For more information contact: Kiersten DeBrower Kiersten
For more information contact: Kiersten DeBrower