Stacy L. Shamberger, Skyline Group Northern CA APA Conference September 11, 2014

1. Stacy L. Shamberger, Skyline Group Northern CA APA Conference September 11, 2014 4 Quadrants of Leadership: Leadership Behaviors for Financial Professionals

2. Line-up • 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!

3. 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

4. Another Point of Debate

5. Leadership Management Individual Contributor

6. The Real Deal Team Leader Manager Innovate Influence Communicate Integrity Execute Set Goals Problem Solve Productivity Individual Contributor

7. Moving from Abstract to IMPACT!

8. The 4 Quadrants of Leadership

9. Self Awareness, Insight COMPETENCY ME OTHERS 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. KEY FAIR GOOD VERY GOOD EXECELLENT 28.

10. Competencies of Quadrant 1 • Emotional Control • Flexibility • Integrity • Resilience • Self-Confidence • Executive Presence • Work/Life Balance

11. Leading Others Competencies of Quadrant 2 • Assertiveness • Conflict Resolution • Influencing Others • Listening • Partnering and Relationship Building • Teamwork • Verbal Communication

12. Competencies of Quadrant 3 • Creativity and Innovation • Entrepreneurship • External Awareness • Inspirational Vision • Organizational Awareness • Service Motivation • Strategic Thinking • Leading Organization

13. Competencies of Quadrant 4 • Coaching and Mentoring • Customer Focus • Delegation • Effectiveness • Monitoring Performance • Planning and Organizing • Thoroughness • Leading Implementation

14. Self Rating COMPETENCY ME OTHERS Emotional Control F G E G VG VG G 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. G G VG F G VG F Flexibility Integrity Resilience Self Confidence Executive Presence Work Life Balance KEY FAIR GOOD VERY GOOD EXECELLENT 28.

15. Development Opportunities Greatest Opportunity Strengths Weaknesses

16. Balanced Leader

17. Self Rating COMPETENCY ME OTHERS Emotional Control F G E G VG VG G 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. G G VG F G VG F Flexibility Integrity Resilience Self Confidence Executive Presence Work Life Balance KEY FAIR GOOD VERY GOOD EXECELLENT 28.

18. On Your Mark Get Set, Grow! Panic Zone Growth/Learn Comfort Zone

19. CZ = Stuck Most Familiar Strengths Old Habits Lazy

20. GZ = Transformation! Growth Zone Little familiarity Risky Temptation to revert

21. Growth Leads to…. • An expansion and Integration of skills • Confidence using new knowledge • Mastery • An improved you!

22. Our Blind Spots

23. The 360 View

24. 70/20/10 70 % Learn from Experience on the Job 20% Learn from Others 10% Development Programs/Formal Learning

25. Types of Experiences • We learn from 3 different types of experiences: • Assignments • Bosses (good and bad) • Hardships

26. 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%)?

27. Impact

28. How Leaders Make an Impact

29. Interconnected Impact

30. 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

31. Productivity Impact American Express Leadership ROI Study 2010

32. 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”

33. 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

34. 2014 Snap Shot Trends Source: Bersin by Deloitte December 2013

36. Stacy Shamberger twitter: @StacyShamberger e-mail:shamberger@skylineg.com